Professional Documents
Culture Documents
Career.
1
Accountancy and Business Management
2
Senior Highschool Department
3
Practical Research 1
4
Our Lady of Fatima University
5
Research Adviser
March 2019
Endorsement
This thesis entitled: “Small but Terrible: Strategies Used by Microbusiness Owners to Maintain Successful
Commerce Career” prepared by researchers of ABM11-12, in partial fulfillment of the requirements for
Practical Research in Senior high school level, has been examined and now recommend for oral
examination.
This is to certify that the researchers are ready for the oral examination.
Jazmine B. Lasam
Adviser
This is to certify that the thesis “Small but Terrible: Strategies Used by Microbusiness Owners to
Maintain Successful Commerce Career”, prepared and submitted by researchers of ABM11-12, is
recommend for oral examination.
Table of Contents
Endorsement ii
Contents iv
Abstract 2
1.0 Introduction 3
4.0 Results 12
4.1 17
4.2 17
4.3 17
4.4 17
5.0 Discussion 18
6.0 Conclusion 18
7.0 Recommendation 18
References 20
Glossary of Terms 21
List of Appendices 22
C. Research Transcription 29
D. Research Budget 35
E. Timeline 36
F. Certification of Validation 37
G. Documentaion 38
H.Authors 41
I. Acknowledgement 46
Selected Literature 47
Abstract
This study aimed to gain a greater understanding and discover about the strategies to use for the
microbusiness owners to help them to raise their business and to get along with the rapid change of trends.
It also focused on helping the potential and the present microbusiness owners in coping struggles that the
owners faced in starting up a business. Three participants were selected from the local community in
CALABARZON specifically in Rizal. Unstructured audiotape interviews were conducted either in their
home or workplace. The data collected underwent stages of answering 10 questions from the researchers
for the participants to give their opinions, recommendations, and perceptions about the certain topics and
was analyzed using coding out all the possible themes forms the answers of the said respondents. The
emerged themes such as the common reasons for starting-up a business, Factors to consider in putting-up a
business, common struggles in microbusiness encountered by the owners, business strategies of
microbusiness owners, and recommendations for future owners microbusiness owners. The study finds out
that the strongest strategies an owner might use are the results from the conducted study of the owner before
bulding-up certain microbusiness. Always think about the concerns of the loyal or potential customers by
giving your skills and services. Starting-up microbusiness is the hardest thing, but with the use of
preliminary investigation and studies, a business has a high level in terms of being competitive.
1.0 Introduction
Micro, small and medium enterprises (MSMEs) have a very important role in developing the
Philippine economy. Business like these help reduce poverty by creating jobs for the country’s growing
labor force. They stimulate economic development in rural and far-flung areas. These serve as valuable
partners to large enterprises as suppliers and providers of support services. (The MSME Sector at a Glance,
2012)
Many Filipinos are attracted in different microbusinesses by having hot trend strategies of these kinds
of owners. The rapid change of trends is the other factor of the advantage of newly stand microbusinesses
to catch the eye of their potential customers. In the Philippines the popping numbers of the microbusinesses
are getting higher and higher that has the number of more than 800,000 as of 2017. (MSME Statistics, 2017)
Living in an environment where everything is almost there is a bit struggle for the microbusiness
owners to think for a new trend that will pass the Filipinos taste. With the concurrent rapid growth of these
kinds of businesses is the collapse of such businesses is rapidly breaking because of the owners’ lack of
strategies to compete with other owners’ strategies. There are businesses that are having a hard time to find
ways how could their business be popular or how would they improve their strategies.
The central aim of this research is to discover the strategies that are not just for a short term success
of microbusiness but the strategies that would help them to raise their business in a long period of time. The
researcher would also want to know different strategies from successful microbusiness owners on how they
maintain their hit the taste of their consumers. This study would probably help the business industry in the
near future.
The recent and the incoming microbusiness owners are the main beneficiaries of this study. The
results that will be found from the researchers will be contributed to it that will be lead to develop the field
of commerce that will be used by the recent and incoming microbusiness owners for them to use it as a
weapon to make their business stronger. Entrepreneurs are the target reader of this study. As the chain
flows, the customers will also gain benefits from this study by reaching their satisfaction from the potential
improvements of the said microbusinesses strategies.
2.0 Background
Based on Douglas McGregor (1906-1964) who developed two contrasting theories that explained
how managers' beliefs about what motivates a managements’ people can affect management style. The
author labeled this Theory X and Theory Y. These theories continue to be important even today.
Theory X and Theory Y were first explained by McGregor in his book, "The Human Side of
Enterprise," and refer to two styles of management – authoritarian (Theory X) and participative (Theory
Y).
If a leader believes that the team members dislike their work and have little motivation, then,
according to McGregor, you'll likely use an authoritarian style of management. This approach is very
"hands-on" and usually involves micromanaging people's work to ensure that it gets done properly.
McGregor called this Theory X. On the other hand, if someone believes that the people take pride in their
work and see it as a challenge, then you'll more likely adopt a participative management style. Managers
who use this approach trust people to take ownership of the group work and do it effectively by themselves.
McGregor called this Theory Y.
The approach that a leader takes will have a significant impact on the ability to motivate the team
members. So, it's important to understand how the manager perceptions of what motivates them can shape
the management style.
In a business, everything will be nonsense if the manager or the owner only the strategy but not the
ability to communicate and handle its team members. To completely rise an owner’s microbusiness, there
should be a specific way like the said theories above “The theory X and Theory Y” to know how will the
members practice the way that will give the best harmony to start up a business. It all started on how a
leader motivates its members for the group to build and complete their job flawlessly.
Researchers examined the profit impact of different strategies under four different types of
competition: Low-intensity price and promotion competition, Price competition, Promotion competition
and High-intensity price and promotion competition. They found out that broad product scope is a key
determinant of a firm's profitability in the said four different types of competition however, under promotion
competition; quality-image orientation was the most profitable strategy (Chaghanti etal., 1989)
According to Damke etal. (2018), advocate the interdependence and complementarity between
environmental, structural, strategic and personal variables in strategy formation. , this study aimed to verify
which strategy configurations composed by the strategy development process, strategy content,
entrepreneurial attitude, administrative mode and perceived environmental uncertainty were associated
with the performance of small-sized clothing retail businesses. The results indicate the relationship of
interdependence among variables in explaining the heterogeneity of organizational performance.
On the other hand, Greenbank (2001) contends that microbusiness ownermanagers invariably
have objectives, although they do not always make them explicit. These objectives tend to relate to personal
rather than business criteria. Microbusinesses generally pursue a number of economic and non-economic
objectives relating to factors such as income levels, job satisfaction, working hours, control and flexibility.
that consists of learning, achievement, and autonomy orientation, competitive aggressiveness, innovative
and risk-taking orientation, and of personal initiative.
This study focused on the similarities and differences of the management practices of micro business
and small business owners in the Province of Ilocos Norte. It looked into the entrepreneur profile such as
personal characteristics, entrepreneurs’ competencies and on the organizational profile and management
practices. Majority of the micro-businesses in Ilocos Norte started with less than P 500,000.00 as initial
capital from their savings and hired 1-2 employees who are usually family members. Lastly, they are
averaging below P 150,000 annual sales. On the other hand, small businesses in Ilocos Norte have existed
for at least five years and are engaged in retailing and are sole proprietors. Majority of them have at least
10 employees. Micro business and small business owners have the capability to handle and manage
businesses as revealed by their level in the personal entrepreneurial competencies survey. Micro-
entrepreneurs of Ilocos Norte (Parilla, 2013).
According to Reyes (2012) in her study entitled “Rural Micro -EnterprisePromotion Program: An
Assessment on the Impact of the Financing Delivery Role of Small Business Corporation to MSMEs in
Albay, Ragay and Sipocot Camarines Sur”, R.A. 9178 otherwise known as the Barangay Micro Business
Enterprise Act of 2002 provided assistance to the micro businesses through offering incentives and benefits
for these firms. One major incentive is the income tax exception awarded to the registered BMBEs. The
aim of the law is to incorporate the micro enterprises to the mainstream economy since they contribute a
lot to the economic growth. Also, its aim is to strengthen the said sector thus leading to job creation,
livelihood and better quality of life of Filipinos.
As stated in the study entitled “Determinants of Financial Literacy of Micro Entrepreneurs in Davao
City”. The financial literacy of the selected micro entrepreneurs in Davao City, a total of 100 micro-
entrepreneurs participated in the study. On the whole, the level of financial literacy of the micro-
entrepreneurs were moderate indicating a not so impressive financial management of their resource. To
obtain the determinants of financial literacy, multiple regression analysis was employed which revealed a
significant influence of educational attainment on the financial literacy. The result however showed that
gender cannot predict the financial literacy level among micro entrepreneurs.
Greenbank, (2000) indicated that Despite the importance of micro‐businesses to the UK economy,
training has failed to recognize and take into account the way owner‐managers run such firms. These owner‐
managers tend to combine informally absorbed information, heuristics and other short‐cut methods in a
more intuitively‐based approach to decision making. Does not, however, advocate that more formalized
and comprehensive forms of decision making should be adopted. Instead, suggests that intuitive methods
of decision making may be the most appropriate for micro‐business owner‐managers. As such, training
should attempt to reduce the types of bias that are inherent in more intuitive approaches to decision making.
This investigation provides new data and commentary on several neglected topics: employment
contributions of microbusinesses, characteristics of the self-employed, business survival rates, and
psychological and social aspects of new business ownership. A survey and archival analysis of 413 retail
and service establishments that began operation in 1985 is reported. The modal staff size of these
establishments was three persons; 28% had no employees. Women, young people, and Latinos were among
the larger groups of employees, although employment patterns varied according to size and type of business.
The typical owner was male, white, in his 30s or 40s, and relatively inexperienced in business. Fifty-nine
percent of the establishments survived two years; survival was associated with corporate ownership, with
the owners' reliance on the business for a livelihood, and with their prior employment experience (Wicker
& King, 1989).
Research in entrepreneurship has debated the differences between entrepreneurial and small business
ventures for quite some time, arguing that entrepreneurial ventures are small growth-oriented, strategically-
innovative firms, while small business ventures are neither growth oriented nor strategically innovative.
However, scholars often treat both types of ventures analogously in terms of both construct and theory,
which poses clear problems given their differences. As a result, we may have missed opportunities to
advance both our understanding of new firm survival and growth and our understanding of how theoretical
perspectives in strategic management apply to entrepreneurial and small business ventures. Since we
understand far less about the strategies of small firms than the strategies of large firms, these problems
present a substantial opportunity to refine strategic management theory for the entrepreneurial and small
business contexts. Thus, in this study we examine the extent to which small firms may engage in strategic
pursuits of competitive advantage to determine the applicability of strategic management theories to the
contexts. We do so by empirically examining the types of strategies employed by entrepreneurial and small
business ventures. Contrary to common assumptions, we find the essence of small firm strategy is to stay
small. We discuss the implications of our findings for future research and practice (Armstrong & Drnevich
2009).
(Servon, 2010) indicated that small businesses play a critical role in economic development. Over
the past 20 years, policies and programs have sought to increase the potential success of these businesses.
Yet little is known about the extent to which these policies and programs respond to the specific needs of
business owners. Using a mixed-methods approach, the authors investigate the barriers to success that small
business owners face, the effectiveness of current policies and programs aimed at serving small businesses,
and ways to improve the current system. Focusing on disadvantaged entrepreneurs in New York City, the
authors find five primary gaps within the current policy system: a transitional gap, an information gap, and
an institutional capacity and service delivery gap. The authors argue that the capital and training needs of
small business owners are deeper and more complex than what the current policy system addresses and
offer recommendations for improvement.
This article draws on a three‐year comparative study of employee relations in small, medium‐sized
and large organizations in Britain. It sets out to identify, record and analyze the nature and extent of
employee relations in micro‐businesses. The preliminary results that emerged from the study illustrate that
owner/managers of micro‐businesses tend to exhibit highly personalized and mostly informal management
styles. Employee relations strategies in this type of firm appear to follow similar patterns and can be as
diverse as the characteristics, personalities and preferences of the owner/managers themselves (Matlay,
1999).
As mention by Parry (2012), this paper examines the process through which micro‐businesses ‘go
green’. It builds upon previous studies that have identified the different drivers of this greening process.
However, rather than a static focus on specific drivers, the study articulates the evolution of environmental
practices over time. The paper uses comparative case studies of six micro‐businesses to build a composite
sequence analysis that plots the greening process from its roots through to large‐scale and ambitious
ecological projects. The study identifies three distinct stages that businesses pass through during this
greening process. This has important implications for policy‐makers and advisors as it was found that the
support needed by the businesses changed as they passed through these different stages. In particular, it was
found that appropriate support is currently lacking at certain key points of the businesses' greening
development. The paper therefore adds to current understanding of small business ecological responsibility
by showing how activities and drivers change with the level of engagement. Pointers are provided as to
how support can be improved
(Hertz etal., 2009) stated that entrepreneurs often make decisions about the legal structure of their new
business without fully considering the effect of the decision on other strategically important concerns. The
question of whether the new venture should be formed as a sole proprietorship, partnership, corporation,
limited liability company or one of several other legal forms is a complex one. To effectively answer that
question requires the founder to consider the advantages and disadvantages of each, and how the choice
will affect four primary areas of concern: startup costs; the firm's exposure to legal liability; tax position;
and finance options. This research addresses a gap in the literature and investigates the decision-making
process of 513 founders of small and micro businesses in selecting a legal structure and clarifies other
related concerns such as the source of entity structure advice, the factors influencing entity selection and
the resultant confidence and satisfaction with the chosen legal structure. Findings suggest that small
business owners who obtain counsel from accountants and/or attorneys are more likely to consider the full
spectrum of implications of legal entity type and are generally more satisfied that their choice will positively
affect firm profitability.
The aim of the study is to answer the following questions stated below:
1. What strategies could the micro business owners do to existing offerings to improve customers’
satisfaction?
2. What are the best strategies to reach the target of a business based on the owners pont of view?
The researchers used a qualitative approach, a research strategy that indicates the relationship
between theory and research and usually emphasizes on how theories were generated. As a research strategy
qualitative research is inductive, constructionist, and interpretivist, but qualitative researchers always don’t
subscribe to all three of these methods (Bryman & Bell, 2007).
A qualitative case study examines a phenomenon within its real-life context. Data are collected on or
about a single individual, group, or event. In some cases, several cases or events may be studied. The
primary purpose of a case study is to understand something that is unique to the case(s). Knowledge from
the study is then used to apply to other cases and contexts. Qualitative case study methods often involve
several in-depth interviews over a period of time with each case. Interviews explore the unique aspects of
the case in great detail, more so than would be typical for a phenomenological interview (Hebert &
Beardsley, 2001).
The study conducted at Antipolo City particularly in Barangays of San Roque and Barangay Dalig
where the participants agreed to public some information about their business. The first participant has
owned a “karinderya store” located at Lily Street in Gloria Heights Subdivision, as well as the second
participant that owns a sweet foods selling. The last participant owns a small salon at Manuel L. Quezon
Street, Barangay San Roque in front of East West Bank.
The participants of the study are the owners of small businesses, who have live for longer and
currently staying in Antipolo City. The small business owners will be asked based on the strategies or
techniques they use to prolong the life of their business. These participants will proceed to initial interview,
wherein they must be qualifying to participants’ criteria. The criteria for participants includes are the
following (1) Must have small business (2) Live in Antipolo for about 1 year and above (3) Must be 20 and
above years old (4) Already experience handling a business at least for 1 year.
Researchers should clarify the obligations and responsibilities of all involved in the process. The
study is indicating the agreement between the researchers and the participants. An informed consent was
given to the participants of the study which contains the purpose of the study, procedure and voluntary
nature of research. The respondents can decline anytime in participating in the research study without
penalty or any problem and any personal information taken from the respondents was disabled from the
study. The respondents should be informed about the mechanics of the study and all the information is
entrusted to the researchers is strictly observed was only used for the study purposes only. Also the proper
citation of authors based American Psychological Association (APA) was cited and acknowledge. The
research does not plagiarize any content of the research study.
The researchers utilized a 10-item interview question to gather the strategies of a micro business to
the respondents. In addition, audio recording were used for documentation in interviewing the respondents.
A one-on-one interview is the main instrument that will be using in the study and is consisting of open-
ended questions. This allowed the informants to give their preferred response. These questions were flexible
and allowed the interviewer to seek clarifications. The informant is also allowed not to answer the question
if he finds it too personal or uncomfortable.
This study used only the primary data collection procedure. The researchers conducted a data by
interview the participants’ profile. Then an instructed interview follows wherein these are sets of questions
raised by the researchers. The researchers asked follow-up questions to the participants as an additional
information. The interview that has been conducted was used camera and audio recording with the
permission of the participants for the documentation of this study.
The data collected was analyzed by the researchers if the participants were fitted from the said
categories. The gathered data will convert into themes to unite a description that is relevant to work
strategies of owners nowadays. The investigators feedback to the way of participants answered the
following questions is having an implicit meaning and well justified formality.
4.0 Result
THEMES STATEMENT
5. Recommendation for future micro-business Siguro same lang siguro ng ginawa naming
owners magcoconduct first ng market study syempre
kailangan yun talaga kase hindi ka pwedeng
basta basta magtayo ng negosyo kung saan saan
lang baka magtayo ka sa gitna nh bukid di ba
tapos wala naming tao parang ganun so
kailangan mong magconduct ng market study
kung saan mas best na itayo ang negosyong
papasukin mo tapos syempre magkaroon ka din
ng mga promo na nakakahikayat duun sa mga
customers na hindi naman maapektuhan ang
kita mo hindi magsusuffer yung sales.
Ganun din sipag at tyaga pa rin, yun lang naman
ang ano dyan sipag at tiyaga, kailangan kapag
ganyan mabilis ka din kumilos kung baga lahat
ng magagaawa mong paraan gawin mo
kailangan gawin mo lahat sarapan mo ang luto
mo, kailangan kase mahilig kang magluto, kung
hidni ka marunong mahluto hindi ka pwedeng
magkarinderya.
Maging mas matiyaga sila kase sa ganyan ano
ehh walang kasiguraduhan kumbaga dapat
matiyaga ka mag alok saka kailangan mga gamit
mo maayos saka naayon sa produkto mo saka
yung lugar dapat maraming tao mga ganun
hehe.
4.1 What strategies could the micro business owners do to existing offerings to improve customers’
satisfaction?
-“ Nag alok kami ng libreng delivery sa mga malalapit lang dito saka ano may mga promo pag marami
kang binili mas mababa ang presyo.” (R.2)
The best way for a microbusiness owner to meet the improving customers’ satisfaction is trying its best to
reach their concerns for the business itself to have ltheir “loyal customers” who will always be there
constantly to buy or take its offered service.
4.2 What are the best strategies to reach the target of a business based on the owners’ pont of view?
- “Sipag at tuyag, at sarap sa pagluluto, kailangan huwag kang magtitipid sa mga sahog kase nandun
din ang sarap, kapag tinipid mo ang mga sahog mo kung baga kulang sa sahog hindi masarap ang luto mo
kaya kailangan huwag ka din magtitipid sa sahog.”(R.1)
This answer only implies that the more you invest is the more you will harvest as the exchange. It is alright
to provide a lot more just make sure to have the right decisions to make and everything will follow.
5.0 Discussion
Based on the answers of the respondents above, strategies that the microbusiness owners can do is
based on the marketing study conducted by the owner before standing its desired microbusiness. All of the
participants shared the factors to consider before putting up their businesses, one of this is to know the
perfect place to stand your business and you have the skills to strengthen your business. Most of the
respondents are indicated that starting-up microbusiness is not easy. Two of the respondents highlighted
the struggles they’ve faced when starting their decided business. They also emphasized the ways they did
to overcome those hindrances. Evidently, the need of the owner to successfully ways their microbusiness
is to have a determination and hard work. This considering the positive result of the owner of microbusiness,
participants have their own strategies to have a successful microbusiness.
6.0 Conclusion
Based on the results from the conducted interview. The researchers conclude that the micro-business
owners can manage the business even if there has a limited resources as well as staff. The interview
conducted in different owners of micro-business but the perception of the owners is related to each other.
Respondents list down a different strategies and characteristic such as being
hardworking,patience,kind,good in salestalk and business minded that suit and likely on the micro-business,
the three respondents highlight the main strategies which is being a persevering all the time.Therefore on
conducted interview the researchers can conclude that the micro-business owners focus on how their
business will progress and how the strategies effective in their business.
7.0 Recommendation
For the future and present owners of the microbusiness, the researchers recommend the strategies
that the micro-business can do. First, is the conduct a suurveyy questionnaire that is relevant to the needs
of the customers in a certain area. The micro-business owners also need to have more patience and hard-
working and add some attraction to their venue o attract customers, it should be more different to their eyes
and more creative.
The micro-business owners should add some promo to theirprroduct written on print outs informing
the customers that the product of small business owners will have a promo. The materials should be sure,
durable tough and well made because it is also one of the problem of some owners because it is easier to
break or destroy.
For the potential micro-business owners the strategies should be inconsistent as the time goes by. In
order to be more competitive to other business owners, having an inconsistent strategy in a business, you
can keep up with trends without removing what your loyal customers love your business.
Always keep in trending strategies to make your business be indifferent in naked eye of the customers,
this will make your business improve as the time goes by- plus add some new product that are new to the
customers. The potential will lend some discounts to the loyal customers. The venue should be more people
or popularize area because the more people in the area the higher possibility that your product will sold.
The place should clean and well organized to attract some customers. This will add to your cleanliness of
the products you have selling.
REFERENCES:
Chaganti, R., Chaganti, R., & Mahajan, V. (1989). Profitable small business strategies under different types
of competition. Entrepreneurship Theory and Practice, 13(3), 21-36.
Damke Junior, E., Gimenez, F. A. P., & Damke, J. F. W. (2018). Strategic configurations and performance:
a study in micro and small business retailers. RAUSP Management Journal, 53(1), 11-22.
Hertz, G. T., Beasley, F., & White, R. J. (2009). Selecting a legal structure: revisiting the strategic
issues and views of small and micro business owners. Journal of Small Business Strategy, 20(1),
81-102.
Krauss, S. I., Frese, M., Friedrich, C., & Unger, J. M. (2005). Entrepreneurial orientation: A
psychological model of success among southern African small business owners. European
Journal of Work and Organizational Psychology, 14(3), 315-344..
Parilla, E. S. (2013). Level of management practices of micro and small businesses in Ilocos
Norte. International Journal of Academic Research in Business and Social Sciences, 3(7), 439.
Servon, L. J., Fairlie, R. W., Rastello, B., & Seely, A. (2010). The five gaps facing small and
microbusiness owners: Evidence from New York City. Economic Development Quarterly, 24(2),
126-142
Wicker, A. W., & King, J. C. (1989). Employment, ownership, and survival in microbusiness: a
study of new retail and service establishments. Small Business Economics, 1(2), 137-152.
Glossary of Terms
Competitiveness- ability of a firm or a notation to offer products and services that meet the quality standards
of the local and world markets at prices that are competitive and provide adequate returns on the resources
employed or consumed in producing them.
Corporation-a corporation is a business entity that is owned by its shareholder(s), who elect a board of
directors to oversee the organization’s activities. The corporation is liable for the actions and finances of
the business – the shareholders are not. Corporations can be for-profit, as businesses are, or not-for-profit,
as charitable organizations typically are.
Flexibility-The ability of a system, such as a manufacturing process, to cost effectively vary its output
within a certain range and given timeframe.
Management Style- the methods used by a person in managing an organization or group of people.
Microbusiness- can be defined according to the size of assets, size of equity capital, and number of
employees. A typical micro business is a business that employs nine people or fewer, with assets of ₱3
million and below.
Price Competition-Rivalry between suppliers based solely on price, usually for commodious or identical
items.
Profitability- a state or condition of yielding a financial profit or gain. It is often measured by price to
earnings ratio.
Partnership-a type of business organization in which two or more individual pool money, skills, and other
resources, and share profit and loss in accordance with terms of partnership agreement. In absence of such
agreement, a partnership is assumed to exit where the participants in an enterprise agree to share the
associated risks and rewards proportionately.
Sole proprietorship-simplest, oldest and most common form of business ownership in which only one
individual acquires all the benefits and risks of running an enterprise. In a sole proprietorship there is no
legal distinctions between the assets and liabilities of a business and those of its owner. It is far the most
popular business structure for startups because of its ease of formation, least record keeping, minimal
regulatory controls, and avoidance of double taxation.
Appendix A-Consen
What are the factors you’ve considered before starting this business?
-Ano-ano ang mga dapat isaalang-alang bago magsimula ng ganitong uri ng negosyo?
What are the struggle you’ve faced when starting this business?
What are the ways or strategies you’ve done surpass these hindrancess?
-Ano-ano ang mga istratehiya iyong ginawa upang malagpasan ang mga bumabalakid?
What are the effects you’ve found to know if the certain strategy is successfully done?
-Ano ang mga epektong iyong nasaksihan upang malaman kung ang istratehiyang ginawa ay matagumpay?
What strategies could the microbusiness owners do to existing offering to improve custumer’s satisfaction?
-Ano ang mga istratehiyang na maaaring gawin ng may ari upang makamit ang kagustuhan ng mamimili?
What is your point of view for those owners who failed doing there decided strategy?
-Ano ang mga persepsiyon mo sa mga may-aring hindi nagtagumpay sa kanilang piniling istratehiya?
What do you recommend for those microbusiness owners whose still finding for effective strategies to lift
their business?
-Ano ang iyong rekomendasyon sa may-ari ng maliit na negosyo na nag hahanap ng mas epektibong
stratehiya para umangat ang kanilang negosyo?
Respondent #1
2. How long does your micro-business runs? ( Gaano na katagal ang iyong maliit na negosyo?)
3. What are the reasons to start this business? ( Ano ang mga rason sa pagsisimula ng nitong negosyo?)
-Kase yung mga anak ko nag-aaral, eh syempre tricycle driver yung asawa ko kaya kailangan ko
ring kumayod para makapagtapos ang mga anak ko.
4. What are the factors you’ve considered before starting this business? ( Ano- ano ang mga dapat isaalang-
alang bago magsimula ng ganitong uri ng negosyo?)
-Siguro kase sa akin karinderia. Ito kailangan marunong kang magluto, kailangan alam mo ang taste
ng nga kapitbahay mo na syempre bibili rin sayo, kailangan huwag mong titipirin ang mga sahog para
sumarap ang luto mo.
5. What are the struggles you’ve faced whem starting this business? ( Ano- ano ang mga suliraning
hinaharap nang simulan ang ganitong negosyo?)
-Siguro.... wala naman akong balakid na na-ano basta kailangan lang gagalingan mag luto,magsikap
ka, magtyaga ka, ganun para sumarap rin ang iyong pagluluto, kailangan talaga sikap at tyaga.
6. What are the ways or strategies you’ve to surpass these hindrancess? ( Ano- ano ang mga stratehiya iyong
ginawa upang malagpasan ang mga bumabalakid?)
-Siguro.... wala naman akong balakid na na-ano basta kailangan lang gagalingan mag luto,magsikap
ka, magtyaga ka, ganun para sumarap rin ang iyong pagluluto, kailangan talaga sikap at tyaga.
7. What are the effects you’ve found to know if the certain strategy is successfully done? ( Ano ang mga
epektong iyong nasaksihan upang malaman kung ang estrategiyang ginawa ay matagumpay?)
-Ang epekto siguro.. kailangan kumikita ka, malalaman mong tagumpay ka kung kumikita ka na kahit
papaano pati ang mga pagkain ninyo nasusurvive kung baga duun na din nanggagaling sa paninda mo,
hindi ka na gagastos na para sa pagkain niyo.
8. What strategies could the microbusiness owners do to existing offering to improve customers
satisfaction? ( Ano ang mga stratehiyang maaaring gawin ng may-ari upang makamit ang kagustuhan ng
mamimili?)
-Yun na nga kagaya ng nasabi ko kanina sipag at tyaga, at sarap sa pagluluto, kailangan huwag
kang magtitipid sa mga sahog kase nandun din ang sarap, kapag tinipid mo ang mga sahog mo kung baga
kulang sa sahog hindi masarap ang luto mo kaya kailangan huwag ka din magtitipid sa sahog.
9. What is your point of view for those owners who failed doing their decided strategy? ( Ano ang iyong
mga persepsyon sa mga may- aring hindi nagtagumpay sa kanilang piling estratehiya?)
-Siguro.. kailangan kase nila kapag ganyang negosyo kailangan sipag at tyaga talaga , kailangan
matyaga ka talaga, yan lang magiging puhunan mo sipag at tyaga.
10. What did you recommend for those microbusiness owners whose still finding for effective strategies to
lift their business? ( Ano ang iyong mga irerekomenda sa may-ari ng maliit na negosyo na naghahanap ng
mas epektibong esratehiya para umangat ang kanilang negosyo?)
-Ganun din sipag at tyaga pa rin, yun lang naman ang ano dyan sipag at tyaga, kailangan kapag
ganyan mabilis ka din kumilos kailangan kung baga lahat ng magagawa mong paraan gawin mo kailangan
gawin mo lahat sarapan mo ang luto mo, kailangan kase magaling kang magluto, kung hindi ka marunong
magluto hindi ka pwedeng magkarinderia..
Respondent #2
2. How long does your micro-business runs? ( Gaano na katagal ang iyong maliit na negosyo?)
3. What are the reasons to start this business? ( Ano ang mga rason sa pagsisimula ng nitong negosyo?)
4. What are the factors you’ve considered before starting this business? ( Ano- ano ang mga dapat isaalang-
alang bago magsimula ng ganitong uri ng negosyo?)
-Ano.......... Mmmgaaaaa kagamitan sakaa dagdag konsumo sa kuryente sakaa presyo ng krudo.
5. What are the struggles you’ve faced whem starting this business? ( Ano- ano ang mga suliraning
hinaharap nang simulan ang ganitong negosyo?)
- Ano...... Ahmmmmmm paghanap ng produkto tapos yung byahe pag kuha ng produkto kasi sa iba
pang lugar kumukuha tapos saka paano iaalok ang produkto sa mga mamimili.
6. What are the ways or strategies you’ve to surpass these hindrancess? ( Ano- ano ang mga stratehiya iyong
ginawa upang malagpasan ang mga bumabalakid?)
-pinopost ko sya online tapos nag aalok sa mga kapitbahay mga ganun mga malalapit lang dito tapos
sa mga kaibigan family
7. What are the effects you’ve found to know if the certain strategy is successfully done? ( Ano ang mga
epektong iyong nasaksihan upang malaman kung ang estrategiyang ginawa ay matagumpay?)
8. What strategies could the microbusiness owners do to existing offering to improve customers
satisfaction? ( Ano ang mga stratehiyang maaaring gawin ng may-ari upang makamit ang kagustuhan ng
mamimili?)
-Ano... Ahmmmm siguro nag alok kami ng libreng delivery sa mga malalapit lang dito saka ano may
mga promo pag marami kasing binili mas mababa ang presyo.
9. What is your point of view for those owners who failed doing their decided strategy? ( Ano ang iyong
mga persepsyon sa mga may- aring hindi nagtagumpay sa kanilang piling estratehiya?)
-Ano.... Ahmmmm siguro kulang sila sa strategy sakaa kailangan kasi matiyaga sa ganyan ehh ano
pahaba ang pasensya mga ganun.
10. What did you recommend for those microbusiness owners whose still finding for effective strategies to
lift their business? ( Ano ang iyong mga irerekomenda sa may-ari ng maliit na negosyo na naghahanap ng
mas epektibong esratehiya para umangat ang kanilang negosyo?)
-Maging mas matiyaga sila kasi sa ganyan ano ehh walang kasiguraduhan kumbaga dapat matiyaga
ka mag alok saka kailangan mga gamit mo maayos saka naayon sa produkto mo saka yung lugar dapat
maraming tao mga ganun hehe.
Respondent #3
2. How long does your micro-business runs? ( Gaano na katagal ang iyong maliit na negosyo?)
3. What are the reasons to start this business? ( Ano ang mga rason sa pagsisimula ng nitong negosyo?)
-Kase yung time na yun 2011 paalis na din yung husband ko papuntang canada so ako naman mag
reresign na sa work pero need ko pa rin syempre ng additional income kaya naghanap ako ng pwedeng
inegosyo.
4. What are the factors you’ve considered before starting this business? ( Ano- ano ang mga dapat isaalang-
alang bago magsimula ng ganitong uri ng negosyo?)
-Nako syempre una dapat may capital ka syempre dapat alam mo kung magkano ba o hanggang
magkano ba ang kaya mong pwede mong ipuhunan, kase syempre yung gamit, yung renta saka yung iba
pang kailangan duun sa negosyo mo, pangalawa yung lugar dapat nagconduct ka ng study para alam mo
kung saan dapat itatayo yung negosyo mo hindi yung kung saan saan lang, tapos yung pangatlo yung tao
syempre na kukunin mo dapat mga bihasa ma yung tao o knowlegeable na sila sa papasukin nilang work
which is sa parlor dapat alam nila yung pagtagal ng sa mga buhok sa mga ganun, sa mga seevices ng
parlor so yun.
5. What are the struggles you’ve faced whem starting this business? ( Ano- ano ang mga suliraning
hinaharap nang simulan ang ganitong negosyo?)
-Sa una since bago ka palang pinapakilala mo palang yung , kami pinapakilala palang parlor namin
, so sa umpisa talagang maliit lang yung sales mo saka may tao kase na or yung mga tauhan mo na
makukuha mo knowledgeable nga sila pero may mga attitude problem namn kase kapag nagtrabaho na
sila duun mo lang sila makikilala talaga kung ano talaga ugali ng isang tao so kinailangan pa namin ng
counciling o alalayan muna sila o kunh hindi talaga mababago kailangan talagang magpalit ng tao pero
dapat in due process hindi namn kase pwedeng basta basta ka lang magtanggal.
6. What are the ways or strategies you’ve to surpass these hindrancess? ( Ano- ano ang mga stratehiya iyong
ginawa upang malagpasan ang mga bumabalakid?)
-When it comes sa sales, syempre yun we provide needed kase since bago palang kailangan naming
ipakilala yung parlor so ipopromote namin yung parlor, mag fill out lang kami sa bond paper tapos
pinamigay namin sa mga tao kase nasa market yung area ng parlor, tapos pangalawa through word of
mouth kase since nag work ako sa fastfood dati may mga nakausap na ako bago ako umalis prinimove ko
ma din yung parlor hindi naman kase bawal yun kase magkaiba naman iyun ng line of business , so pati
yung mga kasamahan ko dati maipromote na din sa kanila yung business na itatayo ko through word of
mouth masasabi nila sa iba yun makikilala yung parlor namin. Tapos we have monthly promo and discounts
para sa more than one service na sinasabi nila samin kase since bago lang kailangan namin mag provide
ng mga promos para mahikayat din sa mga tao.
7. What are the effects you’ve found to know if the certain strategy is successfully done? ( Ano ang mga
epektong iyong nasaksihan upang malaman kung ang estratehiyang ginawa ay matagumpay?)
-Effect nun syempre nag increase yung sales namin so it means effective yung strategy namin kase
more people or more customers ang pumason samin to avail our service.
8. What strategies could the microbusiness owners do to existing offering to improve customers
satisfaction? (Ano ang mga stratehiyang maaaring gawin ng may-ari upang makamit ang kagustuhan ng
mamimili?)
-So siguro we have to conduct survey like us we print out survey form tapos syempre pasasagutan
namin sa mga customers namin, throughout survey malalaman mo kung kailangan or yung mga needs and
wants ng mga customers natin through that pwede natin magawan ng paraan para mas masatisfied sila.
9. What is your point of view for those owners who failed doing their decided strategy? ( Ano ang iyong
mga persepsyon sa mga may- aring hindi nagtagumpay sa kanilang piling estratehiya?)
-Iba iba kase yung reason nun kung bakit hindi sila nagtatagumpay, pwedeng una hindi sila nag
conduct ng market study bago sila nagtayo ng negosyo iba kase yung location ay hindi maganda para duun
sa tinayo nilang business pangalawa sa management hindi niya namanage ng maayos yung negosyo nila
when it comes sa strategy baka kulang pa sila siguro ganun.
10. What did you recommend for those microbusiness owners who’s still finding for effective strategies to
lift their business? (Ano ang iyong mga irerekomenda sa may-ari ng maliit na negosyo na naghahanap ng
mas epektibong esratehiya para umangat ang kanilang negosyo?)
-Siguro same lang siguro ng ginawa namin magcoconduct first ng market study syempre kailangan
yun talaga kase hindi ka pwedeng basta basta magtayo ng negosyo kung saan saan lang baka magtayo ka
sa gitna ng bukid diba tapos wala namang tao parang ganun so kailangan mong magconduct ng market
study kung saan mas best na itayo ang negosyong papasukin mo tapos syempre magkaroon ka din ng mga
promo na nakakahikayat duun sa mga customers na hindi naman maapektuhan ang kita mo hindi
magsusuffer yung sales
APPENDIX D - Budget
Transportation 750
Foods 400
Total: 1,350
1 2 3 4 1 2 3 4 1 2 3 4
Chapter 1
Chapter 2
Chapter 3
Submission of chapter 1-
3
Revision of chapter 1-3
Search for repondents
Data-Gathering
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Revision of Thesis
APPENDIX G – Documentaion
March 9, 2019
First Respondent
March 9, 2019
Second Respondent
March 9, 2019
Third Respondent
APPENDIX H - Authors
Brgy. Mayamot
Antipolo City
vinasocro@yahoo.com
095027449912
EDUCATIONAL BACKGROUND
Antipolo City
ABM
Antipolo City
Antipolo City
Antipolo City
Joshuaacepan19@gmail.com
09087848753
EDUCATIONAL BACKGROUND
Antipolo City
ABM
Antipolo City
Antipolo City
Antipolo City
Makuruiaira18@yahoo.com
09488781907
EDUCATIONAL BACKGROUND
Antipolo City
ABM
Antipolo City
Mandaluyong City
Antipolo City
Annajuanson69@yahoo.com
09193678294
EDUCATIONAL BACKGROUND
Antipolo City
ABM
Antipolo City
Antipolo City
Brgy. Dalig
Antipolo City
Angelamarticio1@gmail.com
09091400197
EDUCATIONAL BACKGROUND
Antipolo City
ABM
Antipolo City
Antipolo City
APPENDIX I- ACKNOWLEDGEMENT
We would like to thank the following individuals who greatly contributed to the completion of this research
paper:
GOD, for providing us wisdom, strength and courage to continue the study despite of the circumstances
and challenges that the researchers encountered.
Ms. Jazmine Lasam for her time and energy to ensure that this study will be successful and for contributing
her ideas and knowledge about this research. Giving us enough sample for us to follow throughout this
research process.
Reyes’ residence, for letting us to use their house while doing our research and also for the free foods they
have given to us.
Mrs. Milette A. Reyes, for her time and energy to complete this study and for their willingness to participate
in this study. For her time to participate despite of her busy days.
Mrs. Ma. Fe Esperas, for willingness to participate in this study and sharing her opinions despite of her
busy time being an owner and a mother to her children.
Mrs. Teresita David, for dedicating her limited time to accommodate the researchers questions and
genuinely answering the said questions.
Mr. Anthony Reyes , for partaking insight and devices about the instrument used by the researchers and
providing assistance to be appropriate and suitable towards the research.
To our parents, for allowing and supporting us to conduct this research and giving us money to meet our
needs for this research.
SELECTED LITERATURE