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Saul

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Fase No.1 Informacion General

Integrantes:
Edwin Laines Gabriela Gamboa Ricardo Valiente Gerardo Ortiz Francisco Castañeda Jose Luis Ramirez

INFORMACION GENERAL
1. DESCRIPCIÓN GENERAL
Desde 1953, la empresa familiar, Saúl E. Méndez ha sido pionera en el negocio de moda para hombre. Con fuerte presencia en Guatemala y Costa Rica, con 11 puntos de venta en las mejores ubicaciones, Saúl es sinónimo de innovación y estilo de vida. Una propuesta única en la región, con fuerte acento italiano y un preciso conocimiento de los mercados locales. Respecto a moda se encuentran tres ámbitos: Fashion, Sport, Formal.

1.1 HISTORIA
1,953 marca oficialmente el inicio de nuestra empresa fundada por Saúl E. Méndez y su esposa Rina Bonetto de Méndez, la cual es considerada en la actualidad una de las empresas más sólidas en el medio de la moda masculina centroamericana con líneas que van de lo formal a lo casual, proponiendo las últimas tendencias en estilo de vida. Todas las tiendas, estratégicamente ubicadas, se encuentran en los principales espacios comerciales. En Costa Rica, la marca está presente desde 1,995 y se posiciona como líder en su área con ubicaciones “Premium” en los principales centros comerciales. La calidad de los productos, unidos a la innovación, originalidad y creatividad han convertido a la marca en un referente de moda en Guatemala y la región.

1.2 MISION Y VISION
Con la firme misión de crear experiencias que inspiren un estilo de vida diferente, la empresa se apoya con lemas muy claros y populares internamente, que manifiestan su gran reto de llevar su filosofía al mundo: ¡Los guatemaltecos podemos hacer bien las cosas! Somos un equipo de personas innovadoras, que transformamos lo ordinario en extraordinario.

1.3 VALORES
Integridad: Ser uno mismo. Tener congruencia entre lo que se piensa, se dice y se hace. Las personas deben aceptarse como son, mas no por ello conformarse con su realidad. Quien está bien con sí mismo, podrá ofrecer más a quienes le rodean. Alegría: Ver el mundo con actitud positiva. Todo lo que nos sucede, bueno o malo es una experiencia, depende de cada uno que aprende de ello y la actitud que asume. Con buena actitud alcanzaremos fuertes relaciones interpersonales, que nos permiten crecer y disfrutar la vida. Innovación: Depende de cada quien la habilidad para aprender de los demás y del mundo que nos rodea. Innovación es reinventar, crear, adaptar con el objetivo de ser mejores, de crear un mundo diferente, un mundo mejor. Perseverancia: No darse por vencido. En la vida, las cosas no son fáciles, pero tampoco se disfruta aquello que no cuesta. Buscar siempre dar lo mejor de uno mismo en pro de alcanzar metas.

1.4 GIRO DEL NEGOCIO
Saúl E. Méndez es una marca representativa en el aspecto de restaurantes y tiendas de ropa. Tiene alta participación en el mercado por ser sinónimo de estatus, calidad, innovación, y por generar en sus clientes y consumidores experiencias únicas. Es por ello que Saúl E. Méndez se encuentra dividido en dos grandes ramas: Saúl Moda y Saúl Gastronomía.

1.4.1 SAÚL MODA
Saúl Moda se encuentra constituido principalmente de las tiendas de ropa ubicadas en siete puntos estratégicos dentro de la ciudad de Guatemala. En las tiendas se encuentran suministradas mercadería importada de marcas representativas tales como: Givenchy, Altea, Antony Morato y Ben Sherman. Así mismo su mayor fuerte, en cuanto a los productos estrella se refiere, son los trajes y sacos elaborados con las telas más finas y con diseños innovadores manufacturados en la propia fábrica de la corporación en Sacatepéquez, Guatemala. Un segmento especial de esta es Saúl Etiqueta, ya que es exclusivamente para el alquiler de trajes para boda y eventos especiales. Estos trajes cuentan con características únicas que no tienen el resto de las tiendas, y por lo tanto no pueden ser adquiridos como concepto de compra. En el presente trabajo se hará énfasis en el área de Saúl Moda, como estudio de la logística de sus operaciones.

1.4.2 SAÚL GASTRONOMÍA
Saúl Gastronomía se encuentra constituido principalmente de los restaurantes y kioskos ubicados estratégicamente en centros comerciales, zonas de paseo populares y las principales zonas de la ciudad, en donde el entorno tiene el poder adquisitivo suficiente para poder ir a sus instalaciones. Los menús de los restaurantes son cambiados constantemente con el desarrollo de productos nuevos, frescos, y diferentes. Un segmento especial de esta es L´Osteria , ya que es un restaurante exclusivo que cuenta con su propio menú, es decir, los productos que ofrece L´Osteria no se encuentran en otros restaurantes, además ofrece un ambiente único y agradable dentro de la ciudad, en donde también se realizan eventos especiales, orientados a los clientes de mayor importancia.

1.5 ESTRUCTURA ORGANIZACIONAL
A grandes rasgos Saúl E. Méndez cuenta con centros de operaciones en diferentes ubicaciones, con la función de poder surtir y administrar tanto a Saúl Moda como a Saúl Gastronomía, que se detallan a continuación:

1.5.1 BIELLA
Biella es el centro de fabricación de trajes, sacos, pantalones y chalecos de la marca Saúl, se encuentran ubicados en San Lucas, Sacatepequez. Industrias Biella, como comercialmente se conoce, se encarga no solo de producir las prendas mencionadas para las tiendas en Guatemala, sino también se encarga de exportar hacia Costa Rica. Además de ello cuentan con el negocio de elaboración de uniformes corporativos, destinados a distintas entidades, donde destacan colegios, bancos, empresas de telefonía, etc. bajo el nombre de Saúl Imagen.

Figura 1. Instalaciones de Biella

1.5.2 CDP (CENTRO DE PRODUCCIÓN)
El Centro de Producción es el ente encargado de elaborar los ingredientes y componentes especiales de los platillos que se sirven, tanto en los restaurantes, como en los kioskos. Cuentan con equipo para la investigación y desarrollo de platillos nuevos, con el fin de elaborar las principales recetas de sus platillos bajo estrictas normas de confidencialidad. Además de suministrar estos componentes especiales, se encargan de suministrar a los restaurantes y kioskos, alimentos, bebidas, especias, condimentos, y utensilios según las necesidades de cada unidad.

1.5.3 OFICINAS CENTRALES
En las oficinas centrales se realizan todas las operaciones administrativas, respecto al giro del negocio tanto de Saúl Moda como de Saúl Gastronomía. Estas actividades se desempeñan en distintos departamentos, que refuerzan las actividades propias, tanto de las tiendas, como los restaurantes, y así mismo de Biella y el CDP. Los departamentos con los que se cuentan en las oficinas centrales de Saúl E. Méndez, destacan los siguientes:          Recursos Humanos Mercadeo Cadena de Suministros Proyectos Tesorería Contraloría Contabilidad IT Gestión Estratégica

1.6 MERCADO META SAUL MODA
Se enfoca en personas de sexo masculino comprendidas entre los 25 y 40 años. Con ello intentan poder abarcar un segmento de mercado en el cual puede ser variable entre los distintos tipos de tendencias de modas: Sport y Formal. A partir de este concepto pueden ofrecer diferentes categorías de vestimentas para poder atraer a los clientes dependiendo de sus formas de vestir y estilo de vida.

1.7 UBICACIONES
Saúl E. Méndez tiene presencia en Guatemala y Costa Rica, a continuación se detallan sus ubicaciones exactas por cada país

1.7.1 GUATEMALA
        Casa Saúl: 6ª avenida 15-64 zona 10 Saúl zona 14: 10 avenida 5-49 zona 14 Saúl Oakland Mall: Diagonal 6, 13-01 zona 10 Local 107. Saúl Miraflores: 21ª avenida 4-32 zona 11Local 108 Saúl Pradera Concepción: Km 15.5 Carretera a El Salvador Local 208 Saúl Peri – Roosevelt: Calz. Roosevelt 25-50 zona 7 Local 15 Saúl Etiqueta: 4a avenida 12-59 zona 10, Plaza Fontabella Local 1B Uniformes Corporativos: Casa Saúl, 6ª avenida 15-64 zona 10

1.7.2 COSTA RICA
   Multi Plaza Escazú: San José Escazú Carretera a Santa Ana Local F112 Mall Multiplaza del Este: Zapote Calle Principal Frente a Registro Público San José Local FF112 Paseo de las Flores: Heredia Local 224 Segundo Nivel

1.6 MAPA DE LOCALIZACIONES GUATEMALA

2. PORTAFOLIO DE PRODUCTOS
Dentro de su portafolio de productos, Saúl Moda cuenta con diversos productos en diferentes marcas dentro de su portafolio, estos artículos se encuentran en los tres ámbitos de lo que representa Saúl Moda:             FORMAL Trajes Camisas Chalecos Corbatas Corbatines Zapatos Botines Mancuernillas Pañuelos Calcetines Cinchos Otros Accesorios (Ballenas, Prensa Corbatas, Plastrones, etc.)            SPORT Sacos Pantalones Chalecos Camisas Zapatos Botines Bermudas Cinchos Suéteres Calcetines Otros Accesorios (Porta Celulares, Billeteras, Maletines, etc.)           FASHION Sacos Camisas Pantalones Zapatos Cinchos Botines Playeras Suéteres Chumpas Calcetines

3. SITUACIÓN ACTUAL DEL NEGOCIO 3.1 VENTAS GENERALES
En la cartera de productos de Saúl E. Méndez se encuentran tres líneas principales de productos las cuales son: Formal, Sport y Fashion. La línea formal representa el mayor volumen para la compañía (ver gráfico). En el gráfico se observan picos de ventas en los meses de Julio y Diciembre, esto se debe a que en estos meses se realizan “sales” de mercadería que ya cuenta con alta edad de inventario en relación a las colecciones recientes de las tiendas.

Por lo tanto para profundizar aún mejor sobre la cartera de productos, se procederá a analizar el portafolio del segmento Formal, constituido por la línea de productos siguientes: ARTICULO Pantalón Pañuelo Plastrón doble Plastrón simple Playera Prensa corbata Saco Suéter Corbata

Ballenas Billetera Botas Botines Bufanda Calcetines Camisa Casimir Chaleco

Corbatín Faja Mancuernillas Traje Varios Zapatos Cincho

Para realizar el análisis de la cartera de estos productos, se procede a realizar un análisis ABC en base al margen de contribución de cada artículo, para priorizar los productos más importantes para Saúl.

3.2 ANÁLISIS PARETO (MARGEN DE CONTRIBUCIÓN)
Se puede observar que los productos más representativos son los siguientes: Trajes, Zapatos, Camisas, y Corbatas.

ARTÍCULO MARGEN DE CONTRIBUCIÓN % SOBRE TOTAL % ACUMULADO Traje Q19,067,738.81 47.71% 47.71% Zapatos Q5,321,974.09 13.32% 61.03% Camisa Q5,225,124.78 13.07% 74.10% Corbata Q3,718,975.89 9.31% 83.41% Saco Q3,220,689.81 8.06% 91.47% Pantalón Q1,013,331.73 2.54% 94.00% Cincho Q890,673.62 2.23% 96.23% Mancuernillas Q364,335.12 0.91% 97.14% Pañuelo Q250,756.30 0.63% 97.77% Calcetines Q225,603.43 0.56% 98.34% Botines Q184,785.78 0.46% 98.80% Casimir Q111,682.75 0.28% 99.08% Chaleco Q96,447.44 0.24% 99.32% Corbatin Q79,899.50 0.20% 99.52% Sueter Q68,191.24 0.17% 99.69% Botas Q45,345.79 0.11% 99.80% Bufanda Q38,858.72 0.10% 99.90% Prensa corbata Q10,450.42 0.03% 99.93% Plastron simple Q8,064.27 0.02% 99.95% Varios Q6,337.51 0.02% 99.96% Billetera Q4,888.75 0.01% 99.97% Ballenas Q4,380.67 0.01% 99.99% Plastron doble Q2,724.89 0.01% 99.99% Playera Q2,662.09 0.01% 100.00% Faja Q235.34 0.00% 100.00% Total general Q39,964,158.74 100.00%

3.3 INVENTARIOS ACTUALES
Los inventarios que se muestran de los artículos ya seleccionados para el análisis de la situación actual, varían de tienda en tienda, dada su ubicación y tamaño de la tienda. ARTICULO Camisa Corbata Traje Zapatos Total general CASA 517 474 504 300 1795 MIRAFLORES OAKLAND 521 586 395 382 367 429 218 235 1501 1632 CONCEPCIÓN PERIROOSVELT ETIQUETA 559 294 521 352 322 485 330 190 215 163 78 58 1404 884 1279 ZONA 14 483 434 216 120 1253 TRANSITO 41 1 163 27 232

De la misma forma se cuenta con inventarios de unidades que se encuentran en las tiendas y en las bodegas de la empresa, siendo este el inventario total de Saúl E. Méndez. Para analizar este inventario y determinar las clasificaciones de los productos se procede a realizar un análisis ABC (con porcentajes de 80%, 10% y 10%) en base al valor del inventario, es decir para el costo de oportunidad que representa a la empresa almacenar estos productos en sus bodegas.
Artículo Unidades en Inventario Valor del Inventario % Sobre el valor Total % Acumulado Clasificación Traje 790 Q2,249,147.55 52.42% 52.42% Zapatos 637 Q620,770.43 14.47% 66.88% A Camisa 889 Q499,386.81 11.64% 78.52% Saco 85 Q182,455.00 4.25% 82.77% Corbata 516 Q178,354.97 4.16% 86.93% Casimir 253 Q172,724.37 4.03% 90.96% Pantalón 205 Q133,622.95 3.11% 94.07% Botines 75 Q84,585.00 1.97% 96.04% Cincho 141 Q47,655.00 1.11% 97.15% B Chaleco 46 Q29,515.99 0.69% 97.84% Pañuelo 123 Q22,435.01 0.52% 98.36% Sueter 29 Q21,895.00 0.51% 98.87% Mancuernillas 32 Q13,160.00 0.31% 99.18% Bufanda 22 Q8,536.79 0.20% 99.38% Corbatin 30 Q8,439.99 0.20% 99.58% Plastron simple 14 Q4,635.00 0.11% 99.68% Calcetines 46 Q3,811.00 0.09% 99.77% Faja 10 Q2,450.00 0.06% 99.83% Plastron doble 6 Q2,100.00 0.05% 99.88% C Prensa corbata 4 Q1,600.00 0.04% 99.92% Botas 1 Q1,495.00 0.03% 99.95% Varios 1 Q695.00 0.02% 99.97% Ballenas 1 Q595.00 0.01% 99.98% Pantaloneta 1 Q450.00 0.01% 99.99% Billetera 1 Q395.00 0.01% 100.00% TOTAL Q4,290,910.88

A partir de este análisis de los inventarios de la empresa se puede concluir que los productos con una clasificación A (Trajes, camisas, zapatos y sacos) son los productos más importantes de la cartera de Saúl E. Méndez debido a que forman el mayor porcentaje del valor del inventario. El control para estos productos debe ser sumamente estricto y la empresa debe tomar medidas para asegurar:   El continuo flujo de suministros de materia prima para la manufactura de dichos artículos Una adecuada gestión dentro de las bodegas para brindarles una ventaja de ubicación y espacio

4. ESTRATEGIA COMPETITIVA
La estrategia de Saúl es diferenciación, por su concepto de innovación en cuanto a las modas de cada año. Este tipo de negocio es propenso a cambios continuos, por lo que el ciclo de vida de la mayoría de los productos que se ofrecen es muy corto. De acuerdo con su estrategia genérica de diferenciación, dentro de la empresa se trabaja con un proceso de producción enfocado al proceso (como se puede observar en la matriz producto-proceso) el cual apoya la estrategia empresarial al fabricar productos con una alta variedad pero a volúmenes de producción bajos lo que aporta el estatus y la diferenciación para cada producto de la marca con la que el cliente se sentirá especial de tener una pieza que muy pocas personas poseen.

5. CAPACIDAD DE OFERTA
La capacidad de oferta de las tiendas de Saúl E. Méndez depende en gran medida de la capacidad que esta pueda ofrecer en sus estanterías, colgadores y muebles (esto aplica únicamente para las prendas puestas en exhibición). Hay que considerar que la bodega de cada tienda posee una capacidad adicional, donde se resguardan tallas adicionales de ciertos artículos.
IDEAL Sabores Piso Bodega Total Traje Ф Vta x mes INV Cobertura (x INV) Cobertura (solo piso) Cobertura (piso + bodega) Sabores Piso Bodega Formal Total Camisa Ф Vta x mes INV Cobertura (x INV) Cobertura (solo piso) Cobertura (piso + bodega) Piso Bodega Total Corbata Ф Vta x mes INV Cobertura (x INV) Cobertura (solo piso) Cobertura (piso + bodega) Sabores Bodega Zapatos Ф Vta x mes INV Cobertura (x INV) Cobertura (bodega) 3.0 4.0 3.0 1.5 4.0 20 240 3.0 1.5 4.0 325 150 475 3.0 1.5 4.0 22 132 132 264 24 144 144 288 Casa 36 360 79 439 100 408 4.1 3.6 4.4 108 675 64 739 169 395 2.3 4.0 4.4 300 150 450 174 367 2.1 1.7 2.6 64 620 107 532 5.0 5.8 Miraflores 24 240 302 542 105 310 3.0 2.3 5.2 70 420 480 900 151 403 2.7 2.8 6.0 445 150 595 218 388 1.8 2.0 2.7 87 480 114 454 4.0 4.2 Oakland 36 224 201 425 106 453 4.3 2.1 4.0 105 693 157 850 178 456 2.6 3.9 4.8 240 150 390 204 216 1.1 1.2 1.9 36 500 145 598 4.1 3.5 Concepción 23 286 50 336 44 250 5.7 6.5 7.7 90 540 100 640 90 481 5.4 6.0 7.1 107 150 257 110 451 4.1 1.0 2.3 70 318 43 298 6.9 7.4 Etiqueta 19 156 48 204 32 167 5.3 4.9 6.4 30 190 300 490 62 454 7.3 3.1 7.9 295 150 445 102 532 5.2 2.9 4.4 9 80 45 114 2.5 1.8 Peri-Roos 34 273 0 273 27 147 5.4 10.0 10.0 60 360 204 564 48 222 4.6 7.5 11.7 180 150 330 67 351 5.2 2.7 4.9 31 152 28 124 4.4 5.4 Zona 14 16 128 180 308 16 190 11.9 8.0 19.3 24 156 300 456 28 386 13.9 5.6 16.4 324 150 474 49 590 12.2 6.7 9.8 30 144 29 273 9.4 4.9 2,294 512 2,393 4.7 4.5 3,034 1,605 4,639 726 2,797 3.9 4.2 6.4 1,891 1,050 2,941 924 2,895 3.1 2.0 3.2 1,667 860 2,527 429 1,925 4.5 3.9 5.9 TOTAL

Al hablar de capacidades no solo nos referimos a las unidades que se tienen en exhibición o en la bodega de cada tienda, sino también nos referimos a los estilos con los que se disponen en los artículos ya mencionados (con la excepción de corbatas). Los estilos varían de acuerdo al tiempo, Debido a que se trata de moda, constantemente se van renovando los estilos haciendo modificaciones en: diseños, materiales y confecciones. La excelencia de la exhibición es el principal objetivo en cuanto a la impulsión de nuevas colecciones. Gestionar correctamente los estilos en los colgadores y muebles de las tiendas impacta directamente en las ventas, puesto que facilita la compra de los clientes al tener, no solo opciones de compra, sino “sabores” para que la compra sea del todo satisfecha. Al hablar de “sabores” se refere a la disponibilidad de estilo-color en la exhibición de la tienda, y estos deben de estar ordenados “en curva” para poder cumplir con el objetivo, así mismo estos no deben ser en mayor cantidad para no afectar el objetivo de la moda. Al referirse a una curva, se hace mención a la disponibilidad en tallas de los estilos-colores de los artículos, es decir que estos estén disponibles desde la talla más pequeña hasta la talla más grande. Al tener todos estos aspectos integrados, se incrementa la probabilidad de que un cliente que llegue buscando un artículo en un estilo determinado logre comprar dicho artículo. Al no gestionar adecuadamente la capacidad con estas consideraciones se genera:      Demasiadas opciones que generan ansiedad Inhiben la acción y generan parálisis (elegir o no elegir) El comprador tiende a procrastinar La compra elegida genera poca satisfacción Hay demasiada sensación de pérdida

Para ejemplificar un poco más cómo funcionan los “sabores” en las tiendas se tiene el siguiente cuadro de algunos artículos, que toman en cuenta los aspectos mencionados, así como otros de lógica interna.

VARIABLES GENERALES Ф Antig INV (Q´s) (meses) (en MM) 13.0 2.98

Concentración x sabor Qty Unid. 2,758 Unds x Sabor Global Intertienda 5.6 2.3 Q´s x Sabor 6,094

Grupo Artículo TRAJES SACOS
Form al + Sport

Qty Sabores 489

207

842

12.7

0.75

4.1

2.2

3,623

CAMISA
Form al

230

4,555

19.6

0.97

19.8

5.4

4,217

CAMISA
Sport

581

3,513

16.3

1.04

6.0

2.3

1,790

PANTALON
Form al

110

1,051

21.7

0.33

9.6

4.2

3,000

PANTALON
Sport

150

1,358

17.6

0.41

9.1

3.4

2,733

ZAPATO
Form al + Sport

286

1,473

15.0

0.83

5.2

2.4

2,902

* Sabor: area + grupo art + correlativo + color + escala + patrón + estilo
Como se puede apreciar en el cuadro (correspondiente al pasado) los sabores eran demasiados por lo que era imposible gestionar la capacidad correctamente para responder positivamente a las necesidades del cliente y formalizar una venta. Volviendo nuevamente al cuadro inicial al referirse a “piso”, se hace mención a todo lo que se encuentra exhibido, disponible para que el cliente pueda tallárselo (se excluye vitrinas y bodega). Aquí es donde los asesores de venta cumplen sus funciones en cuanto a una asesoría personalizada, para potencializar la venta haciendo más fácil y ágil el procedimiento de elección de los clientes.

En el caso de calzado, no se exhiben todas las tallas del mismo, sino que se almacenan en la bodega de la tienda para, mantener el producto no solo bajo control, sino que en el orden deseado para que en el momento que se necesite ofrecer opciones estas búsquedas sean ágiles. Las bodegas de cada tienda varían en tamaño de acuerdo a su ubicación y estas se encuentran aprovisionadas en mayores cantidades de aquellos productos que son mejor demandados en cada tienda individualmente, es por ello que no en todas las tiendas se encuentran los mismos artículos. Así mismo los productos están sujetos al mercado meta que acudirá a la tienda y a la probabilidad de éxito en función de las escalas de precios. Por último la cobertura en el cuadro, representa la forma en como un asesor de ventas logra potencializar la oferta de los productos con los “sabores” disponibles en las tiendas, tanto en piso de venta como la disponibilidad de estos en bodega (inventario), considerando a su vez el tráfico promedio de clientes (dato no mostrado) que se tiene en la tienda y que estos pueden ser cubiertos de manera óptima con la cantidad de asesores disponibles por tienda. Cabe mencionar que la cantidad de asesores varían de tienda en tienda y están en función del tamaño y el nivel de contribución a las ventas generales de cada punto de venta.

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...Professor Bible 105, Essay 2 (MLA) 19 September 2015 Saul, David, and Solomon Before discussing why the people of Israel desired a king, it is important to go back in time and get an understanding of the background and history. Samuel was, at birth, chosen by God. He was a prophet and served under Eli, the high priest. By the power of God and Samuel’s leadership, the Philistines (Israel’s enemy) were defeated. Eli’s sons had been killed, Eli had died and, Samuel became judge over Israel. When Samuel was an old man, he appointed his sons as judges to Israel. His sons, however, were corrupt (Swindoll 2). “Yet his sons did not walk in his ways but turned aside after gain. They took bribes and perverted justice” (1 Sam. 8:3). So the people of Israel felt let down and they wanted something done…they wanted a king. However, this was not the only reason they wanted a king. Samuel was not only old and his sons were corrupt, the people wanted to be like other nations (Dale). They told Samuel they wanted him to appoint a king to judge them. “Behold, you are old and your sons do not walk in your ways. Now appoint for us a king to judge us like all the nations” (1 Sam. 8:5). People have always wanted to be like everybody else. Israel was to be different and distinct from all other nations. Israel was to be a covenant people by whom God would reveal Himself and His plan of redemption. “But the thing displeased Samuel when they said, “Give us a king to judge us.” And...

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During the Time of Samuel, Why Did the People of Israel Desire a King? Why Was Saul Chosen, and, Ultimately, Why Was He Rejected? What Attribute Did David Display That Made Him a Better King Than Saul? What Sin Did

...while they wandered through the desert. Time and time again the Israelites had chosen to go their own way instead of following the orders God gave. This cycle occurred again during the time of Samuel. During this time the people said, “Give us a king to judge us.” (Samuel 8:6) Even after Samuel had advised the people against having a king appointed, they decided that their way ultimately better than God’s way. God did not fight them, even though He knew the destruction that it would bring, instead He did what they asked. God had a plan for Israel, but the people had decided that God’s way was not efficient enough and that they knew how to govern themselves more efficiently. Saul was everything the Israelites could have wanted in a king; he was tall, good looking, and would triumph in many battles. When Saul first became king he followed God’s...

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During the Time of Samuel, Why Did the People of Israel Desire a King?

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