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Tristar Feeds, Inc. - Case Study

Group Report in Financial Controllership

Meizelle Manzanal

on 11 August 2011

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Transcript of Tristar Feeds, Inc. - Case Study

I. Background Case Studies on Leadership,
Strategy and Ethics. TFI (Tristar Feed Incorporated) is a corporation that is in-line with animal feed milling. It was founded in November 1967 by a group of three businessmen (Pedro Relova, Miguel Alcaraz, and Victor Bautista) who saw the opportunities created by a growing population of, with a growing demand for food including various meat products produced by livestock operations.
These opportunities made encourage them to create a business in-line with livestock. They have hog raising, chicken industry, and meat processing. Suddenly, they realized that they are experienced expense with the feeds that they bought in the market. They suddenly create another business, they make a feeds milling business for their livestock. They decided to manufacture their own feeds.

Today, this business grows and becomes a manufacturing firm of feeds in Bulacan. They have now the plants that can make 4,000 25kg bags of feeds. Feed milling operations started in May 1968 with the production of four variants of hog feeds under the brand name “PigGrow”. Poultry feeds and cattle feeds were launched within the next three years under the brand names “ChicKita” and “Cowboy”, respectively.

The plant capacity of TFI was expanded to its present level of 150MT/day or 6,000 25kg bags per day, Monday to Saturday. Currently, the company produces a compliance line of eleven different variants, each packaged in 25kg bags. It employs 196 personnel, of which whom are 120 are employed in plant operations as direct labor. End users consist of individual livestock farmers and large institutional or corporate firms.

From the start, careful attention to the quality of its products and technical services to its products users was recognized as vital to achieving competitive success. The company’s plant received certification to ISO 9001:2000 in May 2002. Only one other company in the industry, the largest had the same certification.

Because feeds are the direct materials of livestock, customers require products with high growth conversion ration but are sensitive to prices. The performance and price have a direct impact on the probability of their operations. Furthermore, the particular type and grade required have to be always available when needed.

In 2000, Victor Bautista, the last of the three founders, passed away there years earlier, Miguel Alcaraz had passed away. II. Viewpoint III. Objectives IV. Statement of the Problem The old leadership, autocratic, leads managers to be individually competent but had a tendency to be narrowly focused on their own function and departments. V. SWOT Analysis Strengths Weaknesses Opportunities Threats They have competent managers and employees.
They have careful attention to the quality of its products and technical services.
Company’s plant received certification to ISO 9001:2000 Feed products are bulky and heavy, so that shipping costs make distribution beyond a certain distance uneconomical.
They are focused on their departments and not working as a team.
The plant could not produce enough products to supply the orders .
Many Regional Sales Managers are not reaching their quotas.
Their equipments are old and not modern compared to other companies.
They have no enough supply of quality raw products. Innovation of products
Merge with other related business
International accreditation Competitors
Exposed to rises in cost of raw materials
Political instability VI. Alternative Courses of Action
(ACA) Advantages Disadvantages ACA#1 ACA#2 ACA#3 Motivate employees through incentives. • Helps the employee to form an outline of their anticipated goals in much clearer terms.

• Helps employee to do better job. • Increase expenses. • Helps fill in the gaps between employees.

• Builds harmonious relationship among employees.

• Provides immediate feedback for further improvement. • Miscommunication may exist among employees.

• Might create chaos when some employees lack communication skills. • Improvement on their conduct, as well as on their leadership and strategies.

• New techniques will be adopted in areas of managing or handling people.

• It will make the managers and subordinates to have closer relationship.

• Opportunity to open-up problems either personally or business related. • It will add to their
expenses. Create an organizational communication strategy. Provide trainings and seminars regarding leadership, strategy, teamwork and ethics to managers of different departments. Chosen ACA:
ACA #3 Provide trainings and seminars regarding leadership, strategy, teamwork and ethics to managers of different departments. VII. Recommendations Empowers staff to facilitate collaborative and synergism. Working with and through other people instead of bowing to authoritarianism

Go through four stages of team building:

Assess the ground rules
Gather information about group goals

Initiate conflict with other team members
Find mutually acceptable resolutions

Build cohesion
Develop a consensus about norms
Channel energy toward the task


Disengagement after successful completion of goals
Regrets at team break-up Group 3 Aguillon, Michael Vincent A.
Cabales, May Lloren Z.
Cruz, Kathleen Mae A.
Delesmo, Jane Gladys T.
Gulapa. Kristel Joy M.
Dela Cruz, Joanna Marie C.
Domingo, Junilyre Lyka
Manzanal, Eiron Meizelle E.
Resas, Jenny D.
Royo, Arnold C.
Temeña, Vanessa Joy C. Subject:
Financial Controllership


Prof. Junnell Guia Tristar Feeds, Inc. VIII. Detailed Action Plan Time Action 1st - 2nd week 3rd week Once a week Quarterly Annually Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. Inform Board of Directors of what is happening and what his plans for it Execute meetings to discuss progress, problems and ways to implement change.

Use ice breakers and teamwork exercises at meetings. Review of improvement in management.

Provide seminar to share the latest management best practices research, insights and lessons. Diagnose and assess organization’s health and effectiveness. There’s no “I” in the word “TEAM”

For us, we see that the culture of the company under the old leadership style, autocratic, made the members of Mancom to act as individual and not as a team. If they will continue this, there will be too much space for problems such as the following: instead of complementing and balancing each other, may build up conflicts. Or even worse, some people with similar personalities may start fighting for authority and dominance in certain areas of expertise. Even if the team goals are clear and accepted by everyone, there may be no team commitment to the group goals or no consensus on the means of achieving those goals: individuals in the team just follow their personal opinions and move in conflicting directions.

As CHIEF EXECUTIVE OFFICER, we believe that lack of trust and openness that blocks the critical communication and leads to loss of coordination in the individual efforts could have been prevented if they will have a focused team building efforts and activities. The team efforts should be directed towards the same clear goals, this relies heavily on good communication in the team and the harmony in member relationships. The main goal of Tristar Feeds, Inc. is to make them recognized by customers as their best, most reliable, and most economical supplier of quality products for their operations. In order to achieve this, they must first create a positive workplace attitude.

The goals our group intends to meet through this case analysis are:

1. To find out how the members of Mancom would all work together as a team.

2. To create a high open communication environment within the organization. The founders’ heirs did not always agree on what future direction TFI would take. In 1999, Agustin Relova had proposed to expand capacity, build a second plant and compete head-on against major players. Unfortunately, he did not have enough resources to buy out the shares of the other stockholders and become the sole controlling stockholder.

In mid-2003, Agustin Relova was diagnosed as afflicted with a serious heart ailment and warned by his doctor not to undergo too much stress. At the same time, the heirs of Miguel Alcaraz were busy managing their family’s rural bank and commercial properties and could give very little time to TFI.

By the end of December 2003, the owners had reached a decision to divest from the feed milling business. They discretely began to inform various business leaders that TFI was for sale.

The turnover of management occurred on June 1, 2004. Enrique, “Henry” Sevilla acted as interim President and COO while the search for a full-time professional manager was ongoing. A mutual friend recommended Tony to Henry Sevilla, and two had several one-on-one meetings.

On July 10, Tony Gimenez formally accepted the podition of President and COO, with August 16, as his starting date. Henry Sevilla, busy with his others business interests, had committed to give him a free hand running TFI as long as the financial had growth targets agreed at the beginning of each year were met.

A Board of Directors for TFI was constituted, composed of Henry Sevilla as Chairman, Tony Giminez, and five AHDC directors. The Board would exercise general governance and approve policies, strategic plans, capital budgets and operating budgets. Tony was required to update the Board on TFI’s operations during its regular meeting on the third week of each month.

Tony spent the first two weeks getting to know the people he would be working with and familiarizing himself with the company’s operations. The two weeks passed quickly. He felt that his subordinates were capable professionals. He was comfortable enough with them individually but he wondered how they would all work as a team.

On August 30, Mancom had a meeting on operations review. The people who were expected to attend were not yet in. They cannot comply with their own internal schedules.

After the Mancom meeting he observed that his managers were individually competent but had a tendency to be narrowly focused on their own functions and departments. He could not blame them because of the culture under the old leadership style made them act that way. He kept asking himself what he needed to do in order to turn them into a powerhouse management team that would bring the company to performance levels that he had never been seen before. Have a satisfying and rewarding work environment to help to lower absenteeism and turnover.

Make sure there is complete clarity in who is responsible for what and avoid overlapping authority.

Build trust with team members by spending one-on-one time in an atmosphere of honesty and openness. Be loyal to them.

Allow the members to build trust and openness between each other in team building activities and events. Give them some opportunities of extra social time to encourage open communication.

For issues that rely heavily on the team consensus and commitment, try to involve the whole team in the decision making process.

Don't limit yourself to negative feedback. Be fare. Whenever there is an opportunity, give positive feedback as well. Monthly Hold a company meeting. Sponsor sports teams and encourage cheering team fans.

Celebrate team successes publicly
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