Factor Paper by Jopet Pineda

Ateneo De Manila University

Graduate School of Business

Entrepreneurship

Factor Paper

Submitted to:

Prof. Jorge Saguinsin

Submitted by:

Ner Joseph C. Pineda

My eighteen years in GlaxoSmithKline Philippines as a field sales manager has contributed a lot as to who I am presently as an entrepreneur. GlaxoSmithKline has eight leadership essentials to guide and mold its employees to ensure that every employee lives GSK’s mission of enabling people to do more, feel better and live longer. GSK’s leadership essentials are as follows: performances with integrity, people with passion, develop self and others, innovation and entrepreneurship, alignment with GSK interest, accountability for achievement, sense of urgency and everyone committed, everyone contributing. As a field sales manager, I gave much emphasis and worked on accountability for achievement, performance with integrity and people with passion while also giving importance to the other leadership essentials.

Being accountable for my team’s achievement was taking full responsibility for the successes and shortcomings of my team. I made sure that my team is equipped team with the necessary skills, knowledge and passion to be successful. I was very determined to help my team exceed our corporate and individual goals so they can continue to grow in the company and to grow as persons. We were also accountable to our own performances and achievements that we constantly tried to identify and seize opportunities to grow our business and how can improve our ways of working. Currently, I am making my people in our cafeteria accountable to their respective roles. I want them to realize that they have a responsibility to do their work properly and contribute to our goals of maximizing sales and minimizing costs.

Performance with integrity was also very important for me and my team in GSK. We believe that our performance should be a product of our hard work, commitment and passion. I also inculcated in my team the importance of sanctifying our jobs and roles in the organization. This will ensure that we are guided by a common divine and supreme Authority. Recently, I fired one of my staff in the cafeteria after I learned that he manipulated the inventory reports for his personal gain. I explained to my staff that integrity and trustworthiness is very important to have a productive and harmonious relationship. I also reiterated that they can approach me in cases they need help or assistance especially in their finances.

Being passionate in what we do contributed a lot in our success. Though our jobs in GSK continued to be challenging every year, we inspired each other in our team with our energies and spirits to lighten our load. We tried to be passionate in everything we do to deliver the best possible customer service to our stakeholders and to find opportunities to grow our business. In my current cafeteria business, I am trying my best to continue this passion by continuously thinking of ways to grow our business and how to improve our ways of working. The things I mentioned above are some of the important things that I am very grateful of with GSK and these things will surely help me become a better entrepreneur. The other leadership essentials are equally important and helpful to me during my stint with GSK.

When I availed of GSK’s early retirement program, my immediate goal was to increase the sales of our cafeteria business to compensate for my income in GSK. It was not easy since there were many challenges that I faced but I managed to increase the average daily sales by at least 30%. I thought of ways to attract more students to patronize our cafeterias by coming up with more variety in our snacks and lunch menu. We included healthy dishes like vegetables and fishes in our daily menus. We offered snacks usually food in food courts to attract the students like pan cakes, french fries, siopao, hotdog, fish balls and “quek-quek”, shakes and other Filipino delicacies and snacks. I also offered new items like ice cream, more fruit and sports drinks, imported candies and chocolates. I also talked to my staff and taught to be more customer centric and oriented. Also, I was able to put up a control system which enabled every employee to be accountable in their respective roles and to ensure that our operational expenses stay at a minimum.

On the other hand, in line with our desire to expand our current business and to explore other opportunities, I feel the need to be more courageous in terms of taking risk and engaging in new business ventures that I am not necessarily very familiar with. Since being an entrepreneur usually entails using hard earn capital, I am being held back a bit and wants to be sure that our hard earned savings would not go down the drain. I think I need to overcome my being a “sigurista” and take calculated risks to grow our business and to continue exploring for opportunities like what I did in GSK. I should also look for other opportunities outside my current endeavours. I believe that there many opportunities to seize and I just need to learn and master these new business opportunities. I think that I need to be more creative and innovative to be able to differentiate our business from competition and to provide high value services and products to our customers.  I know that I can contribute more in our society by creating more job opportunities and by exceeding the expectations of our customers.  3

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Prof Jorge Saguinsin

BIDDA:   BELIEVE, INSPIRE, DREAM, DO, ACHIEVE

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