CHAPTER 3

Presentation, Analysis, and Data Interpretation

This Chapter contains analysis and interpretation of data collected from survey
questionnaires which were distributed to the employees of Prosperity Credit Cooperative in the
municipality of Plaridel, Bulacan.

1. Profile of the Cooperative

A. Years of service

The total number of respondents and their demographic profile with the
corresponding percentage are shown in Table 1. The researchers surveyed N = 1 company
that has five employees from a cooperative in Plaridel, Bulacan, as respondents to this
study, which implies that the percentage rate is 100%.

2. The Sustainbility of the Company

A. Value – Sustainability of Prosperity Credit Cooperative

Table 2

Descriptive Measures of Respondents in Value Sustainability of Prosperity Credit

Cooperative

A. VALUE

Verbal
ITEMS 1 2 3 4 5 MEAN Sd
Description

1. The cooperative opens

opportunities and activities
0 0 0 1 3 3.8 2.17 Partially Agree
for members active
participation.

2. The cooperative secures

social protection and data 0 0 0 0 4 4 2.24 Partially Agree
privacy of members.

3. The cooperative meets 0 0 0 0 4 4 2.24 Partially Agree

 costumer’s expectation.

4. The cooperative has

3 1 0 0 0 1 0.71 Totally Disagree
insurance for borrowers.

5. The cooperative promotes

business stability for
borrowers. 0 0 0 0 4 4 2.24 Partially Agree

6. The cooperative promotes

healthy work environment for 0 0 0 0 4 4 2.24 Partially Agree
members.

3.43 1.93 Indifferent

This table illustrated the value – sustainability of Prosperity Credit Cooperative.

The result shows that the data of the level of value about the sustainability is in indifferent, as the

computed weighted mean and standard is (M=3.43; SD= 1.93) which implies that the value of

cooperative might not increase nor decrease in sustaining the business.

Furthermore, cooperative provides opportunities and activities for members to actively

participate in the sustainability of value of cooperative with the weighted mean and standard

deviation of M=3.8; SD = 2.17, because cooperative management aims to offer better services to

borrowers. However, the lenders do not provide borrowers with insurance because the

microfinance has a low sustainability value (M = 0.8; SD = 0.45).

Moreover, the microfinance meets customer expectations with the mean of M = 4 (SD =

2.24) and secures the social protection and data privacy of members with the mean of M = 4 (SD

= 2.24), because the customer's identity information is highly confidential and financial records

are secured. also provides a quality and satisfactory customer service.

 In addition, The microfinance promotes business stability for borrowers (M=4;

SD=4.24), also promotes healthy work environment (M=4; SD=4.24) because the microfinance

makes customer feel valued, help meet their needs more effectively, and improve overall

customer retention.

B. Rarity – Sustainability of Prosperity Credit Cooperative

Table 3

Descriptive Measures of Respondents in Rarity Sustainability of Prosperity Credit

Cooperative

A. RARITY

Verbal
ITEMS 1 2 3 4 5 MEAN Sd
Description

1. The cooperative compliant

PARTIALLY
to all government 0 0 0 2 2 3.6 2.07
AGREE
requirements.

2. The cooperative contribute

PARTIALLY
towards sustainable 0 0 0 0 4 4 2.24
AGREE
development goals.

3. The cooperative has

PARTIALLY
strategic innovations to help 0 0 0 2 2 3.6 2.07
AGREE
resolve economics issues.

4. The core values of the

cooperative make them PARTIALLY
0 0 0 1 3 3.8 2.17
different from provide other AGREE
organizations.

5. The cooperative significant

PARTIALLY
contribution in the 0 0 0 1 3 3.8 2.17
AGREE
community.

6. The cooperative adhere to PARTIALLY

0 0 0 0 4 4 2.24
the established strategies to AGREE
attain their goals.
 PARTIALLY
3.8 2.16
AGREE

Another subdomain of sustainability is rarity which accumulated an overall mean of 3.8

(SD=2.16) indicating that rarity is beneficial for cooperative in resolving and developing goals.

Rarity enhances the cooperative's strategic innovations to help resolve economic

challenges (M=3.6; SD=2.07), and the cooperative adheres to the created strategies to achieve

their goals (M=4; SD=2.24), which are shown in table 2. This chapter underlines how

cooperative tactics are increasingly being applied in a number of contexts. Furthermore, it

improves corporate strategy by making the organization's objectives more attainable.

In addition, cooperatives contribute to sustainable development goals with the mean of 4

(SD=2.24), as well as make a significant impact in the community (M=3.8; SD=2.17), it

emphasizing the value of building a network of people united by a common goal that benefits the

community.

All government regulations are met by the cooperative (M=3.6; SD=2.07) this

demonstrates how important it is to follow government regulations in order for the company to

run efficiently and legally. Lastly, the core values of the cooperative make them different from

other organizations (M=3.8; SD=2.17) it is necessary to make a difference to stand up to other

cooperatives through strategies or techniques to sustain business.

C. Imitability - Sustainability of Prosperity Credit Cooperative

The data obtained from the respondents regarding the the imitabilty – sustainability of

Prosperity Credit Cooperative are shown in table 3. The level of imitability- sustainability is

high, as the computed weighted mean and standard deviation are (M = 3.6; SD = 2.14)
 which means imitability is partially agree to the rules and regulations of prosperity credit

cooperative.

Table 4

Descriptive Measures of Respondents in Imitability Sustainability of Prosperity

Credit Cooperative

IMITABILITY

Verbal
ITEMS 1 2 3 4 5 MEAN SD
Description

1. The policies created by the

cooperative adhere in the PARTIALLY
0 0 0 0 4 4 2.24
implementing rules, and AGREE
regulation of the law.

2. Creating strategic plan and

PARTIALLY
annual budget plan is a skill 0 0 0 0 4 4 2.24
AGREE
that most executives possess.

3. In the cooperative's
succession plan, there are
0 0 2 0 2 3.2 2.05 INDIFFERENT
volunteers who will become
future leaders.

4. Filing a cooperative labor PARTIALLY

1 0 1 2 0 2.4 1.82
legislative compliant. DISAGREE

5. Ethical standards for

PARTIALLY
cooperative are anchored in 0 0 0 0 4 4 2.24
AGREE
the code.

6. The management/ assess or

PARTIALLY
posses skill to identify which 0 0 0 0 4 4 2.24
AGREE
companies to approve loan.

PARTIALLY
3.6 2.14
AGREE
 As shown in Table 4, cooperative policies adhere to the implementing rules, and law

regulation has a high weighted mean and standard deviation (M = 4; SD = 2.24), and ethical

standards for cooperatives are anchored in the code (M = 4; SD = 2.24), implying that they

always patronize their cooperative's products and services.

Creating a strategic plan and an annual budget plan is a skill that most executives have (M =

4; SD = 2.24), which means that having a budget can help set long-term financial goals, and the

management must assess or possess the skill to identify which companies to approve loans has

T(M = 4; SD = 2.24) to ensure that the company is capable and not a fraud.

Furthermore, the cooperative's succession plan is partially agreed upon by the volunteers

who will become future leaders (M = 3.2; SD = 2.05) because they are proactive with a plan that

a company always has the right leaders in place should a change happen quickly, and partially

disagreed upon by the filing of a cooperative labor legislative compliance (M = 2.4; SD = 1.82).

It could be that the cooperative staff tasked with performing compliance to reporting

requirements lacks an understanding of the significance of reports.

D. Lack of Substitutability-Sustainability of Prosperity Credit Cooperative

The descriptive measures of respondents in the Lack of Substitutability-Sustainability of

Prosperity Credit Cooperative, are shown in Table 4. As a result, the overall weighted mean and

standard deviation is (M=3.57; SD=2.07) which means sustainability is partially agree in terms

of lack of substitutability.

Table 5

Lack of Substitutability-Sustainability of Prosperity Credit Cooperative

 D. LACK OF
SUBSTITUTABILITY

Verbal
ITEMS 1 2 3 4 5 MEAN SD
Description

1. Business plan domains are

highly considered for 0 0 1 0 3 3.6 2.19 PARTIALLY AGREE
cooperative approval.

2. Credentials are essential

for cooperative to function 0 0 0 1 3 3.8 2.17 PARTIALLY AGREE
properly/ effective.

3. Cooperative needs to see

solidarity from repaying 0 0 0 1 3 3.8 2.17 PARTIALLY AGREE
revenues instead of collateral.

4. Quality business
experience is an important
0 0 0 1 3 3.8 2.17 PARTIALLY AGREE
requirement for the
cooperative's approval.

1. Complimentary investment
offers coming from
0 0 2 2 0 2.8 1.64 INDIFFERENT
cooperative are only for those
who truly deserves.

6.Money is easily lend

through the cooperative, but
before disbursing any funds, 0 0 0 2 2 3.6 2.07 PARTIALLY AGREE
the borrower must be
carefully vetted.

3.57 2.07 PARTIALLY AGREE

From the data presented in Table 5, lack of substitutability improves that business plan

domains are highly considered for cooperative approval (M=3.6; SD=2.19) also the quality

business experience is an important requirement for the cooperative's approval (M=3.8;

SD=2.17) which means the cooperative focuses on the development of competences to

effectively perform what is expected and required of them in the cooperative.

Moreover cooperative needs to see solidarity from repaying revenues instead of

collateral (M=3.8; SD=2.17) it seems that the factor that makes solidarity groups work to keep

repayment rates high is the social element of the solidarity group, rather than the enforcement

of group repayment (Pankaj, 1996) and have a credentials essential for cooperative to function

properly/effective (M=3.8; SD=2.17).

Furthermore, money is easily lent through the cooperative, but before any funds are

disbursed, the borrower must be thoroughly screened (M = 3.6; SD = 2.07), indicating that lack

of substitutability of sustainability is partially agreed. In addition, cooperatives only make

complimentary investment proposals to individuals who deserve them (M = 2.8; SD = 1.64).

3. The Efficiency of the Company

A. Business - Efficiency of Prosperity Credit Cooperative

Table 6 illustrates the results of employee evaluations of business efficiency. The overall

weighted mean and standard deviation for company efficiency are (M = 4; SD = 2.24), indicating

that the Prosperity Credit Cooperative is operating efficiently in the business community.

Table 6

Business-Efficiency of Prosperity Credit Cooperative

A. BUSINESS
EFFICIENCY

ITEMS 1 2 3 4 5 MEAN SD Verbal

 Description

1. The accounting records of

cooperative was properly 0 0 0 0 4 4 2.24 EFFICIENT
maintained and secured.

2. The cooperative records of

transactions is always 0 0 0 0 4 4 2.24 EFFICIENT
updated.

3. The cooperative
established a record archiving 0 0 0 0 4 4 2.24 EFFICIENT
system.

4. The cooperative provides

adequate information in every 0 0 0 0 4 4 2.24 EFFICIENT
transaction.

5. The cooperative employees

are well-aware of the duration
and amount of loan have 0 0 0 0 4 4 2.24 EFFICIENT
taken and the interest rate to
be charged.

6. The cooperative employees

are given regular training on
cooperative operations and on 0 0 0 0 4 4 2.24 EFFICIENT
trends and innovations of the
cooperative organization.

4 2.24 EFFICIENT

The accounting records of cooperative was properly maintained and secured (M = 4; SD

= 2.24 ). Also, the cooperative provides adequate information in every transaction (M = 4; SD =
2.24 ) as indicated in the table 4. It implies that cooperatives ensure crucial records, including
financial data, financial statements, and important documents such as legal contracts, have been
properly preserved and maintained for future reference.

The cooperative records of transactions is always updated (M = 4; SD = 2.24 ). and the

cooperative established a record archiving system (M = 4; SD = 2.24 ). As previously indicated,
cooperatives generate a variety of financial reports that serve as a historical record of the
cooperatives' business operations.

The cooperative indicates, without member interest and participation, there is no

guarantee members will control the cooperative or that the cooperative will serve the interests of
the members. The cooperative employees are well-aware of the duration and amount of loan
have taken and the interest rate to be charged (M = 4; SD = 2.24 ). Also, the cooperative
employees are given regular training on cooperative operations and on trends and innovations of
the cooperative organization (M = 4; SD = 2.24 ). As can be seen in the result, employees'
individual accountability grows as a result of cooperative learning. They are aware that they have
to accomplish a specific task in order for the entire team to succeed.

B.  Organization - Efficiency of Prosperity Credit Cooperative

Table 7 shows that organization efficiency is beneficial to cooperative performance.

Based on the data, the total weighted mean M = 3.87 (SD = 2.2) indicates that Prosperity Credit
Cooperative's performance has been beneficial in assessing the organization's efficiency.

Table 7

Organization-Efficiency of Prosperity Credit Cooperative

A. ORGANIZATION
EFFICIENCY

Verbal
ITEMS 1 2 3 4 5 MEAN SD
Description

1. The existing policies, laws,

rules, and regulations of the
0 0 0 0 4 4 2.24 EFFICIENT
cooperative was adhered by
the employees.

2. The functions, duties and

responsibilities of every
0 0 0 0 4 4 2.24 EFFICIENT
employee was well-defined
and done properly.

3. The cooperative designed a

feedback mechanism to
0 0 0 2 2 3.6 2.07 EFFICIENT
determine the satisfaction of
clients/ members.

4. The cooperative allocate an 0 0 1 0 3 3.6 2.19 EFFICIENT

 allowance for probable
losses.

5. The cooperative has

policies on granting of loans
0 0 0 0 4 4 2.24 EFFICIENT
and credits that strictly
followed and implemented.

6. The cooperative collections

during the day are deposited
not later than the next 0 0 0 0 4 4 2.24 EFFICIENT
operation day.

3.87 2.2 EFFICIENT

The existing policies, laws, rules, and regulations of the cooperative was adhered by the

employees (M = 4; SD = 2.24 ). Accordingly, the cooperative's staff members aid in helping

members comprehend what is expected of them and what will happen if they break the

regulations. The cooperative has policies on granting of loans and credits that strictly followed

and implemented (M = 4; SD = 2.24 ).The granting of loans by the cooperative has properly

implemented, it means they creates funds in order to grant loans for productive and provident.

The cooperative allocate an allowance for probable losses ( M = 3.6; SD = 2.19). It means

that a cooperative recognizes a reduction in the carrying amount of an asset caused by a decline

in its fair value. The cooperative collections during the day are deposited not later than the next

operation day (M = 4; SD = 2.24 ). It implies to prevent thief and funds confused.

The functions, duties and responsibilities of every employee was well-defined and done

properly (M = 4; SD = 2.24 ). The cooperative designed a feedback mechanism to determine the

satisfaction of clients/ members ( M = 3.6; SD = 2.07). As previously indicated, cooperatives

generate a variety of financial reports that serve as a historical record of the cooperatives'

business operations.