P2 Practical Research Final (Completed)

Department of Education
Republic of the Philippines

Region XII
City Schools Division of Koronadal
KORONADAL NATIONAL COMPREHENSIVE HIGH SCHOOL-SENIOR HIGH
SCHOOL
City of Koronadal
CHAPTER I
INTRODUCTION
Background of the Study
“The competitor to be feared is the one who never bothers about you at
all, but goes on making his own business better all the time", said Henry Ford the
inventor of the mass production factory. Focusing on your competition added no
value to your business. In fact, it takes your focus off your own business and
causes you to chase others rather than leading your organization towards
achieving your goals, mission, and vision. Focus on making your organization,
people, products and services better rather than trying to determine where you
rank in the marketplace.
A Small enterprise faces a list of struggles every day just to stay in
business. Without deep resources that large corporations have, small enterprises
find themselves working hard to generate revenue and make a profit.
According to Yitzhaki (2006), Small enterprises contribute in developing a
progressive nation as they play a very important role in enriching accelerated
economic growth, development, and stability within several economies.
Organisation for Economic Co-operation and Development (2000) stated
that Small enterprises make-up the largest proportion of businesses all over the
world and play tremendous roles in employment generation, provision of goods
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and services, creating a better standard of living, as well as immensely
contributing to the Gross Domestic Products (GDP) of many countries.
According to Al-shaikah (1998), Over the last few decades, the
contributions of small enterprises sector, the development of the largest
economies in the world have beamed the searchlight on the uniqueness of the
small enterprises; and this has succeeded in overruling previously held views
that small enterprises were only "miniature versions" of larger companies.
According to EntrePinoys (2015), Possibly one of the biggest problems
facing small enterprise was that they have to compete with much larger
companies. Larger companies have bigger budgets and can usually provide
products and services at much lower costs. A small enterprise must be able to
either match the prices charged by larger businesses or provide extra benefits to
the customer such as better customer service.
Here in Koronadal, there were a lot of small enterprise owners that were
able to run their businesses and survived for more than 5 years because of the
different strategies they formulated and applied to the undeniably difficult
challenges they faced. As they go through with these challenges, the
researchers were able to know how these small enterprise owners survived and
coped with their problems.
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Statement of the Problems
This study aimed to determine, assess and study further about the coping
mechanisms of small enterprise owners in the area of Koronadal City.
Specifically, it answered the following questions:
1. What are the challenges that a small enterprise owner experienced?
2. How did a small enterprise owner survive in a formidable world of business
despite these challenges and difficulties?
3. What are the coping mechanisms/strategies that a small enterprise owner
used?
Significance of the Study
In today's business world, escalating numbers of small enterprises were
still able to generate revenue and make a profit despite the threat/risk of having a
shortfall or deficit in financial aspect because of nearby larger companies.
The researchers took the opportunity to dig out and find the possible ways
or strategies on how small enterprises survived even though there were big
competitors near them.
This study is significant to everyone who is interested in business,
especially for future owners of small enterprises, to have in-depth knowledge and
understanding of the challenges and coping mechanisms of small enterprises in
the business world.
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The success of this study will give a further understanding of other
researchers about the hardships of small enterprises and to provide them
sufficient data for their further research.
Scope and Delimitation of the Study
This study focused on the evaluation of the coping mechanisms or
strategies of small enterprise owners. Specifically, it focused on the following
topics:
Coping strategies that a small enterprise owner used, challenges and
difficulties that a small enterprise experienced, and how a small enterprise
survived despite these said challenges and difficulties. Respondents that we
used for the study were from different areas in Koronadal City.
The researchers limited their respondents with at least 8 subjects and
must be a small enterprise owner for more than 5 years.
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CHAPTER II
REVIEW OF RELATED LITERATURE
This chapter has two sections. The first section reviewed the literature
related to the coping mechanisms of small enterprises. This section aimed to
build the context for the present study, while the last section gave definition of the
important terms used in this study.
Coping Mechanisms
According to World Health Organization (1998), Coping strategies or
mechanisms are remedial actions that were undertaken by people whose
survival and livelihood are compromised or threatened. It means that when a
person is facing a certain problem that can be a reason of his/her downfall,
he/she generates and uses remedial actions or ways to cope with it. For
example, a small enterprise owner lessened the cost of his products but still
making sure to return its invested capital. Compared to other enterprises, his
products cost much lesser that presumably led all of his customers patronized his
products. In conclusion, the small enterprise owner used a strategy or coping
mechanism, specifically by lessening his product's cost to attract more customers
and eventually increased his profit.
According to Lazarus and Folkman (1984), coping is the sum of cognitive
and behavioral efforts, which are constantly changing, that aim to handle
particular demands, whether internal or external, that are viewed as taxing or
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demanding. Simply put, coping is an activity we do to seek and apply solutions to
stressful situations or problems that emerge because of our stressors.
In addition, coping mechanisms/strategies refer to the specific efforts, both
behavioral and psychological, that people employ to master, tolerate, reduce, or
minimize stressful events. Two general coping strategies have been
distinguished: problem-solving strategies are efforts to do something active to
alleviate stressful circumstances, whereas emotion-focused coping strategies
involve efforts to regulate the emotional consequences of stressful or potentially
stressful events.
Sincero (2012) stated that coping mechanisms are ways to which external
or internal stress is managed, adapted to or acted upon. It means that a
particular person who's facing a problem was able to cope with it by using
appropriate coping mechanisms. For instance, a small enterprise owner
managed to devise strategies in order to solve and put an end to its faced
problems. Therefore, these said coping mechanisms were very significant
especially in times of crises that a person is actually experiencing.
Haan (1977) also stated that coping are conscious strategies that are
chosen in calm emotional states. Coping enable the individual to attain realistic
goals by using available resources and past experiences while acting within
society’s rules of conduct. It is said that you can cope with your problems and
achieve your goals by using past experiences and resources to overcome
whatever problems you are facing. For example, a small enterprise owner was
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having a problem with his sluggish and unfriendly mechanics, that is why he
terminated them and hired better mechanics. In business, human resource is
very essential as it drives the performance of the business. Without human
resource, it is impossible to run a profitable business. Therefore, by using these
resource and experience, you can derive strategies and coping mechanisms that
can be used in attaining your goals and objectives.
On the other hand, Weiten and Lloyd (2005); Wong, Yik and Kwong
(2006) stated that coping is the process of managing taxing circumstances,
expending efforts to solve personal and interpersonal problems, seeking to
master, minimize, reduce or tolerate stress-induced by unpleasant and stressful
situations. It is nowadays acknowledged that work-related stress is present in
any profession, whereby effective coping is important for personal well-being and
work performance.
It was said that coping mechanisms or strategies are ways to find
solutions and cope with any problems or challenges a person or even the small
business owners are facing.
For example, a certain small enterprise is facing problems related to taxes
that are getting higher, and as we know that it is a business’s responsibility to
pay debts consistently. Also, the emergence of bigger competitors that can
directly affect their sales. Upon facing these problems, instead of trying to match
the way big business owners operate their businesses, their coping mechanism
could be the focus on their own goals to assure their stable income.
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In conclusion, these said problems can be resolved through the use of
effective coping mechanisms that can be generated from their faced challenges.
Small Enterprises
Small enterprises employ smaller teams of employees than companies
that operate on larger scales. Small enterprises most commonly rely on single
individuals or small teams.
According to Sarokin (2019), A small enterprise, or more simply, a small
business, is one marked by a limited number of employees and a limited flow of
finances and materials. It means that small enterprise is only composed of a
smaller number of employees and has a limited assets and income compared to
large-scale businesses that needs numerous of employees to perform all the
extensive and broad functions and branches of a business. For example, MJL
enterprise is a small enterprise and has only 5 employees that work for the
business, while ABC Company is a large-scale business that has more than 20
employees. Therefore, it is understandable that a small enterprise has a lesser
number of employees compared to the larger companies.
Ingram (2019) also stated that the small-scale business revenue is
generally lower than those companies that operate on a larger scale. The Small
Business Administration classifies small enterprises as businesses that bring in
less than a specific amount of revenue, depending on the business type. Small-
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scale business revenue is generally lower than companies that operate on a
larger scale. Lower revenue does not necessarily translate into lower profitability.
Obviously, small business/enterprise's revenue is truly lower than the
businesses that operate on a larger scale. For example, KCC Mall of Marbel's
revenue in 1 month is over 1M. while, a convenience store's accumulated
revenue in 1 month was P200,000-P300,000. Therefore, small
business/enterprises may have lower generated revenue than large-scale
businesses but it does not necessarily mean that small enterprise is not a
profitable type of business.
Abrugar (2013) stated that small businesses in the Philippines can be
defined according to the size of assets, size of equity capital, and number of
employees. The Magna Carta for Micro, Small and Medium Enterprises (RA No.
6977, as amended by RA 8289, and further amended by RA 9501) defines a
small business as any enterprise or business activity engaged in the major
sectors of the economy. Like for example: industry, trade and services.
Small businesses/ enterprises are independently owned organizations that
require less capital and less workforce and less or no machinery. These
businesses are ideally suited to operate on a small scale to serve a local
community and to provide profits to the company owners.
Therefore, Small enterprises may experience/encounter challenges and
difficulties because of the competition against larger companies but it doesn't
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mean they can not generate revenues and profit through their own coping
mechanisms, in order to surpass and survive in the world of business.
Definition of terms
The following terms were used to conceptualize the study:
Coping mechanism - refers to strategies and techniques that are used to
overcome challenges of small enterprises.
Profit – refers to the net income usually for a given period of time a business has
gained.
Revenue -refers to the income generated from the sale of goods or services, or
any other use of capital or assets, associated with the main operations of an
organization before any costs or expenses are deducted.
Small enterprise -refers to a business that is one marked by a limited number of
employees and a limited flow of finances and materials.
Sobrevivientes –refers to a Spanish term “Survivors” which means a person or
an organization continues to exist, especially after suffering from difficulties.
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CHAPTER III
METHODOLOGY
This chapter discussed the research methods available and what were
applicable for it to use in the response for the statement of the problem in chapter
I which was directed towards the coping mechanisms of small business owners.
Research design
The researchers chose to make use of qualitative research approach. It
was because the data that the researchers gathered were immeasurable.
Furthermore, the researchers chose a phenomenological approach to find out the
coping mechanisms of Small enterprises in Koronadal City. The data was
gathered through interviews and observations of the researchers. The questions
were organized and uniform to all participants but probing questions were also
applied.
Research Locale
The study was conducted in the vicinity of Koronadal City, Province of
South Cotabato, Mindanao, Philippines.
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Figure 1. Location Map of the Study. KNCHS 2019.
The province of South Cotabato, excluding General Santos City, posted a
total population of 827,200 persons as of May 1, 2010, and continuously
increasing as the year passed by. South Cotabato covers a total land area of
3,935.95 square kilometers. When General Santos City is included for
geographical purposes, the province's land area is 4,428.81 square kilometers.
Centuries ago, the area that would be South Cotabato was sparsely
inhabited by Malay Pioneers which later evolved into various ethnic groupings
that still exist in the province today. In the early '60s as population, trade, and
industries grew in this southern part of Cotabato, a clamor for local self-
governance arose. Thus, on July 18, 1966, South Cotabato was finally formed as
an independent province raring to push its own development. In 1992, South
Cotabato gave birth to a new province. Seven towns in the southern and coastal
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sections of the province now form part of the Province of Sarangani. Hiligaynon
is the most widely spoken language in the province.
Participants of the study
The researchers conducted a survey of the respondents with a legitimate
small enterprise owner, that handle business for more than 5 years. Those said
small enterprise owners can either be male or female whose ages range from 30-
50 years old. He/she can also be classified as single or married. In addition to the
criteria, the small enterprise owner was asked if he/she has already a
child/children. The target samples of the participants were taken from the City of
Koronadal. The researchers also considered the verification and the availability
of small business owners.
Data Gathering Instrument
The researchers prepared questions related to the respondents. The
researches also prepared questions that were translated into the language that
the participant was most comfortable with. Researchers observed by
documenting the respondent’s answers in the process of conducting the
interview.
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Data Gathering Procedure
First, the researchers asked permission from the Principal of Koronadal
National Comprehensive High School (KNCHS) Senior High School Program and
also to the Barangay. When the permission was approved, the researchers
proceeded to the selection of the participants for the study using a random
selection process. After getting the list of small businesses, the researcher asked
about the availability of time. The questions were answered yes, then proceeded
to the interview that were answered orally. During the interview, the researchers
listened to the participants but also observed and took notes of how the small
business owners answered. The researchers repeated this until they reached the
saturated data.
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Asked permission from the School Principal of KNCHS
Asked permission from the Barangay
Selection of respondents
Gathered data through in-depth interviews
Analyzed and interpreted the gathered data
Figure 2. Flow Chart of the Data Gathering Procedure. KNCHS 2019.
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Sampling Technique
The researchers used the purposive sampling technique in choosing their
participants wherein it was selecting small business owners randomly but was
only limited to the representatives of the whole target population of at least 8
small business owners. In addition to this, the researchers also used the
convenient sampling method because not all participants were available for the
questioning.
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CHAPTER IV
PRESENTATION AND ANALYSIS OF DATA
This chapter presents the analysis of data to provide answers to the
specific questions drawn from the statement of the problem.
The purpose of this study was to know and understand the challenges
experienced by small enterprise owners. And their coping mechanisms or
strategies to respond these difficulties.
Table 1 presents the summary of the challenges or difficulties experienced
by a small enterprise owner.
Table 1: Summary of the Challenges or Difficulties Experienced by a Small

Enterprise Owner.
THEMATIC MEANING EMERGENT THEME

STATEMENTS
P1: “Ang number 1… This participant stated Inconsistency of sales
utang (raising the that debt to suppliers
volume of voice)… amo was his first difficulty
bi na, kay siyempre matter as these should
baydan mo gid. Amo be paid on time. Second,
na… ang number 2… was the instability of the
ano tawag sina?... ng sales of his business
(scratches the back of that affects his capability
his head)… ano na ng… to pay debts.
ano na tawag... tung
seasonal lang bala haw.
Seasonal-seasonal lang.
Kung kis-a kusog, kung
kis-a hina. Amo na ang
mga challenges.”
P This participant stated Instability of sales
2: Sa ano…sa sales, sa that the instability and
paglagas sang mga decadency of the sales
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baraydan bala. can affect his capability

Halimbawa nag-order to pay debts.
ka, kung magpigado ang
imo nga sales ti…
mabudlayan ka gid
maglagas.
This participant stated Instability in paying
P3: “Sa ano eh… Sa that he had a difficulty in debts
financial… sa pag-apas financial aspect and
sang mga baraydan… paying debts every time
kay diba siyempre sa their sales decrease
negosyo… hindi gid na sequentially.
yah maiwasan ang
utang. Lalo na sa times
nga hina ang sales…
daw gina-kulang man
kung kis-a sa financial…
Pero kailangan gid
magbayad…”
This participant stated Instability of sales
P4: “So far.. sa business that sales of a business
abi (smiles while talking) can be seasonal, there
hindi mo man ma were times that you’ll
maintain (hand gain more profit and
gestures) ang sales nga sometimes, your sales
gina target mo, may will also descend in
mga pick…ahh...even in unfortunate manner. He
a months may mga also said that your sales
certain days nga kusog depend on pick season
ang sales may ara man especially between the
nga hindi..ahhh.. 15th and 30th day of the
(thinking) I think… I month.
think ang analysis ko
dira is base ni siya sa
period of salary nga ma
receive sang motorcycle
parts owners especially
(pointing the table) sa
15 and 30 medyo pick
season na siya… in
between sina medyo
hina na.”
This participant stated
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that there were times

when their sales will Instability of sales
P5: “Ano lang man na decrease but usually,
siya abi nang… sa 15 they can generate more
years ko diri abi nang… profit by providing
kumbaga nang…ning complete accessories for
negosyo nga ni abi, the customers to
seasonal siya purchase. And also, by
kumbaga… may ara generating more profit,
times nga hina ang they were able to pay
sales. Pero most of the debts to their suppliers.
time kay kusog man kay
kompleto man ang
accessories… everyday
may kita man… Dapat
abi taas pirmi ang sales
kay para diba… ma…
ano ni… makabayad sa This participant stated
utang sa suppliers…” that sometimes there
were no customers and Internal defect
P6: “Ano… kapag wala his human resource or
customer… Sa mga mechanics were being
tauhan ko, puro lang idle.
internet… tapos hindi
kabalo mang-limpyo…
tapos dagko ila This participant stated
sweldo… amo lang na.” that being a hands-on
owner, he can manage Instability of sales and
P7: “Ako abi, as a his business efficiently. payables
hands-on owner, ako gid But sometimes, financial
naga tracking or naga problems were
kuha sang mga stocks… unavoidable due to
like sa Cebu, Davao or decreasing of sales and
Gensan. May times nga simultaneous payments
hina ang sales namon like taxes, rental
tapos magsabay pagid expense and debts to
ang mga baraydan suppliers.
like… ng… sa BIR na
tax, renta sining pwesto
kag mga utang pa na This participant stated
stocks…” that sales instability was Instability of sales
unavoidable. In
P8: “Sa sales eh, hindi business, there will be
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bi… ng… hindi gid times when your sales

maiwasan nga hina ang will descend or if you’re
sales kay… ang fortunate, you’ll gain
negosyo abi… like ning more profit. Except from
sa amon… kay… ng pa sales instability, paying
weather-weather man debts were also
bala haw. Hindi mana considered as an
pirmi maglampas 50k obvious difficulty as
ang amon sales. Kung every business
kis-a hina gid siya… undergoes from it.
daw mga 10k plus
lang… Ti mayad kung
ang stocks mo hindi
utang… kailangan mo
pa na baydan sa
suppliers mo kay sukton
ka gid na nila…”
As shown in table 1, majority of the respondents showed that small
enterprise owner’s most experienced difficulty was the instability of sales as it
depends on seasons. There are times when their sales are low, hence the
capability of the owner or manager to pay debts is also affected. As we know that
a business cannot sustain its own needs, especially when it comes to money.
Their stocks are not fully paid and every month or a particular day in a month,
they are obliged to pay the items to their debtors/suppliers. In that way, by
purchasing a product from the supplier on credit, they can provide, sustain and
restore products for their customer’s needs and demands.
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Table 2 presents the summary of the small enterprise owner’s means of
survival despite the challenges or difficulties they experienced.
Table 2: Summary of the Small Enterprise Owner’s Means of Survival

Despite the Challenges or Difficulties they Experienced.

STATEMENTS
P1: “Ummm…Tiyaga eh This participant stated Perseverance and
(toothy smile). Dapat that to survive a Passion
palangga mo ang imo business for long range,
negosyo. Kay kung hindi you must have
mo na pag perseverance, passion
palanggaon… and gumptious way of
palanggaon mo gid dealing with your
dapat. Tapos… business.
diskarte.”
Firm Perseverance
P2: Uhmm… basta gani This participant stated
gusto mo ang gina-obra that if you really like
mo (raising the volume what you’re doing, you
of voice)… wala ka sina will neither complain nor
complaint. Wala ka ga surrender despite the
surrender maskin gaano challenges or difficulties
kabudlay ang ma… ma you may experience.
experience mo… You just need
Mapangitaan man na perseverance and also
sang pamaagi ang mga the gumptious way of
kabudlayan sa negosyo dealing with your
basta… dapat business.
madiskarte kag may
tiyaga ka lang. Amo
man na ang importante.
Perseverance
P3: “Siyempre… kapag
negosyante ka… dapat This participant stated
kay hardworking ka nga that being a
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negosyante. Hindi mo businessman, you must

gid idula ang tiyaga sa be a hardworking one.
pagpadalagan sang Perseverance must not
negosyo. Kung gusto be detached from you
mo income nga dako and striving harder is
(increased the volume of necessary to gain more
voice)… dapat profit.
pagsikapan mo na”
Perseverance
P4: “I think… This participant stated
Perseverance kag dapat that you should have
wise ka man nga perseverance and be a
businessman.” wise businessman. Patience and
Perseverance
P5: “Siguro… sa… This participant stated
patience, tiyaga… mag- that a businessman
tiyaga ka gid kay sa must really have
negosyo abi kailangan patience and
mo gid pagtuonan sang perseverance because
pansin ang mga bagay- in business, you will
bagay. Like... sa mga… scrutinize everything to
mekaniko… oo… sa set in place, like proper
mga mekaniko mo, customer service.
dapat maayo gid ang…
ang serbisyo bala haw…
sa customers….” Determination and
Perseverance
P6: “Kwan eh… dapat…
pursigido ka gid sa This participant stated
negosyo mo (nod). that you should be
Dapat prangkahon mo determined to run your
ang mga empleyado mo business orderly.
nga mag… obra gid Through intensive
sang tarung (increase evaluation and
the intensity of voice)… implementation of what
kay gina sweldohan should be done,
man sila tarung… kag especially when dealing
dapat… may ara ka with human resource.
man… tiyaga… kay Also, perseverance is
kung may tiyaga, may greatly needed to assure
nilaga (smile and laugh) your business success Perseverance and Self-
…” in the future.
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care
P7: “Siyempre… kung This participant stated
owner ka, dapat pisan that a businessman
ka gid. Deteminasyon, must be diligent.
tiyaga… pagsumikap Determination and
mo bala haw… kay perseverance are what
siyempre…(pause to you must possess. It is
think) kung ikaw an innate responsibility
owner… ikaw ga of a businessman to look
manage sa negosyo for ways and methods to
mo… imo na prosper your business.
responsibilidad nga You are expected to
mapalago kag dapat resolve problems
kabalo ka gid mangita skillfully and it is also
diskarte para masolbar important to take care of
mo ang mga pagsubok your health, as the
nga ma agyan sang operation of your
negosyo mo… tapos business relies on you.
dapat… kusog man
resistensya mo eh, ma
ano na lang negosyo mo
kung ikaw mag Proficient Businessman
masakit…”
This participant stated
P8: Kung wais ka kag that if you’re a wise and
pisan nga negosyante… strenuous businessman,
may posibilidad gid nga it’s possible that your
maglago gid negosyo business will prosper.
mo… dapat maghimo ka You should be able to
gid sang paraan nga… manage your own
kung paano mo bala… I business properly.
manage negosyo mo…
As shown in table 2, majority of the respondents showed that a
businessman should always have passion, perseverance, determination, and
hard work. As these things will certainly lead the business in prosperity.
Businessman is always affiliated with a lot of responsibilities; the daily
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operations, human resource, production, services, and the environment of
business must be properly managed. These things are not simple and easy to
handle, that is why a businessman should have a total commitment, affirmation
and devotion to his responsibilities and to his business.
Table 3 presents the summary of coping mechanisms or strategies that a
small enterprise owner used.
Table 3. Summary of the Coping Mechanisms or Strategies that a Small

Enterprise Owner Used.

STATEMENTS
P1: “So amo na, kung This participant stated Product Variance and
ano ang uso, dapat may that your business must Trends
ara ka man sina. Kung go with the trends. In a
ano mga uso sa mga business, like
motor (pointing to the motorcycle parts and
stocks), dapat ang mga accessories, you must
baligya mo may ara man have all the items that
sang amo na, para…dali are in trends so that your
ka lang maka kwan customers will patronize
sang tao. Dapat puno your products and
ang imo stocks, damo eventually, they will
ka sang mga… gamit become your loyal
para dali ka lang maka- customer. Your stocks
kuha sang tao. So… should be high quality
amo lang na…” and sufficient for the
demand of customers.
This participant stated Customer Friendly and

P2: “Kung sa ano eh… that you should be Lower Pricing
kung sa… price… kag customer friendly and
sa services ninyo… Kag lower the price of your
sa ano pagid eh… i- products compared to
anhon mo gid ang… abi- your competitors so that
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abihon mo gid ang mga you will attract more

customers mo (smiles a customers.
bit) kay para magbalik
sila… kag ano eh…
amiguhon mo gid sila…”
This participant stated Good Customer Service
P3: “Siyempre, good that you should be a and Lower Pricing
payer ka sa supplier, good payer to your
then mangutang ka sa suppliers, good
bangko para… may i- customer service and
sustain ka. Tapos, good lower pricing.
service and lower price.
Okay?”
P4: “Ahhh (looking up)… Product Availability,

Since motorparts siya This participant states Customer Friendly and
kailangan sabayan that a motorcycle Lower Pricing
siya… ang… ano… business should go with
tawag neto.. ang… the demand of the
demand sa… sa mga customers. You
motorcycle siguro… should’ve all the
especially sa mga accessories and motor
accessories dapat parts so that your
kompleto ka para hindi customers will not need
na magkadto sa iban to go to another store.
ang income… tapos… Also, being customer
siyempre… yung friendly and lower pricing
customers dapat can make your business
tratuhin ng maayos more profitable.
(pointing outside)… be
customer friendly
kumbaga… para maka-
attract ka sang damo pa
na customers… kag sa
business nga amo sini
more of ang price niya…
the more nga eh lower
mo ang price the more
nga pangita-on ka sang
mga tao… amo lang na
mahambal ko…”
Good Customer Service
P5: “Siguro ano… This participant stated
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uhmm… customer that good customer and Quality Product

service kag quality service and quality
products… amo gid man products are important in
na ang importante sa business.
negosyo… kag… ano
(pause to think)… kag…
amo lang to siguro…”
P6: “Oh... kinanglan This participant stated Customer Friendly and

buot-bout lang sa that you should be kind Quality Products
costumer…tapos... to your customers,
kinanglan limpyo ang always wear a smile on
imo nga... palibot ang... your face, maintain the
imo mga items para cleanliness of your
pagsulod sang costumer surroundings and make
ma satisfied sila sa sure that you offer good
cleanliness sang imo quality products to your
nga pwesto… tapos… customers.
ahh… Dapat always ka
ga smile..tapos dapat
gina sigurado mo nga…
good quality products
ang gina baligya mo…”
P7: “Siyempre, This participant stated Lower Pricing, Product

Kailangan mo panubuon that you need to lower Variety and Sufficiency
ang presyo sang imo your product’s price
baligya compared sa compared to your
mga kakompitensya mo competitors. You should
para ang customer sa also know how to sales
imo magbakal… Dapat talk or how to market
ikaw man nga ga your product so that the
baligya, kabalo ka man customer will be
mag sales talk… convinced to purchase
Ihambal mo tanan nga your product. The variety
benefits sinang gina- of products and
baligya mo para mas sufficiency also matter,
mahikayat mo pa ang as it attracts the eyes of
customer nga mag bakal the customers and they
sina. Dapat damo man are able to choose what
sila pilian… like sining they prefer to buy.
mga tiles (pointing to the
tiles) dapat damo sila
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pilian kag dapat damo

ka man sang stocks
para mag bakal sila
volume… sa imo nan a
nga diskarte as a
negosyante kung paano
mo i-market ang imo
mga baligya…”
This participant stated Customer Friendly and
P8: “mmm… kanang that you should be Lower Pricing
ginatawag gud nga customer friendly, knows
customer friendly ka, how to sales talk and
tapos nami ka lower pricing.
magbaligya… tapos
dapat I-observe mo ang
mga katupad mo nga
negosyo… ng… dapat…
siyempre… paano ka ka
income kung mahal imo
baligya… diba… so…
kailangan kabalo ka
man sa presyohanay…
amo lang na mahambal
ah… may ara pa?”
As shown in table 3, majority of the respondents showed that being
customer friendly, good customer service and lower pricing can make their
business more profitable. In business, the way you approach and treat your
customers, directly affect their impression and insights towards your business.
After all, customers bring money to the business and that’s the reason why you
need to value and give them the best you can offer. In terms of gaining more
profit, having a lower price compared to your competitors can greatly increase
your profit, as the customers always purchase those products that have lower
cost and good quality. That is why, offering lower price and good quality products
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are always considered in business, as it attracts and convinces the customers to
purchase products over other competitors with higher prices. Also, make sure
that your business provides many choices or selections by providing sufficient
stocks, product variation and availability.
CHAPTER V
SUMMARY AND INSIGHTS
This chapter presents the summary and insights of the study.
Summary
In business, it is unavoidable to have challenges or difficulties like the
instability of sales, because businesses have these so called “Pick Season”.
There will be times that their sales will increase, and there will also be
unfortunate times that it will decrease. This study investigates and presents the
coping strategies used by small enterprise to respond in the said difficulties.
This study evaluates the experiences, feelings and opinions of a certified
small enterprise owner through answering the following questions: What are the
challenges or difficulties encountered by a small enterprise owner? How did the
small enterprise owner survive in a formidable world of business despite these
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challenges or difficulties? And what are the common coping mechanisms or
strategies that a small enterprise owner used?
The researchers gathered the data through interviews with the small
enterprise owners to know their experiences throughout the operations of their
businesses. The researchers asked about their coping mechanisms or strategies
to improve and find ways to prosper their businesses. The results showed that
instability and sequential decadency of sales can highly affect the capability of
the small enterprise owner to pay debts to suppliers and other expenses. Their
common coping mechanisms were being customer friendly, having good quality
products and lower pricing, as these surely led their customers to patronize their
products.
Small enterprise owners who were having the difficulty with the instability
and sequential decadency of their sales usually affect their capability of paying
debts to suppliers consistently. Their coping strategies helped them to overcome
those difficulties and improved their ways of prospering their businesses.
Insights
The collection and analysis of data led the researchers to determine and
identify the coping strategies of small enterprise owners. Their experiences
throughout their journey of being business owners with full of responsibilities
affiliated to their duty not just an owner but a manager who should be shrewd
and skillfully gifted to operate their business properly and effectively.
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The instability of their sales was the reason why they were having a
difficulty in paying their debts to their suppliers, their obligation to pay taxes and
expenses. They were aiming to gain profit and to have higher sales so that they
can be able to pay consistently.
Internal dilemma or problem with the manpower or human resource in the
business can be also a difficulty especially when they were being abusive,
arrogant, unfriendly, lazy and many more unpleasant attitudes while they were
working. This problem affects the operation, services and impression of
customers towards their business. And this difficulty should be addressed and
resolved by the manager.
Small enterprise owners are known to be vulnerable to bigger competitors
but the truth is, they are not threatened by this. One of the reasons is, bigger
competitors cannot build a personal bond with its customers while small
enterprise owners can meet their customers personally and they are able to
know directly from their customers the improvements they can make in their
businesses.
A small enterprise owner, not being able to create a good relationship with
his people, can also be a difficulty to the business. A business owner itself,
cannot do all the roles in the business. Manpower is needed so that all the
functions can be done and everything must be put in place. That is why, you
should pick the most knowledgeable and skillful person to be your colleague so
that your business will function properly.
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Despite these difficulties, a small enterprise owner should optimistically
approach these as a motivation to improve his/her business. Choosing to involve
yourself in the world of business is already a big decision to make and needs full
commitment as it will be part of your daily life. Business supposedly cannot be
considered as a hobby in leisure time, as it requires full attention and focus from
a single person or more. Actually, businessmen assure that a business cannot
prosper with an uncommitted, undetermined and untrue businessman. A true
businessman has a passion, perseverance and determination to pursue the main
goal of his/her business.
Challenges and difficulties are unavoidable and inevitable even in
business, as these matters play an important role in developing and improving
the businesses. How can a businessman think of better ways to improve his/her
business without the challenges from his/her competitors, instability of sales,
internal defect, pricing, debts and many more? These are essential to come up
with solutions and to test the capabilities of the business owners if they are really
capable and sturdy enough to face all the upcoming difficult problems. Openness
for changes and realization can also help business owners to resolve and face all
these difficulties.
This study signifies that the awareness and knowledge this provide, will
help the small business owners or even the future businessmen and ABM
students, in general, to know how to respond and act in the midst of challenges
or difficulties they experience. Small enterprise owners facing unending
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difficulties will be motivated to make their businesses a way better than the
previous. Through this, each of us will be knowledgeable and aware of how
difficult but interesting the world of business is.
References
Abrugar, V. (2013). Small businesses in the Philippines. Retrieved from

https://businesstips.ph/small-business-in-the-philippines/
Cambridge Dictionary. Definition of survivor. Retrieved from

https://dictionary.cambridge.org/dictionary/english/survivor
Collins Dictionary. Definition of survivor. Retrieved from

https://www.decisionanalyst.com/whitepapers/smallcompanies/
Folkman, S. & Lazarus, R. (1984). Stress, appraisal, and coping. Retrieved from
http://www.academia.edu/37418588/_Richard_S._Lazarus_PhD_Susan_F
olkman_PhD_Stress_BookFi_
Galor, S. (2012). Defense mechanisms vs. coping. Retrieved from

https://drsharongalor.wordpress.com/2012/02/26/defense-mechanisms-vs-
coping/
Ingram, D. (2019). List and explain the characteristics of a small scale business.
Retrieved from https://smallbusiness.chron.com/definition-smallscale-
enterprise-17652.html.
Meriam-Webster. Definition of survivor. Retrieved from https://www.merriam-

webster.com/dictionary/survivor
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Sarokin, D. (2019). Definition of small-scale enterprise. Retrieved from

https://smallbusiness.chron.com/definition-smallscale-enterprise-
17652.html
Sincero, S. (2012). Stress and coping mechanisms. Retrieved from

11https://explorable.com/stress-and-coping-mechanisms
Thomas, J. (2003). Small business survival. Retrieved from

https://www.decisionanalyst.com/whitepapers/smallcompanies/
Webster's New World College Dictionary. Definition of Survivor. Retrieved

from https://www.yourdictionary.com/survivor
Weiten & Lloyd. (2005). The effectiveness of coping strategies used by

entrepreneurs and their impact on personal well-being and venture
performance. Retrieved from https://hrcak.srce.hr/file/93444
Wong, Yik & Kwong. (2006). The effectiveness of coping strategies used by
entrepreneurs and their impact on personal well-being and venture
performance. Retrieved from https://hrcak.srce.hr/file/93444
World Health Organization. (1998, July 11). Emergency Health Training

Programme for Africa. Retrieved from
http://apps.who.int/disasters/repo/5517.pdf
Zhao, J. (2014). Organizational Innovation and IT Governance in Emerging

Economies. Retrieved from https://books.google.com.ph/books?
id=Che5BgAAQBAJ&printsec=frontcover&dq=Organizational+Innovation+
and+IT+Governance+in+Emerging+Economies&hl=en&sa=X&ved=0ahUK
Ewj5gpCBpNPnAhWuBKYKHcGIDuYQ6AEIKDAA#v=onepage&q=Organi
zational%20Innovation%20and%20IT%20Governance%20in
%20Emerging%20Economies&f=false
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APPENDIX A
QUESTION SOURCE SOURCE SOURCE

Inquiry Chart SOURCE SOURCE
1 2 3 4 5
1. What is Coping Coping is Coping Coping Coping is
coping strategies the sum of mechanis enable the the pro
mechanism or mecha cognitive ms are individual cess of
? nisms are and ways to to attain managin
remedial behavioral which realistic taxing
actions efforts, external or goals by circumsta
that were which are internal using nces, ex
undertaken constantly stress is available pendin
by people changing, managed, resources efforts to
whose that aim to adapted to and past solve per
survival handle or act experienc sonal and
and particular upon. es while interpers
livelihood demands, Sincero, acting onal prob
are compro whether S. (2012) within lems,see
missed or internal or Retrieved society’s king to
threatened. external, from rules of master,m
World that are https://expl conduct. inimize,
Health viewed as orable.com (Haan, reduce/
Organizati taxing or /stress- 1977) tolerate
on demanding and- Galor, S. stress-in
Retrieved Lazarus & coping- (2012) duced by
from Folkman mechanis Retrieved unplea
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http://apps. (1984) ms from sant and

who.int/dis Retrieved https://drs stressful
asters/repo from harongalo situations
/5517.pdf https://expl r.wordpre . Weiten
orable.com ss.com/20 & Lloyd
/stress- 12/02/26/ (2005);
and- defense- Wong,
coping- mechanis Yik &
mechanis ms-vs- Kwong
ms coping/ (2006)
Retrieved
from
https://hr
cak.srce.
hr/file/93
444
2. What is Small A small Small- Small Small
Small enterprises business, scale businesse business
Enterprise? employ is one business s in the es/
smaller marked by revenue is Philippine enterpris
teams of a limited generally s can be es are
employees number of lower that defined independ
than employees companies according ently
companies and a that to the size owned
that limited flow operate on of assets, organizati
operate on of finances a larger size of ons that
larger and scale. equity require
scales. materials. Ingram, D. capital, less
Small Sarokin, (2019) and capital
enterprises D. (2019) Retrieved number of and less
most Retrieved from employee workforce
commonly from https://sma s. and less
rely on https://sma llbusiness. Abrugar, or no
single llbusiness. chron.com/ V. (2013) machiner
individuals chron.com/ list- Retrieved y.
or small definition- explain- from Retrieved
teams. smallscale- characteris https://bus from
Retrieved enterprise- tics-small- inesstips. https://w
from 17652.html scale- ph/small- ww.toppr.
https://sma business- businesse com/guid
llbusiness. 10472.html s-in-the- es/busine
chron.com/ philippine ss-
definition- s/ studies/s
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smallscale- mall-
enterprise- business/
17652.html meaning-
and-
nature-of-
small-
business/
3. What is A Spanish If you Small Survivor is Survivor
Sobrevivient term of describe s businesse a person is
es? Survivor omeone as s/ or thing someone
which a survivor, enterprises that who
means you approv survive not survives; could
Survivor is e of by specificall remain or
a person or the fact tha competing y, a continue
organizatio t they are head-on person to
n that able to with global who has function
continues carry on corporatio survived or
to exist, with their ns, but by an ordeal prosper
especially life even th pursuing or great despite
after ough they the market misfortune the trials,
suffering experience niches . A person hardships
difficulties. many diffic larger regarded , and
Cambridg ulties. operators as challenge
e Collins ignore. resilient or s he/she
Dictionary Dictionary Thomas, courageo may face.
Retrieved Retrieved J. (2003) us enough Meriam-
from from Retrieved to be able Webster
https://dicti https://ww from to Retrieved
onary.cam w.collinsdic https://ww overcome from
bridge.org/ tionary.co w.decision hardships, https://w
dictionary/ m/dictionar analyst.co misfortune ww.merri
english/sur y/english/s m/whitepa , and am-
vivor urvivor pers/small many webster.c
companies more om/dictio
/ trials/chall nary/survi
enges. vor
Webster’
s New
World
College
Dictionar
y
Retrieved
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from
https://ww
w.yourdict
ionary.co
m/survivor
APPENDIX B
Summary Data Collection Scheme
Source of Method of Data

Research Question Data Set
Data Data/ Tool Analysis
1. What are the Difficulties Small In-depth Thematic
challenges or faced by a enterprise interview Analysis
difficulties that a small small owners in
enterprise owner enterprise South
experienced? owner Cotabato
2. How did a small Means of Small In-depth Thematic

enterprise owner survival enterprise interview Analysis
survive in a formidable despite the owners in
world of business difficulties South
despite these Cotabato
challenges and
difficulties?
3. What are the coping The coping Small In-depth Thematic

mechanisms/strategie strategies of enterprise interview Analysis
s that a small small owners in
enterprise owner enterprise South
used? owner Cotabato
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APPENDIX C
Letter of Approval
January 24, 2020
GIOVANNI S. ESTARIS
Asst. SHS Principal II for Academics
Koronadal National Comprehensive High School
City of Koronadal
Sir:
Greetings!
One of the aims of the Department of Education under the K to 12 Curriculum is
to hone the skills and abilities of the students in conducting researches.
Consequently, we are currently conducting our research entitled
“Sobrevivientes: A Phenomenological Study of Small Enterprises” which
primarily aims to know what are the challenges or difficulties the small
enterprises encountered. Furthermore, we are asking your recommending
approval to conduct our study around the vicinity of Koronadal City.
We promise to take care of our responsibility and safety in accomplishing the

goal of our study.
Thank you so much for your time and we are looking forward to your favorable
response to this sincere appeal. God bless!
Abby Gail S. Sa-onoy Raylenn Fe S. Pagota

Researcher Researcher
Noted:
LEONIL Z. LUBATON ADONIS C. BAYRON

ABM Subject Group Head Practical Research 1 Tea
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Approved:
GIOVANNI S. ESTARIS
Asst. SHS Principal II for Academics
APPENDIX D
March 7, 2020
CERTIFICATION
This is to certify that the undersigned has reviewed and rechecked the
QUALITATIVE RESEARCH entitled “Sobrevivientes: A Phenomenological
Study of Small Enterprises” of Abby Gail S. Sa-onoy, Raylenn Fe S. Pagota,
Sheena S. Sim, and Adrian S. Sol, Senior High School (SHS) students of
KNCHS under the strand of Accountancy, Business and Management (ABM), as
to its syntax, semantics and other related requirements.
This certification is granted to meet the requirements for the

MANUSCRIPT FINAL PRINTING.
Issued this 7th day of March, 2020 at Koronadal National Comprehensive

High School (KNCHS), Rizal Street, Zone IV, City of Koronadal, Province of
South Cotabato.
Mrs. Ninfa V. Estabillo

Critic Reader
Retired English Teacher and

Supervising Administrative Officer / PIO IV
Provincial Information Officer
Editor-in-Chief, So. Cot. Informant
39
Office of the Governor, So. Cot. 1994 to 2014
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APPENDIX E
RAW DATA
SMALL ENTERPRISE OWNER 1
Researcher: Good afternoon, Sir. Mag-conduct lang kami sang research Sir,
about sa mga small enterprises and mag-ask lang kami some questions about sa
mga challenges or difficulties nga na-experience niyo. Kag ano nga mga
strategies ang ginahimo niyo para mas mapa-dugay pa ang inyo negosyo.
Researcher: So… pila na gani ka years ning negosyo niyo Sir?
P1: Ah, 5 years.
Researcher: Sa 5 years niyo Sir, so far, ano na ang na-experience niyo nga mga
difficulties or challenges diri sa inyo negosyo?
P1: Ang number 1… utang (increased the volume of voice)… amo bi na, kay
siyempre baydan mo gid. Amo na… ang number 2… ang mga…tawag sina?...
ng (scratches the back of his head)… ano na ng… ano na tawag... tung…
seasonal lang bala haw. Seasonal-seasonal lang. Kung kis-a kusog, kung kis-a
hina. Amo na ang mga challenges.
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Researcher: Sir, ano sa tingin niyo ang rason nga naka-survive kamo sa 5 years
niyo nga naga-operate despite sining mga challenges nga ni?
P1: Ummm…Tiyaga eh (toothy smile). Dapat palangga mo ang imo negosyo.
Kay kung hindi mo na pag palanggaon… palanggaon mo gid dapat. Tapos…
diskarte.
Researcher: Ah… So Sir, ano ang mga coping mechanisms or strategies ang
ginagamit niyo para ma-solusyonan niyo ang mga problema nga ni kag mas
mapa-dugay pa ang inyo negosyo?
P1: So amo na, kung ano ang uso, dapat may ara ka man sina. Kung ano mga
uso sa mga motor (pointing to the stocks), dapat ang mga baligya mo may ara
man sang amo na, para…dali ka lang maka kwan sang tao. Dapat puno ang imo
stocks, damo ka sang mga… gamit para dali ka lang maka-kuha sang tao. So…
amo lang na.
Researcher: Thank you gid Sir... Salamat sa time and God bless.
Researcher: Good afternoon gid Sir. Mag-conduct lang kami sang research
namon Sir about sa operations sang mga small enterprise. Ano lang gani name
mo Sir?...
P2: …Jo lng. Jo.
Researcher: Sir Jo. Tapos pila edad?
P2: Ahmm… 44 (increased the intensity of voice) 44.
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Researcher: Ah… pila na ka years ning negosyo niyo di Sir?
P2: Mmm… Mga 19…86, 1986 pa nag-umpisa. (Nagkuha calculator kag nag
compute) Mga 34 years na ah.
Researcher: Ahh… Dugay naman gid ba. Sa kadugayon sang years nga pag-
manage mo di Sir, ano nga mga pagsubok or difficulties ang na encounter nyo
diri?
P2: Sa ano…sa sales, sa paglagas sang mga balaydan bala. Halimbawa nag-
order ka, kung magpigado ang imo nga sales ti… mabudlayan ka gid maglagas.
Researcher: Uh… Amo gid man na Sir no. So what do you think Sir, ang reason
or paano kamo naka-survive despite these challenges and difficulties nga until
now ma-encounter niyo giyapon?
P2: Uhmm… basta gani gusto mo ang gina-obra mo… wala ka sina complain.
Wala ka ga surrender maskin gaano kabudlay ang ma… experience mo…
Mapangitaan man na sang pamaagi ang mga kabudlayan sa negosyo basta…
dapat madiskarte kag may tiyaga ka lang. Amo man na ang importante.
Researcher: Tama gid Sir, dapat kung… ano… kung negosyante ka, dapat
madiskarte ka gid kag may perseverance… last question Sir, uhmm… ano tung
mga strategies nga sa tingin niyo effective siya… like coping mechanisms or
strategies nga gin-gamit niyo bala Sir para mas mapa-dugay pa ang inyo
negosyo?
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P2: Kung sa ano eh… kung sa… price… kag sa services ninyo… Kag sa ano
pagid eh… i-anhon mo gid ang… abi-abihon mo gid ang mga customers mo
(smiles a bit) kay para magbalik sila… kag ano eh… amiguhon mo gid sila…
Researcher: Yes, that’s right gid Sir. Sige Sir, amo lang to siya… Salamat gid
sang madamo, and God bless…
SMALL ENTERRISE OWNER 3
Researcher: Good afternoon Sir, pwede ka namon ma interview Sir, about diri sa
negosyo niyo? Mangayo lang kami gamay sang time niyo Sir to ask some
questions.
P3: Uhmm… Pila ka questions na haw?
Researcher: Mmm… Tatlo lang Sir pero may mga follow up questions lang kami.
P3: Ahh.. Sige.
Researcher: Ano lang gani pangalan mo Sir?... Kag pila edad?
P3: Fredy ah… 52 years old.
Researcher: Sir Fredy, mga pila na gani kamo di ka years Sir?
P3: 10 years.
Researcher: Sa 10 years niyo Sir… Ano nga mga challenges or difficulties ang
na-experience niyo na diri sa inyo negosyo?
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P3: Sa ano eh… Sa financial… sa pag-apas sang mga baraydan… kay diba
siyempre sa negosyo… hindi gid na yah maiwasan ang utang. Lalo na sa times
nga hina ang sales… daw gina-kulang man kung kis-a sa financial… Pero
kailangan gid magbayad…
Researcher: Amo gid Sir… uhmm… sa tingin niyo Sir, what’s the reason kung
ngaa naka-survive kamo sa 10 years and by God’s grace mag beyond pa da?
P3: Siyempre… kapag negosyante ka… dapat kay hardworking ka nga
negosyante. Hindi mo gid idula ang tiyaga sa pagpadalagan sang negosyo. Kung
gusto mo income nga dako (increased the volume of voice)… dapat pagsikapan
mo na.
Researcher: Tama gid Sir. About naman Sir sa coping mechanisms or strategies
nga ginahimo niyo Sir, para ma-solusyonan ning mga problema kag para mas
mapa-dugay pa ang inyo negosyo?
P3: Siyempre, good payer ka sa supplier, then mangutang ka sa bangko para…
may i-sustain ka. Tapos, good service and lower price. Okay?
Researcher: Okay Sir, salamat gid sa time Sir. God bless.
Researcher: Good afternoon Sir, is it okay Sir na mag-interview kami sa imo for
our research about small enterprises Sir? We just have a few questions Sir…
ano lang gani name, Sir?...
P4: Okay ah, Riel lang.
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Researcher: Sir Riel, how long na ning inyo negosyo?
P4: Ahmm… mga almost 6 years na.
Reseacher: Then Sir ahmm... sa almost 6 years niyo di, ano ang mga… like
mga.. challenges or difficulties nga… na experience niyo na ?(eye contact to the
interviewee)
P4: So far... sa business abi (smiles while talking) hindi mo man ma maintain
(hand gestures) ang sales nga gina target mo, may mga pick…ahh...even in a
months may mga certain days nga kusog ang sales may ara man nga
hindi..ahhh..(thinking) I think… I think ang analysis ko dira is base ni siya sa
period of salary nga ma receive sang motorcycle parts owners especially
(pointing the table) sa 15 and 30 medyo pick season na siya… in between sina
medyo hina na.
Researcher: Alright Sir, then what do you think… can or could be… the reason
why naka survive kamo for almost 6 years… and until now naga gain gyapon
kamo profit despite these difficulties?
P4: I think… Perseverance kag dapat wise ka man nga businessman.
Researcher: Ahmm…sa (circling hand) sa tingin niyo Sir, ano ang pwede niyo pa
nga mahimo or strategies para magdugay pa inyo nga negosyo?
P4: Ahhh (looking up)… Since motorparts siya kailangan sabayan siya… ang…
ano… tawag neto.. ang… demand sa… sa mga motorcycle siguro… especially
sa mga accessories dapat kompleto ka para hindi na magkadto sa iban ang
income… tapos… siyempre… yung customers dapat tratuhin ng maayos
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(pointing outside)… be customer friendly kumbaga… para maka-attract ka sang
damo pa na customers… kag sa business nga amo sini more of ang price niya…
the more nga eh lower mo ang price the more nga pangita-on ka sang mga tao…
So far… amo lang na mahambal ko…
Researcher: Thank you gid Sir… we hope nga… nga mag-prosper pa inyo
negosyo… Thank you gid Sir…
P4: Ah… No problem… Eskwela lang gid kamo tarong…
Researcher: Opo. Salamat gid Sir.
Researcher: Good afternoon Ma’am, pwede kami mag-ask some questions lang
Ma’am about sa negosyo niyo?... Ikaw Ma’am ang in-charge sa daily operations
diri so… ano ang mga like… challenges or difficulties nga na encounter niyo na
so far?...
P5: Ano lang man na siya abi nang… sa 15 years ko diri abi nang…kumbaga
nang…ning negosyo nga ni abi, seasonal siya kumbaga… may ara times nga
hina ang sales. Pero most of the times kay kusog man kay kompleto man ang
accessories… everyday may kita man… Dapat abi taas pirmi ang sales kay para
diba… ma… ano ni… makabayad sa utang sa suppliers…
Researcher: Yes Ma’am, so what do you think Ma’am… paano kamo naka-
survive for more than 15 years despite sining mga difficulties nga ni?
46
Region XII
SCHOOL
City of Koronadal
P5: Siguro… sa… patience, tiyaga… mag-tiyaga ka gid kay sa negosyo abi
kailangan mo gid pagtuonan sang pansin ang mga bagay-bagay. Like... sa
mga… mekaniko… oo… sa mga mekaniko mo, dapat maayo gid ang… ang
serbisyo bala haw… sa customers….
Reseacher: Okay po Ma’am… So ahh… ano ang inyo nga strategies nga gina
himo diri sa…. ahhh…negosyo niyo nga para mas ma padugay pa kag maka-
gain pa sang more profit ang inyo nga negosyo?
P5: Siguro ano… uhmm… customer service kag quality products… amo gid man
na ang importante sa negosyo… kag… ano… kag… amo lang to siguro…
Researcher: Ah, okay Ma’am… Thank you gid sa time and pag entertain sa
amon Ma’am. Thank you…
Reseacher: Once again good morning Sir, Ano ang mga difficulties or mga
nabudlayan sa pagmanage sa negosyo mo?
P6: Ano… kapag wala customer… Sa mga tauhan ko, puro lang internet… tapos
hindi kabalo mang-limpyo…tapos dagko ila sweldo… amo lang na.
Reseacher: Ah… Sir, paano kamo naka-survive despite sa mga difficulties and
challenges nga ni?
P6: Kwan eh… dapat… pursigido ka gid sa negosyo mo. Dapat prangkahon mo
ang mga empleyado mo nga mag… obra gid sang tarung… kay gina sweldohan
47
Region XII
SCHOOL
City of Koronadal
man sila tarung… kag dapat… may ara ka man… tiyaga… kay kung may tiyaga,
may nilaga (smile and laugh)…
Researcher: (laugh as well) Tama ka gid Sir, and Sir, ano ang mga strategies
ang gina-himo niyo para mas mapalago pa ang inyo negosyo?
P6: Oh... kinanglan buot-bout lang sa costumer…tapos... kinanglan limpyo ang
imo nga... palibot ang... imo mga items para pagsulod sang costumer ma
satisfied sila sa cleanliness sang imo nga pwesto… tapos… ahh… Dapat always
ka ga smile..tapos dapat gina sigurado mo nga… good quality products ang gina
baligya mo…
Researcher: Ah… Alright Sir, Thank you gid. And God bless…
Researcher: Good afternoon Sir, pwede kami mag-conduct sang research Sir
about sa mga small enterprises? Mag-ask lang ko some questions Sir. Ano lang
gani name and age mo Sir?
P7: Jorry lang ah, 49 years old.
Researcher: Ah.. Sir Jorry, pila na gani ka years ning inyo negosyo?
P7: Ah… Mag 20 years na…
Researcher: Ah, okay… So sa 20 years niyo Sir, ano nga mga challenges or
difficulties ang na experience niyo as an owner?
P7: Ako abi, as a hands-on owner, ako gid naga tracking or naga kuha sang mga
stocks… like sa Cebu, Davao or Gensan. May times nga hina ang sales namon
48
Region XII
SCHOOL
City of Koronadal
tapos magsabay pagid ang mga baraydan like… ng… sa BIR na tax, renta sining
pwesto kag mga utang pa na stocks…
Researcher: Ah okay Sir, so what do you think is the reason why nga naka-
survive ning business niyo for how many years?
P7: Siyempre… kung owner ka, dapat pisan ka gid. Deteminasyon, tiyaga…
pagsumikap mo bala haw… kay siyempre kung ikaw owner, ikaw ga manage sa
negosyo mo, imo na responsibilidad nga mapalago kag dapat kabalo ka gid
mangita diskarte para masolbar mo ang mga pagsubok nga ma agyan sang
negosyo mo… tapos dapat… kusog man resistensya mo eh, ma anon a lang
negosyo mo kung ikaw mag masakit…
Researcher: Ay… tama ka gid da Sir… Importante gid na… And last question
Sir, ano ang mga coping mechanisms or strategies ang ginahimo niyo para mas
mapa-prosper niyo pa ang inyo negosyo kag… ng… mas mag dugay pa inyo
negosyo? Kag maka gain pa sang more profit?
P7: Siyempre, Kailangan mo panubuon ang presyo sang imo baligya compared
sa mga kakompitensya mo para ang customer sa imo magbakal… Dapat ikaw
man nga ga baligya, kabalo ka man mag sales talk… Ihambal mo tanan nga
benefits sinang gina-baligya mo para mas mahikayat mo pa ang customer nga
mag bakal sina. Dapat damo man sila pilian… like sining mga tiles (pointing to
the tiles) dapat damo sila pilian kag dapat damo ka man sang stocks para mag
bakal sila volume… sa imo nan a nga diskarte as a negosyante kung paano mo
i-market ang imo mga baligya…
49
Region XII
SCHOOL
City of Koronadal
Researcher: Damo gid kami matun-an sa imo Sir (smile), Salamat gid sa oras
kag pagsabat sang amon mga pamangkot... Hope namon nga mas mag dugay
kag maglago pagid imo negosyo Sir (handshakes). God bless… Salamat gid
sang madamo.
P7: You’re welcome ah. Basta para sa grades niyo na. Parte gid na sang pag-
eskwela.
Researcher: Gani man Sir. Para sa kinabukasan.
Researcher: Good afternoon gid Sir, pwede ka namon ma-interview Sir about diri
sa operations sang inyo negosyo? May gamay lang kami nga questions Sir…
Dali lang man ni siya Sir.
P8: Para sa ano na siya haw?...
Researcher: Para bi ni siya sa Research nga gina conduct namon Sir about
small enterprises…
P8: Aw ah… Sige… Dali lang man bala na?...
Researcher: Dali lang ni siya Sir, so first question Sir… ay… Pila na gani ni ka
years ang inyo negosyo Sir ah?
P8: Mmm… Mga… 8 years and…. 1 month naman…
50
Region XII
SCHOOL
City of Koronadal
Researcher: Ah okay, So sa 8 years niyo Sir nga pag handle sang negosyo. So
far ano nga mga challenges or difficulties na ang na encounter niyo?
P8: Sa sales eh, hindi bi… ng… hindi gid maiwasan nga hina ang sales kay…
ang negosyo abi… like ning sa amon… kay… ng pa weather-weather man bala
haw. Hindi mana pirmi maglampas 50k ang amon sales. Kung kis-a hina gid
siya… daw mga 10k plus lang… Ti mayad kung ang stocks mo hindi utang…
kailangan mo pa na baydan sa suppliers mo kay sukton ka gid na nila…
Researcher: Ah, So ano sa tingin niyo sir ang reason kung ngaa naka-abot kamo
8 years and sobra pa?... Like… Naka-survive kamo despite sining mga
challenges nga ni?
P8: Kung wais ka kag pisan nga negosyante… may posibilidad gid nga maglago
gid negosyo mo… dapat maghimo ka gid sang paraan nga… kung paano mo
bala… I manage negosyo mo…
Researcher: Daw kumbaga Sir, dapat bright ka gid nga negosyante no, so Sir…
ano nga mga coping mechanisms or strategies ang mga gin-gamit or ginhimo
niyo para mas mag-prosper pa ang inyo negosyo?
P8: mmm… kanang ginatawag gud nga customer friendly ka, tapos nami ka
magbaligya… tapos dapat I-observe mo ang mga katupad mo nga negosyo…
ng… dapat… siyempre… paano ka ka income kung mahal imo baigya… diba…
so… kailangan kabalo ka man sa presyohanay… amo lang na mahambal ah…
may ara pa?
Researcher: Okay Sir, wala na… Salamat gid Sir… God bless…
51
Region XII
SCHOOL
City of Koronadal
CURRICULUM VITAE
Name: Abby Gail Sierra Sa-onoy
Age: 17 years of age
Address: Purok Bayanihan, Barangay Sto. Nino,
Koronadal City, Philippines
Birthdate: January 5, 2003
Place of Birth: South Cotabato Provincial Hospital
Email: abbygailsaonoy123@gmail.com
Contact Number: 09127383010
52
Region XII
SCHOOL
City of Koronadal
Citizenship: Filipino
Gender: Female
EDUCATIONAL BACKGROUND
Elementary: Koronadal Central Elementary School 1
High School: Koronadal National Comprehensive High School
Senior High School: Koronadal National Comprehensive High School
Track: Academic (Accountancy, Business and Management)
Name: Raylenn Fe Solomenio Pagota
Address: Purok Malipayon, Barrio 2,
Barangay Sto. Nino, Koronadal City
Birthdate: December 15, 2002
Place of Birth: South Cotabato Provincial Hospital
Email: raylennfepagota@gmail.com
53
Region XII
SCHOOL
City of Koronadal
Gender: Female
Elementary: Osita Elementary School, (1-3)
Koronadal Southern Elementary School, (4-6)
Name: Sheena Santander Sim
Address: Purok Tony Ko, Barangay Zone III,
Birthdate: June 17, 2003
Place of Birth: Barangay Zone III Health Center
Email: sheenasim06@gmail.com
54
Region XII
SCHOOL
City of Koronadal
Gender: Female
Elementary: Marbel 6 Elementary School
High School: Conception National High School
Name: Adrian Sorongon Sol
Address: Purok Tagumpay, Barangay GPS,
Birthdate: July 1, 2002
Place of Birth: Brgy. GPS, Koronadal City
Email: soladrian04@gmail.com
55
Region XII
SCHOOL
City of Koronadal
Gender: Female
Elementary: Siodina Elementary School
56

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Department of Education

Republic of the Philippines

Background of the Study

inventor of the mass production factory. Focusing on your competition added no

achieving your goals, mission, and vision. Focus on making your organization,

rank in the marketplace.

A Small enterprise faces a list of struggles every day just to stay in

find themselves working hard to generate revenue and make a profit.

According to Yitzhaki (2006), Small enterprises contribute in developing a

progressive nation as they play a very important role in enriching accelerated

economic growth, development, and stability within several economies.

Organisation for Economic Co-operation and Development (2000) stated

world and play tremendous roles in employment generation, provision of goods

and services, creating a better standard of living, as well as immensely

contributing to the Gross Domestic Products (GDP) of many countries.

According to Al-shaikah (1998), Over the last few decades, the

contributions of small enterprises sector, the development of the largest

that small enterprises were only "miniature versions" of larger companies.

According to EntrePinoys (2015), Possibly one of the biggest problems

the customer such as better customer service.

different strategies they formulated and applied to the undeniably difficult

challenges they faced. As they go through with these challenges, the

coped with their problems.

Statement of the Problems

mechanisms of small enterprise owners in the area of Koronadal City.

Specifically, it answered the following questions:

1. What are the challenges that a small enterprise owner experienced?

2. How did a small enterprise owner survive in a formidable world of business

despite these challenges and difficulties?

3. What are the coping mechanisms/strategies that a small enterprise owner

Significance of the Study

In today's business world, escalating numbers of small enterprises were

shortfall or deficit in financial aspect because of nearby larger companies.

competitors near them.

This study is significant to everyone who is interested in business,

understanding of the challenges and coping mechanisms of small enterprises in

the business world.

The success of this study will give a further understanding of other

researchers about the hardships of small enterprises and to provide them

sufficient data for their further research.

Scope and Delimitation of the Study

This study focused on the evaluation of the coping mechanisms or

strategies of small enterprise owners. Specifically, it focused on the following

Coping strategies that a small enterprise owner used, challenges and

difficulties that a small enterprise experienced, and how a small enterprise

survived despite these said challenges and difficulties. Respondents that we

The researchers limited their respondents with at least 8 subjects and

must be a small enterprise owner for more than 5 years.

REVIEW OF RELATED LITERATURE

related to the coping mechanisms of small enterprises. This section aimed to

important terms used in this study.

According to World Health Organization (1998), Coping strategies or

mechanisms are remedial actions that were undertaken by people whose

survival and livelihood are compromised or threatened. It means that when a

person is facing a certain problem that can be a reason of his/her downfall,

products. In conclusion, the small enterprise owner used a strategy or coping

mechanism, specifically by lessening his product's cost to attract more customers

and eventually increased his profit.

According to Lazarus and Folkman (1984), coping is the sum of cognitive

particular demands, whether internal or external, that are viewed as taxing or

demanding. Simply put, coping is an activity we do to seek and apply solutions to

stressful situations or problems that emerge because of our stressors.