CASE STUDY

(Merczi)

Submitted to:
Sir Ronaldo T. Oñate

Submitted by: BSHM-3A

Jan Marie Jayme
Alexandra Janee Langga
Alyssia Gabrido
Christine Johannah B. Millena
John Klent Casiple
 Case Study
Merczi

I. Background
In the story of Merczi's business development, a significant organizational difficulty usurps an
important chapter. This pivotal moment is reminiscent of a pivotal choice made several years
ago: the switch from Merci to Merzci. Intellectual property issues forced this strategy change,
which called for a thorough assessment of the company's identity and positioning in the market.
Rebranding is more than just changing the name; it's a significant overhaul that affects every
aspect of Merczi's business. Merczi tackles the complexities involved in such a broad
transformation, from reforming corporate culture to rethinking visual aesthetics and marketing
message. Following this significant rebranding, numerous difficulties surface. It becomes
imperative to establish and strengthen brand recognition in the marketplace, necessitating
outreach programs and strategic communication. In the midst of the significant changes, the
organization internally works to bring its different teams into line with the updated vision. This
organizational barrier goes beyond cosmetic changes to the very foundation of Merczi's
flexibility and resilience. This major problem, which the organization is attempting to handle,
emphasizes the significance of strategic agility and unified leadership. Merczi's journey through
this story of rebranding is evidence of the perseverance required to overcome obstacles related to
intellectual property and come out stronger and more determined than before.
II. Statement of the problem
a. Aligning individual employee business strategies with Merczi's established
standards through employee empowerment involves cultivating a culture of open
communication and collaboration. Offering customized training and development
opportunities aligned with organizational goals empowers employees to
contribute effectively. Involvement in decision-making, recognition of
contributions, and opportunities for skill utilization further enhance alignment and
commitment to company standards. Establishing regular feedback mechanisms
and implementing mentorship programs play pivotal roles in sustaining the
ongoing alignment between individual strategies and the established standards at
Merczi.
b. To set performance metrics for employees, Merczi could adopt the "Balanced
Scorecard" as a total quality tool. This framework aligns performance measures
with strategic objectives, covering financial, customer, internal processes, and
learning and growth perspectives. By incorporating the Balanced Scorecard,
Merczi gains a holistic approach to evaluate employee performance, ensuring it
aligns seamlessly with organizational goals and encourages continuous
improvement.
c. ISO 9000, as a quality management framework, greatly aids Merczi in enhancing
overall organizational performance. It ensures standardized processes, reducing
errors and promoting efficiency. The emphasis on meeting customer requirements
fosters increased satisfaction and positive brand reputation. Continuous
improvement and proactive risk management contribute to operational excellence.
ISO 9000’s global recognition opens doors to new markets for Merczi, while
employee engagement and accountability are heightened. The framework
encourages data-driven decision-making, providing reliable insights for improved
organizational performance.

III. Areas of consideration

a. Communication Breakdown at Merczi:
 - Instances of miscommunication identified in cross-functional interactions between Merczi's
development teams.
- Employee feedback surveys at Merczi revealing challenges in comprehending the revised
goals and expectations during the re-branding phase.

b. Impact on Merczi's Project Timelines:

- Specific projects at Merczi, such as the XYZ software update, experiencing delays due to
communication breakdowns.
- Quantifiable data indicating missed project deadlines at Merczi, leading to financial
repercussions.

c. Employee Morale and Engagement at Merczi:

- Survey results at Merczi indicating a decline in employee morale following the re-
branding, with comments citing uncertainties.
- Instances of disengagement observed among employees at Merczi, possibly reflected in
lower productivity or increased turnover rates.

d. Customer Feedback and Market Perception at Merczi:

- Analysis of customer feedback post-rebranding at Merczi, highlighting shifts in satisfaction
levels or an increase in complaints.

- Market surveys showcasing changes in consumer perception of Merczi’s software

solutions and brand reputation.

e. Learning and Development Initiatives at Merczi:

- Details on training programs implemented at Merczi to align employees with the new
brand identity and organizational standards.
- Assessments measuring the effectiveness of these initiatives at Merczi in bridging the gap
between individual strategies and company standards.
 IV. Alternative Courses of Action
a. Aligning Employee Strategies through Empowerment:
1. Enhanced Training Initiatives at Merczi:

Advantages:
Tailoring training programs to Merczi’s needs can deepen employees’ understanding of
organizational goals.

Disadvantages:
Resource-intensive; potential resistance from employees accustomed to existing training
methods at Merczi.

2. Recognition Programs Reinforcement at Merczi:

Advantages:
Reinforcing recognition programs at Merczi can motivate employees, fostering commitment.

Disadvantages:
Subjective evaluations may arise, and not all contributions may be easily quantifiable within
Merczi’s context.

b. Implementing Balanced Scorecard for Performance Metrics at

Merczi:
1. Pilot Balanced Scorecard Implementation at Merczi:

Advantages:
Piloting at Merczi allows for testing effectiveness on a smaller scale before broader adoption.
Disadvantages:
Limited insights due to the small scale; challenges in scaling up successful practices at Merczi.

2. Full-Scale Balanced Scorecard Rollout at Merczi:

Advantages:
Provides an immediate impact on aligning employee performance with Merczi’s organizational
goals.

Disadvantages:
Potential resistance from employees unfamiliar with the Balanced Scorecard system; requires
substantial change management at Merczi.

c. Leveraging ISO 9000 for Organizational Performance at Merczi:

1. Incremental ISO 9000 Implementation at Merczi:
Advantages:
Gradual adoption allows for smoother integration into existing processes at Merczi.

Disadvantages:
Might delay benefits realization; could result in less comprehensive impact at Merczi.

2. Full-Scale ISO 9000 Integration at Merczi:

Advantages:
Rapid and comprehensive adoption leading to quicker improvements in standardized processes at
Merczi.
Disadvantages:
Potential resistance from employees not accustomed to such a significant change; resource-
intensive for Merczi.
 V. Recommendation

a. Aligning Employee Strategies through Empowerment at

Merczi:

Recognition Programs Reinforcement at Merczi:

- While both courses offer advantages, reinforcing recognition programs

at Merczi is recommended. It directly addresses the need for employee
commitment and motivation, fostering alignment with organizational
standards. This approach acknowledges and rewards contributions,
cultivating a positive work culture at Merczi.

b. Implementing Balanced Scorecard for Performance

Metrics at Merczi:

Full-Scale Balanced Scorecard Rollout at Merczi:

- Despite potential challenges, a full-scale rollout ensures an immediate

and comprehensive impact on aligning employee performance with
Merczi’s organizational goals. The benefits of the Balanced Scorecard
system outweigh the potential resistance, and the organization can
proactively manage the change process.

c. Leveraging ISO 9000 for Organizational Performance at

Merczi:

Full-Scale ISO 9000 Integration at Merczi:

- Opting for a full-scale integration of ISO 9000 at Merczi ensures rapid

improvements in standardized processes, aligning with the
 organization’s commitment to quality. While potential resistance and
resource requirements are considerations, the long-term benefits justify
the comprehensive approach.

VI. Management Lessons learned

The lessons distilled from Merczi’s situation underscore the paramount importance of transparent
communication and recognition as pivotal drivers for fostering employee alignment within our
organization. Recognizing this, we must prioritize these aspects to mitigate the risk of employee
disengagement and fortify the overall cohesion of our workforce.

In the context of introducing new performance metrics, our case illuminates the critical role of
effective change management. It’s imperative that we, as an organization, proactively invest in
comprehensive change management practices. This approach is not just about navigating
resistance effectively but ensuring the seamless adoption of innovative performance metrics that
resonate with our strategic objectives.

Furthermore, the insights drawn from our case highlight the advantages of adopting a phased
approach when leveraging ISO 9000 to enhance organizational performance. Incremental
implementation of quality management processes can lead to a smoother integration, minimizing
potential resistance. We should heed this lesson, emphasizing the need for a carefully
orchestrated progression in incorporating ISO 9000 principles into our operations. This
incremental approach ensures a more adaptive organizational response, fostering a culture of
continuous improvement and quality assurance within our own context.