Ballesteros National High School: The Problem and Its Background

BALLESTEROS NATIONAL HIGH SCHOOL
Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
Entrepreneurship is seen as crucial for organizations nowadays in order to
remain competitive, which becomes evident in the growing literature on
entrepreneurial leadership. On the other hand, organizations are evaluated on
their corporate social performance boil on the social (people) and environmental
(planet) dimension. This exploratory research aims to answer how
entrepreneurial leadership could influence the social performance of an
organization. The findings of this study indicates a positive relationship between
entrepreneurial leadership and social performance or the people dimension, in
particular in absenteeism, student’s retention, and student’s well-being. The
relationship of entrepreneurial leadership on the planet dimension remains
unclear as the answers did not correspond. Moreover, it is found that autonomy,
pro-activeness, and taking ownership are relatively important aspects of
entrepreneurial leadership in relation to the social performance. Besides,
student’s commitment could be a moderating variable. All findings have
extensively been discussed and a conceptual model has been developed. This
research contributes to existing literature as it has studied a novel field in current
literature and gives recommendations for future research directions. Further, this
1
research offers students in organizations who strive for better performance and
new approaches to achieve this.
Additionally, organizations are critically evaluated on their social
performance by and towards stakeholders (Poster and Kramer, 2006). However,
management and subordinates in an organization could play a crucial role in the
awareness, acceptance and execution of sustainable behaviour and to have an
impact on gaining a competitive advantage (Porter and Kramer, 2006)
Statement of the Problem
Generally, the study aimed to identify the impact of marketing-sales
relationship to business performance.
Specifically, it sought to answer the following questions:
1. How does marketing-sales relationship affect business performance?
2. What elements are part of marketing-sales relationship and part of time
and goal orientation of these departments?
3. How does marketing-sales relationship especially time and goal
orientation of these departments affect business performance?
4. Is there a significant relationship of marketing-sales relationship to
business performance?
2
Hypotheses
There was a significant relationship of marketing-sales relationship to
business performance.
Scope and Delimitation
The study aims to determine the impact of marketing-sales relationship to
business performance. The study considers every aspect of students’ information
that has an impact to business performance.
Additionally, the study is delimited to two hundred sixty seven (267)
students from both Grade 11 and 12 Senior High School students for the S.Y.
2019-2020 of Ballesteros National High School. The study uses the statistical
approach in data analysis.
Significance of the Study
The findings of this study would be important most especially to the
following benefactors:
STUDENTS. The study provides learning about the impact or influence of
marketing-sales relationship to business performance, also in dealing with the
economic environment and economic barriers.
3
TEACHERS. They are the ones who mostly understand why there are
changing circumstances within the environment. They should be mindful and
knowledgeable about the performance of the school canteen or school counter.
PARENTS. It features the relatedness towards their economy, in which
they have the capacity in figuring out the barriers within their environment.
FUTURE ENTREPRENEURS. They can give competence and knowledge
about their business entities performance if they are willing to take risks and
solve the problems within the environment, and within the entire business
environment.
Definition of Terms
Some terminologies that are frequently used are enlisted below for the
better understanding of this study.
Business Performance. It is a set of performance management and
analytic process that enables the management of an organizations performance
to achieve one or more pre-selected goals.
Goal Orientation. It is an individual disposition toward developing or
validating one’s ability in achievement settings.
Marketing. It is the action or business of promoting and selling products
or services, including market research and advertising.
4
Marketing- Sales Relationship. It is the facet of customer relationship
management that focuses on customer loyalty and long-term customer
engagement rather than short-term goals like customer acquisition and
individuals sales.
Organization. It is an organized body of people with particular purpose,
especially a business, society, association.
Sales. It is the exchange of commodity for money: the action of selling
something.
Time Orientation. It refers to a culture reflects a preference toward past,
present or future thinking.
5
Conceptual Framework
Input Process Output
Generally, the
study aims to identify  Questionnaires Identified Impact of
the impact of  Correlational Marketing-sales
marketing-sales Research Relationship on
relationship on  Correlational Business
business Performance
Analysis(Pears
performance.
Specifically, it on)
seeks to answer the
following questions:
1. How does
marketing-
sales
relationship
affect business
performance?
2. What elements
are part of
marketing –
sales
relationship
and part of time
and goal
orientation of
these
departments?
3. How does
marketing-
sales
relationship
especially time
and goal
orientation of
Feedback
6
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter presents the basic related literature and studies which the
researchers believe to have bearing and connections to the present study. It
provides a view on related topics to expand the researcher’s knowledge and
understanding on the research being conducted. These related literature and
studies will generally obtain from both primary and secondary sources such as
journals, theses, articles and other related materials.
Related Literature
Local
According to Moorman and Day. (2016) Marketing organizations is the
interface of the firm with its market and where the work of marketing gets done.
Similarly to Lilly and Stanley, 44(2), 206-207, (2016). This study extends
the relationship marketing framework to the domain of online retailing to identify
what strategies help build relationship with online customers.
In addition, from Malshe 63(1), 13-19, (2010). Extant sales-marketing
interface research has ignored how salespeople interpret marketers` credibility.
This paper integrates interdisciplinary research on credibility and the sales-
marketing interface with interview data from 33 informants to expound three
components of this phenomenon; expertise trust, and interpersonal proximity.
7
Also to Guerreiro, Rita and Trigueiros 139 (1),111-128, 2016. Cause-
related marketing (C-RM) has risen to become a popular strategy to increase
business value through profit-motivated giving . Despite the growing number of
articles published in the last decade, no comprehensive analysis of the most
discussed constructs of cause-related marketing is available.
Furthermore, Rosson and Ford, 66-69, 2016. Various aspect of the
relationship between export manufacturers and their overseas distributors are
examined in study reported in this paper.
As well as to Gupta et. al 69(12),5671-5681 (2016). This research uses
complexity theory to prove the relationship between competitiveness and
innovation in the marketing practices of large manufacturing firms that offer their
branded products in a foreign market by engaging a network of local small- and
medium-sized enterprises as resellers of their brand.
Other than that, Keszey and Biemas 69(9), 3698-3706, (2016). The role of
sales has change dramatically during the last two decades, with sales becoming
increasingly strategic and encroaching on domains that traditionally belong to
marketing.
Likewise to Johnson and Matthes 82(4), 32-48,(2018). Careers evolve
over time and can take many paths as they develop. Within marketing and sales,
a common variant of career progression is to begin in a sales position and then
advance internally into a marketing role.
8
Moreover, Klieret. al 54(3), 304-339,(2017). Firm resources play an
important role in explaining the foreign establishment mode choice. However, a
theoritical framework that differentiates between heterogeneous types of
resources.
Also to Bianchi and Matthews 69(2), 426-434,(2016). Previous studies
show that the internet positively influences firm’s export activities from developed
market.
Foreign
The cognition of future business trends and movement along them make
necessity to the existence necessity of marketing research in order to have the
organizational goals (Kfashppur and NajafiSiahroodi, 2010).
Recently, in marketing literature specials work of selling is seen at the
strategic level of organization that is away from the merely operational element
and improved to strategic element (Dehdashti, Shahrokh, and Pourhoseini,
2014).
However, market penetration strategy is also called the concentrated
growth strategy because a firm thoroughly develops and exploits their knowledge
and expertise in a specific market with known products (Ballowe, 2009).
In addition, marketing programs will not cause benefit unless they
implement efficient at different organizational levels. Here Across the
9
organization Customer benefits should be primarily interest of staff. Marketing
Management should consider the resources. In such circumstances are created
the orientation efficiency between the units of the organization (Safarzadeh et al.,
2012).
However , according to Schnaars (2010), the main focus of marketing
strategies is manipulate the variables of the marketing mix, that is, the product,
price, a place, and the promotion strategies so as to achieve the objectives of the
organization.
But the main tasks in the marketing should be integrated and controlled in
different levels of marketing, and various positions in marketing should be
designed to serve important needs of marketing, and the scope and lines of
service. Marketing Units need to effectively work with other departments in
company or organization and finally, the organization must reflect defined system
for development, assessment, testing and commissioning new products because
they form the heart of the future business (Safarzadeh et al., 2012).
Moreover, the research Shafi'iQahdaryjany and RezaieDolatabady (2014),
shows that Marketing resources/human have a positive and significant effect on
the effectiveness implementation of marketing strategy and creativity in the
marketing strategy and creativity in the marketing strategy is effective on the
effectiveness of the implementation of the marketing strategy.
10
And, the purpose of marketing strategies is attraction actions and loyalty
plans (Dehghan and et al., 2015).
On the other hand, strategic orientation is the guiding principles affecting
in the marketing and choosing a company's activities and strategies which reflect
the strategic orientation implemented by Company for creating proper behavior
and lead to better performance and based on Thinks About doing business
through a broad set Of values and radical beliefs (Naybzadeh et al., 2014).
Finally, the efficiency represents means that an organization how well has
used its resources in order to product or service compared to the best
performance at some point in time (Doai and NikkhahFarkhani, 2010).
Related Studies
Foreign
Marketing Strategy is as considered as an important principle to organize
and appropriate allocation of the organizational resources to financial profit to the
consumers which will help to the organization in the recognition of the
organizational Resources constraints, analysis, recognition and market
segmentation and will help to understand the characteristics of the components
market and can be useful in developing and achieving one clear organizational
perspective (Shafi'i, 2013).
11
Aker (2009) In this regard, states that Marketing Strategy includes
different operations such as positioning, pricing, distribution and global
strategies, that their success rate need Sustainable competitive advantage and
their development need to a proper understanding of the target market and its
requirements.
As well as, appropriate marketing strategy can be considered as a
functional strategy in the organization like other functional strategies such as
research strategy and human resource development... support the organization's
business strategy within its own function (Lavai, 2010).
In this way, the main problem related to the realm of the Marketing
strategy is consists of determining the specific markets for a family of products or
a specific product and designing and implementing of the appropriate programs
in the field of mix marketing according to the needs and demands of the potential
customers of the target market and gaining competitive advantage for
organizations (Shafi'i, 2013).
Therefore, in order to achieve their goals requires the use of strategic
management to maximize the effectiveness and corporate performance
(AhmadzadehFard, 2014).
In addition , In this AsgarnezhadNori (2013) According to The framework
of marketing productivity impact of marketing contains marketing resources,
strategic marketing capabilities marketing, and the tactical abilities the
12
performance indicators Business the performance of the client, the financial
market has been studied.
Also, given the fact that the organizational strategies must be coordinated
with each other and have their strategic coordination it can be said sales
strategies are influenced by marketing strategies (Dehdashti Shah Rukh and
Pourhosseini, 2013).
And as the Market orientation is related to the principles of marketing and
marketing is combined with the philosophy of the organization and positive have
the positive effect on the performance of the organization. Despite the existence
of the extensive research that has been taken place in the various industrial
sectors, very little effort has been done in the field service organizations (Kheyri
and Roshani, 2014).
More importantly, the marketing creates fundamental contributions to long-
term business success so, assessment of Performance marketing is considered
as a key task management. The Organizations achievement to the Financial and
market goals in the today's competitive environment requires marketing that is
both efficient and effective. With the fragmentation of the market because of the
diversity, increasing consumer sophistication, and reducing the levels of
investment return rate, marketing assessment seems necessary (Da Gama,
2011).
13
Finally, measuring the performance is in the center of the development
and implementation of the Marketing strategy and provides the method and the
opportunity to assess the effects and requirements of their strategic decisions for
administrators (Asfidany et al., 2012).
Local
The global dynamics commerce necessitates several commercial entities
to adopt national strategies of dealing with such emerging issues ( Rajan, 2009)
As well as,the relevance of integrated marketing techniques is evident in
meeting this dynamic changes. There is sufficient evidence in the global
commercial morphology that alternating the precepts of marketing is more likely
to yield very tangible results for institutions(Fernandes, 2013).
Other than that ,Integrated marketing according to Seppo and Mika (2012)
,takes many forms. This is the reason why this method of marketing is
considered a very powerful tool in business.
Meanwhile,Frances and Paap (2013), posit that before defining a
systematic marketing procedure to use in an institution , there is sufficient need
for the stakeholders to do an extensive and elaborate research for the target
market .
And, Marketers who use strategy , targeting and positioning in their
marketing campaigns make deliberate effort to identify their market segments,
and direct their marketing activities towards segments that they believe their
14
companies can satisfy in better ways than their competitors. They position their
products un those segments in ways that they appeal to the target
segments(Michael, 2011).
In addition, According Ejup and Alban (2013), marketing is one of the
major departments in an organization that is responsible for identifying customer
needs and wants with the aim of producing or modifying the products to
correspond to market demands.
Furthermore ,Seppo and Mika (2012), argue the marketing forms a core
part of the innovation orientation in the growth of small businesses. Market
orientations defines a company’s posture towards generating an understanding
of the company’s customers and meeting their needs.
Also to Ejup and Alban (2013), argue that company should develop a
strategic plan and set clear goals for it to grow in the market.
According to Chron(2014), getting feedback from both satisfied and
dissatisfied customers and their experiences is important. This helps a business
develop it’s marketing strategy because it shows the different types of marketing
strategies that our working well as well as the marketing areas that need
improvement.
Moreover, according to Smart Company(2014), customers satisfaction
refers to the relationship of expectation to perceived performance. It is expected
15
that high levels of satisfaction lead to increased customer loyalty and helps
reduce price elasticity.
Synthesis
Relevance of marketing-sales relationship to business performance that
leads to exponential growth of a business. Marketing organizations is the
interface of the firm with its market and where the work of marketing gets done.
Obviously, there is a logical inference to the understanding of the market
structure before the institutionalization of any marketing strategy.
There is sufficient reasoning to conclude that relevance of marketing sales
are primary ingredients in business growth. This work has incessantly
underscored the significance of the institution of marketing strategies in a
business. It is very significant tool to advance the growth of a business. In
addition, the marketing strategy are the definitive factors that determine the level
of customer satisfaction.
In conclusion, the evaluation of the publication regarding marketing-sales
relationship or marketing strategy clearly makes from the assertion that
marketing is the foundation of business growth.
16
Chapter 3
RESEARCH METHODOLOGY
This chapter presents research design, respondents of the study, data
gathering tool, data gathering procedure, and statistical tool used in the study.
Research Design
The main focus of the study is to identify the impact of marketing-sales
relationship to business performance. Correlational were used as a research
design.
This will enable the researchers to collect relevant data, work effectively
and have a deeper understanding to the impact of marketing-sales relationship to
Respondents of the Study
The respondents of the study are 267 students of Ballesteros National
High School from Grade 11 to 12 Senior High School.
Data Gathering Tool
The researchers made questionnaires with scale to measure the
respondents of the students in the impact of marketing-sales relationship to
17
Data Gathering Procedure
This study entails to the investigation of the impact of marketing-sales
relationship to business performance in Ballesteros National High School,
Ballesteros Cagayan. The questionnaires were distributed to the respondents
composed of Grade 11 to 12 Senior High School students, briefed on the
objective of the study, and directed in answering the questions accurately as
possible. Retrieval of the questionnaires was done right after the respondents
have accomplished them. Results were collected, tabulated, interpreted,
analyzed and also reviewed for accurate and precise findings.
Statistical Tool
The questions under the study were treated by using correlational
analysis.
∑ wx
r= N∑xy - (∑x) (∑y) Wm=
∑w
√[N ∑x² - (∑x)²] [N ∑y² - (∑y)²]

Where in:
Where N: No. of pair of scores ∑= the sum of ( in other
N∑xy: sum of the products of paired scores words add them up)
∑x: sum of x scores w= the weight
∑y: sum of y scores x= the value
∑x²: sum of squared x scores
∑y²: sum of squared y scores
18
Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter discussed the data analysis and finding from the
questionnaires completed by the Senior High School in Ballesteros National High
School 2019-2020.
A. Marketing-sales Relationship Affect Business Performance
Table 1.1: Frequency and Percentage Distribution of the Respondents who

said that Marketing and Sales Work Together.(N=267)
Response Category Frequency Percentage

Yes 243 90.01%
No 24 8.99%
Total 267 100%
Table 1.1 shows that 243 of the respondents or 90.01 percent answered
that marketing and sales work together, whereas 24 of the respondents or 8.99
percent answered that marketing and sales does not work together.

said that Collaboration between Sales and Marketing Affect Business
Performance.(N=267)
19

Yes 220 82.40%
No 47 17.60%
Total 267 100%
that collaboration between sales and marketing affect business performance,
whereas 47 percent of the respondents or 17. 60 percent answered that
collaboration between sales and marketing does not affect business
performance.

said that Marketing Sales Affect the Consumers Perception in Buying or
Trying a Certain Product or Service.(N=267)
Yes 236 88.39%
No 32 11.99%
Total 267 100%
Table 1.3 shows that 236 of the respondents or 88.39 percent answered that
marketing sales affect the consumers perception in buying or trying a certain
product or service, whereas 32 of the respondents or 11.99 percent answered
that marketing sales does not affect the consumers perception in buying or
trying a certain product or service.
20
B. Elements of Marketing Sales Relationship, Part Of Time and Goal
Orientation

said that Competitor Orientation have an Impact to Business Performance.
(N=267)

Yes 254 95.13%
No 13 4.87%
Total 267 100%
that competitor orientation have an impact to business performance, whereas 32
of the respondents or 11.99 percent answered that competitor orientation does
not have an impact to business performance.
Table 2.2: Frequency and Percentage Distribution of the

Respondents who said that Inter-functional Coordination have an Impact to
Business Performance.(N=267)

Yes 224 83.90%
No 43 16.10%
Total 267 100%
that inter-functional coordination have an impact to business performance,
whereas 43 of the respondents or 16.10 percent answered that inter-functional
coordination does not have an impact to business performance.
21

said that Marketing Orientation Affect Business Performance .(N=267)

Yes 224 83.90%
No 43 16.10%
Total 267 100%
that marketing orientation affect business performance, whereas 43 of the
respondents or 16.10 percent answered that marketing orientation does not
affect business performance.

said that Time and Goal Orientation Improves the Business to run
Flawlessly and without Error .(N=267)

Yes 229 85.77%
No 38 14.23%
Total 267 100%
that time and goal orientation enable the business to run flawlessly and without
error, whereas 38 of the respondents or 14.23 percent answered that time and
goal orientation do not improve the business, and so run flawlessly and without
error.
22
C. Marketing Sales Relationship Especially Time and Goal Orientation

of these Departments Affect Business Performance

said that Marketing Orientation Affect Business Performance .(N=267)

Yes 219 82.02%
No 48 17.98%
Total 267 100%
that marketing orientation affect business performance, whereas 48 of the
respondents or 17.98 percent answered that marketing orientation does not
affect business performance.

said that There is Enough Time to make the Goal of the Business to be
more Successful .(N=267)
Yes 250 93.63%
No 17 6.37%
Total 267 100%
that there is enough time to achieve the goal of the business to become more
successful, whereas 17 of the respondents or 6.37 percent answered that it
23
doesn’t have enough time to make the goal of the business to be more
successful.
Table 4: Correlation between Marketing Sales and Business
Performance
Business Performance
Pearson Correlation 0.8978
Coefficient Determination 80.61%
Sig. (1-tailed) 0.025

Marketing-sales
N 267
This shows the correlation between marketing-sales and business
performance. It is evidently indicated that marketing-sales has positive
relationship to business performance, with the Pearson correlation coefficient of
r=0.8978 and a significance of 0.025.
Chapter 5
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
This chapter consists of the summary of results of the data gathered, and
the conclusions which were formed to provide the output needed to come up with
the correct approach on the research problem stated. The recommendations
were given based from the output of the whole study.
24
Summary of Findings
1. Marketing-sales Relationship Affect Business Performance, the
respondents have a response of “YES” with 87.27 percent.
2. Elements of Marketing-sales Relationship and Part of Time and Goal
Orientation of these departments, the respondents have a response of
“YES” with 82.18 percent.
3. Marketing –sales Relationship especially Time and Goal Orientation of
these Departments Affect Business Performance, the respondents have a
response of “YES” with 87.14 percent.
4. Correlation between Marketing-sales to Business Performance
The Pearson Correlation is 0.8978, whereas 80.61 percent is the
coefficient determination.
Conclusions
Based on the Research Findings and Data Analysis, the following
conclusions were drawn.
Most of the respondents from the Senior High School Students agreed
that Marketing-sales Relationship Affect Business Performance.
25
Most of the respondents said that competitor orientation and inter-
functional coordination have impact to business performance.
Most of the respondents said that marketing orientation can affect
business performance. And it needs enough time to achieve the goal of the
business and become more successful.
There is a significant relationship between marketing-sales to business
performance.
Recommendations
1. The school should conduct a seminar to all students regarding the impact
of marketing-sales relationship to business performance.
2. The teachers should be accountable in terms of enhancing the
competitiveness of the students in whatever organization they are member
of, to be able to deal with barriers in their environment.
3. The parents/guardians should teach their children how to organize,
contemplate and manage their time wisely.
4. The future entrepreneurs should conduct seminars with regards to
supervision and manufacture of products for the better outcome of a
business.
26
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Ballesteros National High School: The Problem and Its Background

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BALLESTEROS NATIONAL HIGH SCHOOL

THE PROBLEM AND ITS BACKGROUND

Entrepreneurship is seen as crucial for organizations nowadays in order to

remain competitive, which becomes evident in the growing literature on

entrepreneurial leadership. On the other hand, organizations are evaluated on

(planet) dimension. This exploratory research aims to answer how

entrepreneurial leadership could influence the social performance of an

organization. The findings of this study indicates a positive relationship between

entrepreneurial leadership and social performance or the people dimension, in

particular in absenteeism, student’s retention, and student’s well-being. The

relationship of entrepreneurial leadership on the planet dimension remains

pro-activeness, and taking ownership are relatively important aspects of

entrepreneurial leadership in relation to the social performance. Besides,

student’s commitment could be a moderating variable. All findings have

research contributes to existing literature as it has studied a novel field in current

new approaches to achieve this.

Additionally, organizations are critically evaluated on their social

performance by and towards stakeholders (Poster and Kramer, 2006). However,

management and subordinates in an organization could play a crucial role in the

awareness, acceptance and execution of sustainable behaviour and to have an

impact on gaining a competitive advantage (Porter and Kramer, 2006)

Statement of the Problem

Generally, the study aimed to identify the impact of marketing-sales

relationship to business performance.

Specifically, it sought to answer the following questions:

1. How does marketing-sales relationship affect business performance?

2. What elements are part of marketing-sales relationship and part of time

and goal orientation of these departments?

3. How does marketing-sales relationship especially time and goal

orientation of these departments affect business performance?

4. Is there a significant relationship of marketing-sales relationship to

There was a significant relationship of marketing-sales relationship to

Scope and Delimitation

The study aims to determine the impact of marketing-sales relationship to

business performance. The study considers every aspect of students’ information

that has an impact to business performance.

Additionally, the study is delimited to two hundred sixty seven (267)

approach in data analysis.

Significance of the Study

The findings of this study would be important most especially to the

STUDENTS. The study provides learning about the impact or influence of

marketing-sales relationship to business performance, also in dealing with the

economic environment and economic barriers.

changing circumstances within the environment. They should be mindful and

knowledgeable about the performance of the school canteen or school counter.

PARENTS. It features the relatedness towards their economy, in which

FUTURE ENTREPRENEURS. They can give competence and knowledge

better understanding of this study.

Business Performance. It is a set of performance management and

analytic process that enables the management of an organizations performance

to achieve one or more pre-selected goals.

Goal Orientation. It is an individual disposition toward developing or

validating one’s ability in achievement settings.

Marketing. It is the action or business of promoting and selling products

or services, including market research and advertising.

Marketing- Sales Relationship. It is the facet of customer relationship

management that focuses on customer loyalty and long-term customer

engagement rather than short-term goals like customer acquisition and