Impact of Covid 19 Pandemic Factors Affecting Micro Enterprises in Deciding Whether To Shift Strategies or

COLLEGE OF BUSINESS AND ENTREPRENEURIAL TECHNOLOGY
DEPARTMENT OF ACCOUNTANCY
DEDEVELOPMENT
IMPACT OF COVID-19 PANDEMIC: FACTORS AFFECTING MICRO-
ENTERPRISES IN DECIDING WHETHER TO SHIFT STRATEGIES OR
HALT OPERATIONS IN NORTH SIGNAL VILLAGE, TAGUIG CITY
An Undergraduate Thesis
Presented to the Faculty of the
College of Business and Entrepreneurial Technology
RIZAL TECHNOLOGICAL UNIVERSITY
Mandaluyong City
In Partial Fulfillment of the Requirements for the Degree

Bachelor of Science in Accountancy
by
Ibahuran, Patricia Nicole
Lugtu, Audrey Gaile M.
Ruaza, Trisha Mae B.
Santos, Deseree Kyla Dc.
Toralde, Ma. Kristine E.
May 2021
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APPROVAL SHEET
This thesis entitled, “IMPACT OF COVID-19 PANDEMIC: FACTORS
AFFECTING MICRO-ENTERPRISES IN DECIDING WHETHER TO SHIFT
STRATEGIES OR HALT OPERATIONS IN NORTH SIGNAL VILLAGE,
TAGUIG CITY”, prepared and submitted by Patricia Nicole Ibahuran, Audrey
Gaile M. Lugtu, Trisha Mae B. Ruaza, Deseree Kyla DC. Santos, and Ma.
Kristine E. Toralde, in partial fulfilment of the requirements for the degree,
Bachelor of Science in Accountancy, has been examined and accepted.
PROF. ROME SHERIFF O. MONTOYA

Date Adviser
PANEL OF EXAMINERS
Approved by the Oral Examination Committee with a grade of _______,
on June 5, 2021.
Chairman
Member Member
Accepted in partial fulfilment of the requirements for the degree, Bachelor
of Science in Accountancy.
DR. LEONILA CRISOSTOMO

Dean, College of Business and
Entrepreneurial Technology
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ACKNOWLEDGMENTS
We would like to express our deepest gratitude to the persons who in one
way or another have contributed to the realization of this study.
First of foremost, we would like to thank God for the knowledge and
strength He has bestowed upon us to be able put this endeavor into a
realization.
To our family, we can barely find the words to express our gratitude for all
the love and support you have given us. We wouldn’t have done it without you.
To our research adviser, Mr. Rome Sheriff G. Montoya for his expertise,
consistent guidance and time that helped us bring this study into success.
Thank you for your constructive comments and suggestions.
To the authors whose journals and articles have showed in depth
understanding of the concepts of our paper.
And to everyone else, who has reached out their hands during this
research journey - directly or indirectly.
Thank you so much everyone.

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ABSTRACT
This study mainly dealt on the factors that affect the micro-enterprise
owners' decisions on whether to change their strategies or halt operation
during the COVID-19 pandemic. Moreover, it sought to analyze how the micro-
enterprise business owners manage their business during the pandemic. A
descriptive case study research design was used where purposive sampling
method was conducted. Further, web-based interviews were done among six
(6) micro-enterprise owners in North Signal Village, Taguig City for the
qualitative data.
Based on the findings of the study, CoVID-19 pandemic has evidently
affected the decision making of micro-business owners towards the
operations of the business. Due to the challenges brought by the pandemic,
it is therefore very important for business owners to be flexible, strategic, and
optimistic in managing their businesses. It is important to look into
opportunities amidst the challenging situation to keep the business growing.
Further, it is recommended for future entrepreneurs to analyse and
assess the profitability of the micro-enterprise. Set multiple back up plans for
the business. Plan its response to community quarantines such as ECQ,
MECQ, and GCQ to counter its effect to the business and do the same to
other potential threats to the business.

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TABLE OF CONTENTS
TITLE PAGE
APPROVAL SHEET
ACKNOWLEDGEMENTS
ABSTRACT
TABLE OF CONTENTS
CHAPTER
I. The Problem and Its Background
Introduction……………………………………………………. ….1
Background of the Study....………………………………………2
Statement of the Problem………………………………………...4
Hypothesis of the Study……………………………………… ….4
Assumptions of the Study………………………………………...5
Significance of the Study………………………………………… 5
Scope and Delimitation……………………………………………6
Definition of Terms………………………………………………...7
II. Review of Related Literature
Local Literature
How will small businesses survive in the crisis? ...............8

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COVID-19’s impact on MSMEs: What to brace for and how to
cope…………………………………………………………...10
The Impact of The Coronavirus (COVID-19) On Businesses in the
Philippines…………………………………………………….12
Foreign Literature
Effects of COVID-19 on business and research………….13
Impact of COVID-19 pandemic on micro, small, and medium-sized
Enterprises operating in Pakistan………………………….14
COVID-19 and the importance of space in entrepreneurship
research and policy………………………………………….16
A commentary on the impacts of ‘Great Lockdown’ and its
aftermath on scaling firms: What are the implications for
entrepreneurial research?.................................................17
COVID-19: How to ensure Business Continuity and Manage
Risks? ……………………………………...….……………...18
Local Studies
The Covid-19 Impact on Philippine Business Key Findings from
The Enterprise Survey………………………………………20
Impact of COVID-19 pandemic on micro, small, and medium
enterprises (MSMEs): The Philippines report…………….21

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Foreign Studies
The Impact of Covid-19 Pandemic Crisis on Micro-Enterprises:
Entrepreneurs’ Perspective on Business Continuity and Recovery
Strategy……………………………………………………….23
Crisis Management for Small Business during the COVID-19
Outbreak: Survival, Resilience and Renewal Strategies of Firms in
Macau………………………………………………………...24
Impact of COVID-19 on micro, small, and medium businesses in
Uganda……………………………………………………….25
Impact of Covid - 19 Pandemic on Micro, Small and Medium
Businesses in Nigeria: What are the Ways of Minimizing the
Impact? ………………………………………………………27
Relevance of Literature and Studies to Present Study……....28
III. Methodology
Research Design…………………………………………………30
Population and Study Sample………………………….............31
Research Methodology……………………………………….....31
Research Instruments…………………………….....................32
Data Gathering Procedures…………......................................32
Qualitative Analysis of Data…………………………................33
Ethical Procedures and Considerations………………............33

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IV. Presentation, Analysis, and Interpretation of Data
List of themes………………………………………………………35
Description of the respondents………………………………......36
Results and Analysis of the Qualitative Data………………......38
V. Summary, Conclusions, and Recommendations
Summary………………………………………………………......54
Conclusions………………………………………………….........57
Recommendations……………………………………………......57
REFERENCES……………………………………………………………59
APPENDICES
Appendix A Letter to Respondents...……………………………...64
Appendix B Interview Guide Questions…………………...……...65
Appendix C Transcriptions……………………....…………....…...67
Appendix D Certification from Grammarian................................86
CURRICULUM VITAE…………………………………………………..87
List of Figure
Figure
1 Conceptual Framework.....................................................3
DEPARTMENT OF ACCOUNTANCY PAGE 1
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CHAPTER I
THE PROBLEM AND ITS BACKGROUND
Introduction
The coronavirus disease (COVID-19) pandemic has brought challenges to
various sector in the economy including businesses particularly to the
performances and financial status of the microenterprises especially when the
community quarantines are implemented. It has been a year since the
nationwide lockdown began that has also profoundly affected people's lives.
Many were laid off from their work, big and small scale enterprises shut down,
limited transportation – these are only few of the impact of the pandemic
among the people which until now has not been given resolution from the
government.
Many businesses suffer financial struggle which resulted to reduction of
operational costs and modification of the operations based on available
resources. Local restrictions have forced enterprises to reduce operation hours
or decide to close their business temporarily.
These scenario has severely affected the Philippine’s economy wherein
the country suffered a recession after a decline of 16.5 percent recorded in the
Gross Domestic Product of the Philippine economy.

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Within this context, the purpose of the study is to know the challenges
that microenterprises face and how do business owners adjust and adapt with
the new normal setting. This study also sought to identify the deterring factors
that potentially affect their businesses and what ways did they develop to
overcome these in response to the challenges brought by the pandemic.
Background of the Study
Microenterprise is also known as micro business which refers to a small
business that usually operates with a small amount of capital and employs
only less than ten (10) people. According to the Senate of Economic Planning
Office, as of 2010, there were a total of 777,687 business enterprises in the
Philippines. About 91.6 percent (709,899) of the total number of Micro, Small,
and Medium-sized Enterprises (MSMEs) are Microenterprises. Overall, with
384,746 business enterprises, 49.7 percent of MSMEs are engaged in
wholesale/retail trade and maintenance services.
It can be argued that the micro, small, and medium-sized enterprises
(MSMEs) are the primary victims of the COVID-19 outbreak because, in
comparison to large enterprises, MSMEs typically lack sufficient resources,
especially financial and operational, and are unprepared for uncertainties that
are likely to last longer than anticipated.
Hence, this study was conducted.

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Conceptual Framework
The study employed the input-process-output model which illustrate the
structure of the information processing. Inputs show the different internal and
external factors that may affect the business and business owner’s decision
in deciding to shift strategies or halting operations. The information were
gathered through a survey and web-based interview. The impact of the
pandemic and the factors affecting the micro-enterprises in deciding whether
to shift strategies or halt operations serve as the output of the study.
INPUT OUTPUT
PROCESS
➢ Factors affecting the ➢ Impact of Covid-
micro-enterprises 19 Pandemic:
➢ Internal and External Factors Affecting
Factors: Qualitative Data
Collection Micro-
Internal Factors
Enterprises in
o Money or ➢ Gathering
Resources Deciding
of Data Whether to Shift
o No. of employees
o Open- Strategies or
and working hours
ended Halt Operations
External Factors
o Demand and Supply questions in North Signal
o Strict government o Web-based Village, Taguig
quarantine Interview City
protocols
Figure 1. Conceptual Framework

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Statement of the Problem
This study aimed to determine the impact of CoVID-19 pandemic and the
factors affecting micro-enterprises in deciding whether to shift strategy or halt
operations. Further, it specifically sought answers to the following questions:
1. What are the internal and external factors that affect the business
operations?
2. What did the business owners do to cope up with the sudden disruptive
situation which is the CoVID-19 pandemic?
2.1 What are the effects on the performance of business when
business owners decide to shift strategy?
2.2 What are the business owners’ considerations to be able to cope
up with the changes due to the pandemic?
3. What is the importance of learning the impacts of disruptive situation
such as the CoVID-19 pandemic to decisions of the business owners
in shifting strategies or halting operations?
Hypothesis of the Study
1. The CoVID-19 pandemic does not affect the decision making of micro-
business owners to the operations of the business.

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Assumptions of the Study
In conducting this study, the following assumptions were made.
1. COVID-19 led business owners to lay off employees.
2. Microbusinesses are experiencing fewer customers, and less income
that cause or lead to the decision of the owners of businesses to shift
strategies or stop the operation.
3. Some microbusiness decided to use the help of technology in shifting
their strategy to fit in with the current situation.
4. Micro-enterprise owners are having a difficult time making decisions
about their operations whilst considering both internal and external
factors.
Significance of the Study
The study was made beneficial to the following:
Microenterprise owners – The results of this study may help the micro-
enterprise owners to determine what factors they must consider in order
to come up with better decisions. This study will also provide
microbusiness owners reliable information that will help them to develop
strategies and procedures in case another pandemic arises.
Future Business Owners – The result of the study may help the people
who want to start a business amidst the pandemic with the information
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provided so that they will be able to know what should be taken into
consideration before they put up a business.
Consumers/customers – The results of the study may help consumers to
be aware of the possible changes made by microenterprises that may
affect the price and quality of the goods or services that they offer and
why they decide to shift strategies or halt operations during the
pandemic.
Other/future researchers – The findings of the study may serve as a
reference material and a guide for future researchers who wish to
conduct similar study.
Scope and Delimitation
This study is mainly focused on how the pandemic impacted micro-
enterprises. Particularly, how the business owners adjust to the new normal
setting in terms of decision-making, strategies implemented, and factors
considered.The study was conducted at North Signal Village, Taguig City
which focused only on business owners of merchandising and service micro-
business. However, this research do not represent the whole population of
micro-enterprises and micro-business owners.

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Definition of Terms
COVID 19 Pandemic - defined as illness caused by a novel coronavirus now
called severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2;
formerly called 2019-nCoV), which was first identified amid an outbreak
of respiratory illness cases in Wuhan City, Hubei Province, China.
Halting - a temporary or permanent stop.
Micro- Enterprises – a business with small amount of capital and resources
that employs a few numbers of employees.
Strategy - an action that helps businesses achieve specific goals.

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CHAPTER II
REVIEW OF RELATED LITERATURE
This chapter comprises a summary of related literature and studies on
both foreign and local which were reviewed by the researchers.
Local Literature
How will small businesses survive in this crisis?
The CoVID-19 outbreak has hit local businesses hard. Social enterprises
in the country are also suffering from the slowdown in business caused by the
ongoing health crisis. According to Macasaet, the executive director of the
Foundation for a Sustainable Society, Inc., in a CNN broadcast, more than half
of its partners all over the country either had to fully or partially stop operations
due to low revenues as a result of the COVID-19 pandemic. Some owners
want to get back to business, want to open and create some kind of revenue
so that they can start calling people back to work. Some are finding creative
ways to stay afloat. This was affirmed by, Margarita Forés, award-winning chef
restaurateur that restaurant owners are now preparing to create an alternative
restaurant scene that would adhere to strict health protocols, especially the
physical distancing rule needed to stem coronavirus spread. However
according to Ms. Charlotte Caliwara-Tanoja during the ‘The Exchange’

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segment in CNN Philippines, it was still not enough to match last year's figures
of the country in GDP.
While another sector severely hit is the international trade causing a
spillover effect from Chinese supply disruptions to the Philippines. Hence,
according to the study of Sanchez (2020), it was estimated that the
communication equipment industry would lose 115 million U.S. dollars due to
supply disruption. She also said that in a survey conducted in the Philippines
in February 2020, about 65 percent of respondents expected the national
economy to be significantly affected by the COVID-19 pandemic.
Moreover, according to the International Labor Organization (ILO), the
COVID-19 pandemic could result in the loss of nearly 25 million jobs
worldwide, the majority of which could come from micro, small, and medium
enterprises (MSMEs), which account for up to 70% of employment throughout
regions. Since large businesses are more robust than MSMEs, the pandemic
would have a greater effect on small businesses. The enhanced community
quarantine imposed in the Philippines to combat the spread of the COVID-19
pandemic has brought economic activity to a halt. While policymakers'
immediate focus should be on resolving the public health crisis, it's also critical
to develop the right set of policies to pave the way to recovery and avoid
potential socio-economic instability. The ILO suggested that MSMEs need
greater access to financing and working capital to cope with their short-term
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cash flow in order to withstand the COVID-19 crisis. This could take the form
of grants, low-interest loans, or tax breaks for a limited time. (CNN Philippines,
2020).
Similarly, the PWC Philippines (2020) said that it is impossible to say
how long the pandemic would have an effect on the global economy; however,
the current lockdowns have resulted in job losses, supply chain issues, travel
bans, and market disruptions all over the world. Lower household
consumption, a drop in cash remittances, a ban on public transportation, and
company closures as a result of the pandemic are some of the factors
contributing to the economic slowdown. Although the government has
provided assistance and plans to implement more programs to assist MSMEs
in recovering from the effects of COVID-19, more assistance is needed due to
the country's large number of MSMEs.
COVID-19’s impact on MSMEs: What to brace for and how to cope
The coronavirus disease 2019 (COVID-19) has had a severe impact on
businesses, especially micro, small, and medium enterprises (MSMEs), which
account for the majority of all businesses in the country, in just a few months.
MSMEs are struggling to cope with the pandemic's situation, which has forced
several institutions to close due to the enhanced population quarantine (ECQ).
Despite the fact that the COVID-19 crisis poses a threat to entrepreneurs, they
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can still counter its impact on their companies and seize opportunities during
the ECQ.
Mr. RJ Ledesma, a co-founder of the food market Mercato Centrale as
well as the Easy Franchise and EnterPH platforms recommends that MSMEs
start minimizing their inventory, accounts receivable, and accounts payable,
citing suggestions from Kenn Costalles, owner of Monolith Growth Consulting.
In addition, he believes that digital transformation would be critical in pivoting
the business model during the crisis. Whether it is from a marketing
perspective, an order-taking standpoint, a payment standpoint, a distribution
standpoint, or even a job standpoint, digital transformation, or putting aspects
of the company online, has become key, Mr. Ledesma stated. During these
times, he also sees selling on social media as an additional opportunity, and
he believes that such opportunities should be linked to services like Angkas,
GrabFood, foodpanda, and Lalafood.
In agreement, Mr. Jorge Noel Wieneke, President of the Association of
Filipino Franchisers, Inc. (AFFI) and President and CEO of Tokyo Tempura,
recommends five steps for entrepreneurs to deal with the pandemic's impact
on their businesses: assess the damage and the funds needed to recover;
negotiate with banks for loan restructuring, tenants for lower rents, and workers
for raises in pay; rethink and innovate their businesses; and pray for safety and
encouragement.
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The Impact of the Coronavirus (COVID-19) on Businesses in the Philippines
Businesses have been struggling to keep up with the current set of
requirements and protocols since the introduction of the Enhanced Community
Quarantine (ECQ). However, if the pandemic lasts for a prolonged period of
time, it would not suffice. Big conglomerates may survive the current economic
crisis, but the Philippines' micro, small, and medium enterprises (MSMEs) are
feeling the impact of the financial hit. According to the Philippine Statistics
Authority's (PSA) most recent list of establishments, the nation has 998,342
MSMEs, accounting for 99.52 percent of all local businesses in 2018. The lack
of customer demand puts businesses' financial capacity to survive, as well as
their ability to sustain their employees, to the test. Some SMEs are attempting
to match today's demand algorithm by providing online and delivery services.
To meet their financial obligations, however, fewer employees are needed.
COVID-19 has posed a sudden socioeconomic challenge to countries all over
the world, triggering a global crisis. Despite the fact that its influence is rising
by the day, the sustainability of its most important industries is crucial to
avoiding economic collapse. With the effect of COVID-19 on companies in the
Philippines, it's a tough time for everybody. Businesses, on the other hand,
may grow once again once they have adjusted to the new normal and have
developed on post-pandemic solutions.

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The articles or news provided the researchers with more information about
the CoVID-19's effect on businesses, especially MSME's. They also gave
some advice about how businesses should deal with the changes brought by
the pandemic. This also helped the research in gaining a better understanding
on how businesses adapt to the new normal caused by the pandemic and what
factors they consider before making a decision about their business
operations.
Foreign Literature
Effects of COVID-19 on business and research
The current epidemic is wreaking havoc on economies all over the world,
and it does not appear that any nation will be spared. This has far-reaching
implications for not only the economy, but for the entire society, resulting in
significant shifts in how companies and customers conduct themselves.
(Donthu and Gustafsson, 2020) The CoVID-19 pandemic was classified as a
black swan event that caused a ripple effect on any area of industry or human
activity. Research is still in its infancy to simultaneously apply the impact of
CoVID-19 on the sustainable business outline that leads to the strategic
configuration. Given reduced sales and the high degree of uncertainty, it is
becoming difficult for most businesses around the world to keep their financial
wheels rolling. It is therefore of vital importance for companies to perform

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appropriate evaluations and feasibility assessments of their business models.
(Verma and Gustafsson, 2020)
The effect of a crisis or catastrophe on a business enterprise should be
of great concern to entrepreneurs as it affect current and future business,
however, the number of studies on this topic, as well as the amount of literature
is still limited.
Impact of COVID-19 pandemic on Micro, Small, and Medium-sized Enterprises
operating in Pakistan
The outbreak of coronavirus disease-2019 (COVID-19) has severely
affected the national and global economies. A considerable slowdown in
economic activity is expected to result from the spread of COVID-19.
According to the International Monetary Fund's early forecast (2020a), the
global economy is expected to contract by about 3% in 2020. The prediction
for a 4.9 percent contraction in 2020 was updated by the International
Monetary Fund (2020b). With a certain number of losses, many companies
face numerous problems. Organizations experience a variety of problems,
such as a decrease in demand, disruption of the supply chain, cancelation of
export orders, shortage of raw materials, and disruption of transportation, and
many other reasons. They argue that the main victims of the COVID-19
outbreak are micro, small and medium-sized enterprises (MSMEs) because

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unlike large enterprises, MSMEs typically do not have sufficient resources,
especially management and financial resources, and are not prepared for such
disruptions that are likely to go longer than expected (Bartik et al., 2020;
Prasad et al., 2015). In addition, MSMEs and a limited number of clients are
highly dependent on their regular business transactions (William & Schaefer,
2013). Therefore, many MSMEs are having a hard time continuing to function,
running out of inventory and some will soon run out of inventory. In their
analysis of the output of entrepreneurial companies during the crisis, Bartz and
Winkler (2016) found that micro-enterprises show relatively slow growth in
crisis time, suggesting fragility compared to larger companies that grow faster
and more flexibly. Crises are argued to be harmful to micro-enterprises; thus,
entrepreneurs need to consider strategies to handle and plan alternate
methods to reduce the effect of the crisis on their business. The goal of this
article is to help policymakers and practitioners identify strategies needed to
respond to the effects on MSMEs of the ongoing pandemic. In particular, their
study emphasizes that MSMEs are paying more attention to the enormous
risks presented by external environmental uncertainty, allowing them to
anticipate risks at the early stage of business decision-making and planning,
and defining countermeasures.
This article focuses on MSME’s and how they will be able to help identify
strategies needed to respond to the impact of the pandemic. As the article

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states, MSMEs need to anticipate risks and to plan alternate methods to
reduce the effects of the pandemic to the business. For example, micro-
entrepreneurs experience loss of daily income due to the disruptive supply
chain resulting from the closure of supporting industries, in addition to lack of
staff and decrease in cash reserves. In order to continue their business
activities, several entrepreneurs started to turn to alternative methods. Selling
and promoting their products through social media and mobile apps like
Facebook is one of the alternative business continuity strategies adopted by
entrepreneurs during the MCO era.
COVID-19 and the importance of space in entrepreneurship research and
policy
The long-term impact of the COVID-19 crisis will be unknown for many
local entrepreneurs for a long time. Importantly – and ironically – while
pandemics are defined by their global distribution, their consequences are
localized due to restrictions on travel and mobility. Two answers are
particularly interesting from the standpoint of entrepreneurship and SMEs.
First, on a global scale, government officials have hurried to implement a
variety of economic stabilization initiatives in order to prevent millions of
bankruptcies and small business closures (Hemmer, 2020; Palazzo, 2020;
Welter et al., 2020), as well as jumpstarting ‘rapid recovery and development'

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(Kuckertz et al., 2020:1). Second, local businesses and communities have
banded together to support one another. Communities have come together to
embrace local SMEs as a visible symbol of support for vital goods, programs,
employment, and civic cohesion. Local entrepreneurs and small businesses
have also shifted their focus to assisting at-risk groups in their neighborhoods.
An entrepreneurial pivoting process involving the adaptation of business
models, product and service offerings to meet fundamental shifts in demand is
at the heart of this small business and local community survival battle.
Although some businesses are failing, some businesses are flourishing.
As we spend more time in our homes due to strict quarantine procedures,
people have also modified their eating habits, increasing the market for
takeout, snacks, and alcohol, as well as cleaning items. Those connected to
healthcare and medicine are other sectors that are doing well. Micro-
businesses are also adapting to the changes during the pandemic and are
being creative in order to stay in the market.
A commentary on the impacts of ‘Great Lockdown’ and its aftermath on scaling
firms: What are the implications for entrepreneurial research?
Because of the way governments and organizations have driven
entrepreneurial activity, the emergence of the coronavirus caused the ‘Great
Lockdown' and its aftermath is qualitatively distinct from previous recessions.

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Despite this, it could motivate entrepreneurial researchers to follow a research
agenda based on scaling firm resilience. Small businesses are particularly
vulnerable to the pandemic's deep and long-lasting scarring, and many have
been swept away by the pandemic's negative economic effects, including
multiple viable scaling businesses. Beyond temporary assistance, the
government's ability to provide additional assistance is limited by their
obligation to repay the debts accrued in supporting companies during the
Great Lockdown. A less pessimistic view of the pandemic is that it would
provide opportunities for individual businesses to scale up, as well as the
growth of new industries and business models. Scholars who are more
entrepreneurial can see opportunities to explore new research topics.
Entrepreneurial resilience is one of them. (Herbane, 2019)
COVID-19 outbreak has challenged markets to be competitive,
versatile, and strategic. Amidst the pandemic situation, enterprises must
always be open-minded with potential opportunities it has brought along with
the challenges.
COVID-19: How to ensure Business Continuity and Manage Risks?
Due to the COVID-19 pandemic, business continuity is at the forefront
of all organizations' agendas, regardless of their size or nature. Business
continuity management is the method of creating systems for mitigation and

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recovery in the event that a business faces a possible danger. COVID-19 has
forced businesses to halt all physical activity in order to avoid the spread of the
coronavirus. In this case, it is critical for the business to react as quickly as
possible in order to reduce impacts and other related risks while also preparing
for the COVID-19 pandemic's future creation and possible scenarios. Despite
the fact that COVID-19 has had a significant effect on business continuity,
businesses can reduce the impact by taking prompt and accurate steps.
Because of the rise of coronavirus, some companies may consider pursuing
potential solutions to mitigate the effect of COVID-19 or other similar
pandemics in the future.
In most business sectors, the COVID-19 pandemic outbreak has forced
several firms to close, leading to an unprecedented disruption of trade. For
many well-known brands in many sectors, the COVID-19 epidemic is likely to
trigger bankruptcy as customers remain at home and economies are shut
down. Business continuity helps an organization's resiliency by allowing it to
react quickly to a crisis. Business continuity saves money, time, and the
credibility of the organization. A long interruption poses a risk of financial,
personal, and reputational damage. We also want to explore more about how
businesses respond to crises and whether they have strategies in place to deal
with them.
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Local Studies
The Covid-19 Impact on Philippine Business Key Findings from The Enterprise
Survey
From April 28 to May 15, 2020, the Asian Development Bank conducted
a Philippine enterprise survey to assess the effect of the novel coronavirus
disease (COVID-19) on the business community. Development, finance,
workforce, supply chains, and other topics were discussed. The survey also
inquired about the government's support programs and the steps businesses
will take to reopen (e.g., social distancing in the workplace). While businesses
are generally prepared to take the necessary health and safety precautions
before reopening, the survey also identified a number of obstacles to
reopening. The most frequently mentioned challenge following the reopening
is providing workers with face masks (63 percent). Only 17% of businesses,
on the other hand, would practice social distancing and form smaller working
groups. 13 percent of businesses planned to conduct regular body
temperature checks. Contact tracing (6 percent) and canteen rationing were
the least likely measures to be used (less than 1 percent).
There was a clear link between business closures and the size of the
company. Microenterprises (71.2 percent of total microenterprises) had the
most temporary closures, followed by small enterprises (63.2 percent),
medium-sized enterprises (57.4 percent), and large enterprises (57.4 percent)

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(53.8 percent). 7 percent of large businesses remained fully operational, while
38.2 percent remained partially open. The smaller the firm, the lower the
percentage of businesses that remain open: medium-sized (5.1%), small
(3.7%), and microenterprises (0.1%). (3.3 percent). The same was true for
those that were partially open: medium-sized (36.3%), small (32.5%), and
microenterprises (32.5%). (24.1 percent). Only a small percentage of the
businesses surveyed were permanently closed: 1.3 percent of
microbusinesses, 0.6 percent of small businesses, 1.2 percent of medium-
sized businesses, and 1.1 percent of large businesses.
Impact of COVID-19 pandemic on micro, small, and medium enterprises
(MSMEs): The Philippines report
According to the research study of Mehrotra, A. et al. (2020), a disrupted
supply chain and decline in the volume of sales per customer have further
hampered the earning capacity of MSMEs. COVID-19 has had a “domino
effect” on the supply chain 58% of enterprises reported a decrease in the
volume of supplies. This is more pronounced in urban areas. Replenishment
of stocks is a bigger issue in urban areas, where 81% of enterprises were
unable to restock as per the demand. While the arrangement for getting
supplies has remain unchanged for most enterprises: 85% of them still have
to go to the supplier’s shop to pick up their supplies. However, getting a means

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of transport has been a challenge due to limited availability of public transport
or its absence during the lockdown. The researchers found out that the number
of sales per customer has declined as well. A decrease in the amount of sales
per customer was recorded by 75% of businesses, with a median decrease of
50%. Sari-sari (mom and pop) stores account for 65 percent of the businesses
that registered a decrease in volume of sales per customer.
MSMEs are unsure how much longer the crisis will last. Enterprises
posted an average of eight weeks in which their business was disrupted, and
a median of four more weeks in which they expect their business to be
disrupted. Within rural areas, the above value rises to a median of eight weeks.
According to qualitative evidence, companies are unsure when the crisis will
end. According to qualitative data, businesses are unsure when the crisis will
end, and their operations will return to normal. This is a common feeling among
respondents who run non-essential businesses. MSMEs have been running
their companies in compliance with health guidelines. Distancing yourself
mentally, cleaning or sanitizing your face, and wearing masks are all
recommended are the three most common safety measures that companies
take in order to prevent them from being contaminated.

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Foreign Studies
The Impact of Covid-19 Pandemic Crisis on Micro-Enterprises: Entrepreneurs’
Perspective on Business Continuity and Recovery Strategy
According to Fabeil, et al. (2020), the findings indicate that micro-
enterprises do not use a systemic or structured approach to crisis
management; rather, their responses to crises are more ad hoc in order to
minimize the effects. Entrepreneurs appeared to show their ability to survive in
business by implementing a variety of business continuity and recovery
strategies, especially in terms of product distribution and marketing. For
example, micro-entrepreneurs experience loss of daily income due to the
disruptive supply chain resulting from the closure of supporting industries, in
addition to lack of staff and diminishing cash reserves (Dzulkifli, 2020; Aling,
2020). In order to continue their business activities, several entrepreneurs
started to turn to alternative methods. Selling and promoting their products
through social media and mobile apps like Facebook is one of the alternative
business continuity strategies adopted by entrepreneurs during the MCO era.
There are many studies on business continuity strategy in dealing with
crisis but only for large enterprises, hence, this study focused on the recovery
of micro businesses during COVID-19 Pandemic. An interview with
microbusiness owners on how they reacted to the pandemic and how they
solved the crisis was done to capture the data needed.

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During the pandemic, the Malaysian government implemented the
Movement Control Order as a preventive measure in response to the
pandemic, to prevent the spread of the virus in the country. Under this order
are the restrictions and protective measures that people must follow, hence
the micro businesses adjusted so that they can cope up with the changes in
the environment. To ensure the continuous operation of their business, they
have developed strategies that are to shorten the supply chain through
centralized synchronous distributors, produce emerging products to meet
current customers’ needs especially essential goods and necessities, use
digitalized marketing through mobile applications and social media, such as
Facebook, employ ‘collect on delivery’ or ‘cash on demand’ transaction for the
sale of goods, and receive payment via bank transfer or e-wallet. (Fabeil et al.,
2020)
Crisis Management for Small Business during the COVID-19 Outbreak:
Survival, Resilience and Renewal Strategies of Firms in Macau
Based on the research of Alves (2020), in the months following the
outbreak, small businesses are the hardest hit by a sudden drop in demand.
New startups and small businesses, in comparison to large corporations,
exhibit high edibility in their responses to the crisis, owing to a lack of
bureaucracy and restricted corporate responsibility enforcement. All of the

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participating companies used versatile HR strategies among the different
forms of response strategies. The researchers also discovered that several
small companies had a formal disaster plan and policy in place prior to the
outbreak, these companies have a longer track record, have more crisis
management expertise, and operate in more controlled industries.
In good times, SMEs should develop a crisis plan. Small businesses
with proper crisis preparation thrive and rebound faster from disasters. Irvine
& Anderson (2006) and Munoz et al. (2019) have developed a five-categorical
model for small business survival strategies based on the responses of the
interviewees. Service, economical, human resources, goods, and network are
the five categories. Many of the companies that took part in the study said they
used activity techniques (close down or reduce operation hours), at the
management level, four out of six companies have maintained timely contact
(HR). Other survival tactics on the list have been followed by three out of six
businesses. These techniques and the participating companies were helpful in
surviving the crisis.
Impact of COVID-19 on micro, small, and medium businesses in Uganda
This research made by Lakuma, P.C and Sunday, N. (2020) discovered
that micro and small businesses suffered a greater drop in business operation
than medium and large businesses, which is unsurprising given that micro and
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small businesses account for the majority of the country's micro and small
businesses halted operations due to their inability to put in place preventative
health initiatives including providing on-site accommodation for workers and
providing sanitizers and handwashing equipment for customers. As a result,
the majority of micro and small businesses, especially those in the service
sector, expect to close within one to three months if the pandemic continues
and current restrictions remain in place. The majority of medium and large
businesses, on the other hand, do not anticipate closure. Agriculture and
manufacturing firms are marginally more resilient than service sector firms,
according to sectoral data. The research also revealed that the majority of
small and medium businesses, especially in manufacturing, have seen a
significant decrease in access to inputs, indicating the danger of relying too
heavily on foreign supply chains for raw materials and intermediates rather
than regional or domestic supply chains. This finding suggests that
businesses, especially SMEs, look into the possibility of using regional or
domestic value and supply chains to stabilize their input sources while also
saving money on scarce foreign currency.

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Impact of Covid - 19 Pandemic on Micro, Small and Medium Businesses in
Nigeria: What are the Ways of Minimizing the Impact?
According to, Fipmd, et al. (2020), MSMEs are the most vulnerable
sector of the Nigerian economy in the COVID-19 period, with little to no
assistance from the federal government. COVID-19 has had a greater negative
effect on MSMEs than ever before according to Oyelaran-Oyeyinka (2020).
Manufacturing, wholesale and retail trade, as well as motor vehicle and
motorcycle repairs, are MSMEs industries and company ownership. Other
activities include lodging and food service, mining and quarrying, construction,
water supply, sewerage, waste management and remediation, agriculture,
forestry, fishing, and hunting. Moreover, the effect on MSMEs would be
significantly reduced if the Nigerian Emergency Economic Stimulus Bill content
of 2020, as well as the key observations, considerations, and strategies for
COVID19 response in Nigeria as suggested to MSMEs operators, are properly
enforced.
The damage from the COVID-19 pandemic continued, severely
affecting the country's economy which also significantly changed people's
lives. It is remembered that MSME significantly contribute to the growth of a
country's economy which evidently is in need of immediate attention.
According to the Nigeria Bureau of Statistics, micro, small and medium scale
enterprises (MSMEs) in Nigeria have contributed about 48 percentage of the

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national GDP over the most recent five years. The government and other
agencies of Nigeria are using different measures and strategies to reduce the
impact of the COVID-19 pandemic on human and economic activities.
Transmission and protective measures include frequent washing of hands,
keeping good hygiene, social distancing, use of a face mask in public places
and hand sanitizers. These are just simple ways especially now that no vaccine
has been released for the fight against this virus but helpful to prevent this
disease, this information should be well disseminated to the people and how
this virus is transmitted from one person to another.(Fipmd et al., 2020)
Relevance of Literature and Studies to Present Study
The researchers collected only a few data about micro-enterprises due
to limited sources of literature, as well as the studies, for both foreign and local.
Most of the literature and studies focus on the effects and impacts of the
CoVID-19 in micro-businesses or MSMEs. There are also some literatures and
studies about factors affecting micro-enterprises.
As the concept of the study is about the pandemic which has just
happened in 2020, there seems to be currently a lack of literature and studies
on the effect of the pandemic outbreak on micro-enterprises and how
businesses are reacting to the pandemic and what factors they should
consider before making decisions about the business operations.

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Nevertheless, the researchers managed to collect relevant and related
literature and studies that would be helpful for their research. These
information serves as a guide to better comprehend and analyze the data
gathered from the respondents.
Hence, this study aimed to identify factors that will help micro-business
owners to determine whether to change strategies or halt their operations. It is
important to know how these factors potentially impacted the industry and the
economy as whole. These literatures and studies helped explore the effect of
the pandemic to businesses and how established businesses cope up with the
challenges and strategize to keep up with the new normal set up to lessen if
not totally avoid closure of the enterprise.

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CHAPTER III
METHODOLOGY
This chapter describes and explains the method and procedure used in
this study. This includes the research design, population and sample of the
study, research methodology, research instrument, data gathering procedures
qualitative analysis and ethical procedure consideration that were utilized to
determine the impact of CoVID-19 pandemic to the microbusiness owners at
North Signal Village, Taguig City.
Research Design
The researchers used a descriptive case study research design.
According to Business Research Methodology (BRM), a well-known
educational portal that offers knowledge, resources, and practical insights for
conducting business studies, descriptive case studies aim to analyze the
sequence of interpersonal events after a certain amount of time has passed.
A descriptive case study gives a comprehensive understanding of the study
since the research is to be conducted in the respondent’s natural environment
which ensures that high quality and honest data is collected. However, since
it cannot test or verify the results statistically, it may consequently provide
result of certain conclusion biases due to the absence of statistical tests.

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Population and Study Sample
The population frame for this research would be the microenterprises
located at Taguig City, specifically in Barangay North Signal. Micro-enterprise
generally includes small businesses which employs less than nine (9)
employees and with a capital of not more than 3 million (RA 9501).
Considering the huge population of the barangay, the researchers employed
purposive sampling method. Purposive sampling method as defined, is a type
of non-probabilistic stratified sampling, specifically designed for qualitative
research. The researchers set a particular criteria for the sampling method to
avoid biases. Upon having a list of barangay registered businesses collected
from the social media Facebook page of Barangay North Signal Buy and Sell,
the researchers then grouped these businesses according to their type of
business operation (Merchandising- wholesale/retail, Service). After dividing
them into group, the researchers randomly picked the qualified respondents.
The researchers have chosen six (6) businesses in the locale.
Research Methodology
This study primarily focused on the impact of CoVID-19 pandemic and
factors affecting the micro-enterprises in deciding whether to shift strategy or
halting operations. The study was conducted at North Signal Village, Taguig
City. The researchers gathered the data through web-based interviews with
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the respondents given the current situation and numerous restrictions from the
government and Inter-Agency Task Force (IATF).
Research Instruments
In reference to the research methodology, the researchers formulated
open-ended questions to the respondents (see appendices). Open-ended
questionnaires allow the respondents to answer the questions in his or her
own words and answers given are not suggested and are not limited. The
researchers will used social media; Google docs, Zoom, Meet, Messenger
apps in conducting the interview depending on the respondents’ preferences.
Data Gathering Procedures
The researchers joined the Facebook group specifically created for the
residents of Barangay North Signal to unite the seller and buy where they
collected the list of businesses. One of the qualifications in choosing the
respondent is its barangay business registry. Upon having the list, the
researchers grouped the data according into type of business operation and
business merchandise (Merchandising- wholesale/retail, Service). Afterwards,
the respondents were chosen via purposive sampling considering the
following criteria: (1) business which is operating even before the pandemic
occurrence; and (2) microbusiness of different business operation and

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services. After choosing the qualified respondents, the researchers asked
permission to conduct interview by presenting a formal letter of request (see
appendices) and eventually proceeded to the actual online interview.
Qualitative Analysis of Data
The language of study can be challenging for readers of qualitative
studies. During this process, it is often difficult to know what the researchers
did and to understand how their conclusions emerged from the data collected
or built. According to Thorne, S. (2020) what makes a research qualitative is
that the interpretations that can be derived from data are typically interpreted
and organized based on inductive reasoning processes. This kind of research
takes patient and sufficient time. Upon gathering the data, the researchers
transcribed the interview, interpreted, and analyzed it based on the objectives
of the study. After the assumptions, the researchers conclude, checked the
accuracy, and validity of the information.
Ethical Procedures and Considerations
In every research study, the protection of human subjects by the
implementation of relevant ethical standards is important. As per the
instructions given by the professor, the researchers proposed a letter entailing
the reasons and agendas for the desired interview with the prospect
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respondent. The study professes ethical procedure by respecting the privacy
of data especially knowing that it is confidential and the way of collecting the
data is processed properly with the legal guidance of the professors. Also, it is
conducted with the researchers' honesty and the data provided is not for any
fraudulent act.
Consent from the respondents were also secured prior to the conduct
of the data gathering. The question provided does not by any means harm
neither physical nor psychological to people who participated in the study and
respected each one's privacy. Moreover, the researchers assessed relevant
components that will be needed for the topic, and the questions are centered
only on the topic and not on personal matters. The researchers assured the
respondents that the data will not be used against them and will be hidden in
the research's study to practice anonymity.
Study participants mustn't be exposed to risk in any way whatsoever.
Voluntary participation of respondents within the research is vital. Moreover,
participants have rights to withdraw from the study at any stage if they need
to try too so.
.
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CHAPTER IV
PRESENTATION, ANALYSIS, AND INTERPRETATION OF
DATA
This chapter presents analyses and interpretation of data collected from
the target respondents of the study. The results of the study were produced
after immersing with the participants through a web-based interview. After
gathering the needed information, the researchers extracted three (3)
categories from the transcribed interview among the six (6) respondents who
are business owners of Microenterprises in North Signal Village, Taguig City.
The researchers provided discussion from themes given.
List of themes
Theme 1: Internal and External factors that affects business owner’s decision
Sub-Theme A: Changes in business operating hours and its impact to the
business’ sales/profit.
Sub-Theme B: Rising of competitors and changes in supplies and prices
of the business.
Sub-Theme C: Strengths and Weaknesses despite the situation due to
pandemic.
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Theme 2: Courses of Action to cope up with the sudden disruptive situation
which is the Covid-19 Pandemic
Sub-Theme A: Effects on the performance of business when business
owners decide to shift strategy
Sub Theme B: Business owner's considerations to be able to cope up with
the changes due to the pandemic
Theme 3: Importance of Knowing impacts of disruptive situation such as the
Covid-19 Pandemic to decisions of the business owners shifting
strategies or halting operations.
Description of the respondents
Six (6) participants were purposively selected by the researchers.
Respondent no. 1 owns a general merchandise particularly a sari-sari store.
A general merchandise is a type of business operation that offers a wide
variety of products and is not limited to any particular category. According
to the owner, their business has been operating for 11 yrs. They do not
have ‘formal’ employees since her family members only were helping her
in managing their business.
Respondent no. 2 is a wholesaler of different beverages like soft drinks, beer,
juices. The researchers had the chance to interview the owner through
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messenger call. According to the respondent, the business has been in
operation since 2014 (7 yrs.). The owner employs 6 workers pre-
pandemic but due to the current situation of the country, it has been
reduced to 3.
Respondent no. 3 owns a soap refilling station which have been in operation
for almost 2 years since they started their business in July 2019. Sabon
Station manufactures their own products then sells it by wholesale or retail
in their customer.
Respondent no. 4 owns JMAK Sabli Best, a micro-business that is offers
tailoring services such as designing, cutting, fitting, and finishing
garments. The business has been in operation for nine (9) years.
Respondent no. 5 owns Jj and Pj Store, a rice and sari-sari store that operates
as a microbusiness. A sari-sari store is a small shop that sells a wide
range of products. Repackaged items and cheap products are also
available at the sari-sari store. They purchase goods from markets and
resell them. The business has been in operation for five (5) years.
Respondent no. 6 owns Lj-mitz Tapsihan, a shop that sells a variety of tapsi.
Tapsilog (or tapsi) is a traditional Filipino breakfast that combines the
three ingredients that give it its name: tapa (dried meat, usually beef),
sinangag (fried rice), and itlog (fried bread) (egg, usually sunny-side up).
The business is operating for seven (7) years.

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Results and Analysis of the Qualitative Data
I. Internal and external factors that affects business owner’s decision
A. Changes in business operating hours and its impact to the business’
sales/profit
Since the pandemic started, health protocols are strictly being
implemented by the IATF which greatly affected many businesses especially
their operating hours. According to the business owners, they experience
sudden changes on their usual operating hours due to the curfew being
imposed by the IATF which in return also affected their business sales and
profit at the same time.
Respondent no.1 said normally (pre-pandemic) their store was operating
for almost 14 hours a day. However, since the curfew was imposed by the
IATF, they shortened their operating hours to at least 11 hours a day. The
sales had also seen an estimate of 20% decrease during this pandemic
comparing to the pre-pandemic sales.
“Normally our store opens at 8:00 am and closes at 10:00 pm

or 14 hours operational and more or less 20% downfall from our
usual daily profit”.
Meanwhile respondent no.2 said that during pre-pandemic, the operating
hours was longer since there were no many restrictions and rules that are
needed to follow from the IATF. Sales were also different and had seen a
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decrease as the pandemic started. They have 6 employees pre-pandemic, no
variation as to the employee working hours during that time.
“The main changes is the hours of operation became shorter

as we had to abide the rules of IATF. We are only allowed before
6pm.”
On the other hand, respondent no. 3 said that their store operating hours
did not change even after the pandemic. Employee working hours is still the
same. However, sales was observed to have increased even during the
pandemic since people are looking for alternative products.
“Our sales increased during the pandemic compare before

pandemic since people are looking for alternative products which are
affordable yet quality.”
While, respondent no.4 similarly said that since the pandemic began,
there has been a drastic change in the profit of their business, which she
describes as "overwhelming." They manage their workers and working hours
in line with the curfew schedule in order to prevent any nuisance or conflict in
their barangay.
“We can say that, before pandemic, we don’t have a strict

working hour but since there is curfew implemented in our barangay,
we start from 8am to 5pm only because before, our operators stay
up until 8pm or 9 pm”.
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This is similar with respondent no.5 stating that during the pandemic, their
store is only open for a limited number of hours and can only sell a certain
number of goods to each customer. Their shop can only provide for their
everyday needs before the pandemic, so they may need a part-time business
or what they call "raket" during the pandemic. They didn't have any staff,
either.
“Before the pandemic our sales are good but when the
pandemic came our profit decreases a little bit because our few
costumers are suspended in the meantime in their work.”
Respondent no. 6 also attested that there has been changes in their
operating hours. They close the store early due to the curfew that the city is
imposing. Their profits were good before the pandemic, but ever since the
pandemic hit, their profit fell a bit and there were less buyers because several
from their target market were also laid off from work. Since it is a family
business, their small business did not have any employees. As a result, they
manage their working hours in accordance with the situation of their
customers.
With the given statements of the business owners, it can be observed that
majority of them had to shorten their business operating hours due to the
implementation of curfew by the IATF. The usual 8-14 hours that the business
operates were restricted.

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B. Effects on rising of competitors and the business response to changes in
the market such as supplies and prices
Many business operations, workforce management, services, and product
delivery have changed due to the COVID-19 pandemic. In normal
circumstances, market competition keeps prices down, but with the COVID-
19 crisis, it caused havoc on different markets according to UNCTAD (2020).
According to respondent no. 1, competition becomes stiffer day by day
since the pandemic. Many people are forced to look for an alternative way to
get income. Some has opened new sari-sari stores that is why the number of
customers and sales lessen for an estimate of 20%. Considering the number
of competitors rising, the demand also in commodities increases, which also
affect the supply which in return trigger some manufacturers to increase their
price.
“…competition becomes stiffer and stiffer every day.”

“… profit and buyers were lessened by more or less 20% from
our normal sales.”
This is similar with respondent no. 2 whose business also has been greatly
affected during this pandemic. Sales also decreased and the number of
competitors is rising. One of the external factors that affect the business is in
terms of store working hours. Their employees must work double time since
they are only allowed to operate a limited time per day. Production was also
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affected since there is shortage of supply due to skeletal workforce imposed
by IATF.
“it has greater impact on sales because the more competitors

you have the lesser the sales that you will get.”
“the production of goods is also affected due to skeletal work
force and since the supply is not enough the prices also rises.”
“We are working double time because we have a shorter
operating hour.”
As for respondent no.3 who owns soap refilling station, they don’t really
much need to worry in terms of competition since they are the only soap
refilling station within the area. As for the pricing, the business strictly follows
the standard pricing set by the head distribution. While he did not have a direct
answer when it comes to their external factors.
Respondent no.4 has the same experience with respondent no.3. They
are the only tailoring shop in the area so they are not much affected by
possible threats from competitors. Their products' prices remain the same, but
they give discounts to frontliners for their PPEs.
Conversely, respondent no. 5 said that the results of rising competitors can
be a positive or negative response depending on how they are being handled.
Her response to the changes in the market is that it is dependent on supply,
or what they call seasonality.

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While respondent no. 6 said that competitors have a major impact on their
business when customers and profits are split. There is also a small difference
in their old and new pricing. The stocks and supplies are still the same, even
though demand is poor, so they aren't changing.
C. Strengths and Weaknesses despite the situation due to pandemic
Strength and weaknesses are considered as the internal factors of a
business organization that is needed control. It is necessary to know these
strengths and weaknesses because this will serve as the basis of the business
on how they will continue to strive and achieve success and also to assess
risks that may arise.
According to respondent no.1, they consider their products as their
strength. According to her, their business is not that typical sari-sari store.
They tend to have all the basic needs of various customers which they sell at
a very considerable price.
“We have all the basic needs they will be looking in a typical sari-
sari store and by selling our products with a considerable profit only
and with a friendly smile.”
Meanwhile, respondent no. 2 said that one of the internal factors that the
business considers to be their strength is how they handle and educate their
employees since she is a former medical student. As an owner, she believes

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that it is her responsibility to educate her employees with the proper of hygiene
and proper handling of products.
On the other hand, respondent no. 3 explained that the business considers
having a unique value proposition, and providing quality and affordable
products as their strength. However, one of their weaknesses is about
logistics. Additionally, since there is an increase in demand, logistics should
be improved.
While respondent no. 4 said, as a tailoring shop, they consider their ability
to adapt to changing situations as their strength, but selling cloth products is
difficult during this pandemic because not everyone can afford to spend money
other than food. They consider these two as both their strength and weakness.
Respondent no.5, on the other hand, has no detailed explanation on her
business’ strength and weaknesses. She said that the market strategy and
how you communicate with the clients decide their business's strengths and
weaknesses.
Lastly, respondent no.6 said that since they do not manage employees,
they manage their own working hours. Their strength is the location of their
business where there is strong target market and potential customers such as
tricycle drivers, grab deliveries, etc. Their weakness is that their income
decreases as a result of the pandemic.

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II. Courses of Action that business owners do to cope up with the sudden
disruptive situation which is the Covid-19 Pandemic
The economic effect of the pandemic is estimated based on the
assumption that countries will have CoVID-19 by 2020. However, if the
pandemic lasts longer, with second and third waves, the economic damage at
the national, international, and global levels will grow exponentially.
MSMEs are the backbone of the economy, but they are also vulnerable to
external disruptions like economic crises, natural disasters, and forced
changes in market environment, such as the COVID-19 pandemic response.
(Shinozaki et. al., 2021) Businesses during the pandemic has to make
decisions whether to shift strategies or to halt operations and micro enterprises
are the ones most affected.
A. Effects on the performance of business when business owners decide to
shift strategy
According to Juneja (2015), a strategy is a general direction set for the
company and its different components in order to attain the desired state in
the future. The detailed strategic planning process yields strategy. In North
Signal Village, Taguig City microenterprises, business owners were able to
formulate strategies to overcome and survive their business.
According to respondent no.1, they did not come to the point where they
need to halt the business operation. What they did to save and continue the
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business is that, they added a loading business which they consider to be very
in demand in the time of pandemic due to alternative working arrangements
of employees and online classes of students.
“We decided to add loading (Smart, Globe and Sun) but never
to halt our operation. We have to work double time and to be
available to response to all the needs of our buyers”
Conversely, health is more important for respondent no.2 and she thought
that it should be prioritized in these trying times. She mentioned that,
“I think despite of the pandemic we still manage to survive.

Although the profit is not that high but I am still here, safe and disease
free that is more important for me.”
Meanwhile, respondent no. 3 believed that online selling has been the most
effective way of introducing products and it really helped a lot of people to earn
money and way more effective to introduce it to the market.
“We have the same strategy since day one, no plans to change
it for now.”
“Social media marketing - That's the easiest and fastest way
to market our products, and it’s for free”
While for respondent no.4, their means to survive the business is by
deciding to sell cloth masks or washable masks in different styles. It is an

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opportunity for them to increase their sales by making masks and the profits
they produce were able to fulfill their day-to-day expenses.
According to her, “We made different designs of cloth masks

or washable mask to sell since uhm.. to sell. Since it is a necessity
to protect us from the virus and as a result, the profits of it help us for
our day-to-day expenses.”
Whilst, respondents no. 5 and no.6 have the same way of changing their
strategy. Respondent no. 5 begins doing online "pasabuy" and “pabili.” She
also does online deliveries of rice and sari-sari goods/items like respondent
no.6 who now sells her business products online.
B. Business owner's considerations to be able to cope up with the changes
due to the pandemic
In order for a business to survive, different types of considerations should
be done especially when crisis like COVID-19 pandemic happens.
Respondent no.1 simply answered that for them to be able to cope up with
the changes, they have to limit their operation hours and look for items that
can also be offered to their customers.
Meanwhile respondent no. 2 emphasize that one thing that also makes a
business unique from other businesses is how they give importance to their
workers especially on what’s happening right now. She emphasized that,

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“I think the most important thing for me is the safety of my
workers. At the same time, we must work hand in hand since they
also need this job to feed their families. I believe that the owner must
have a heart for his/her work.”
Although she did not specify the courses of action they did in response
with the sudden disruptive event, she mentioned that as an owner, the most
important thing for her is the safety of her workers. Therefore, as a former
medical student, she educates her employees with proper hygiene, and proper
handling (of products). One of the things she mentioned about what they did
is to work hand in hand (the employee and owner) since this is the only source
of income of her employee who also needs to support their own families. She
said that, “The owner must have a heart for his/her worker.”
On the other hand, respondent no. 3 believes that the pandemic is not a
negative response to their business. For him, it is a great opportunity to be
flexible and grow despite of what is currently happening.
He said, “Pandemic has no direct negative impact on us

actually it gave us an opportunity to grow our business since this time
people our looking for an alternative way wherein they could save a
peso without compromising the quality of products that they are using
and that is what we offer.”
Meanwhile, respondent no. 4’s coping mechanism is focused on providing
what the consumers need such as face masks.

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According to her, “So, to cope up with the changes, we
decided to focus on producing what the consumers need during this
pandemic.”
Respondent no.5 simply stated that in order to overcome the uncontrollable
situations like COVID-19 pandemic, it is important that she knows what to do.
Lastly, respondent no. 6 said that they continue to be considerate of their
clients during the pandemic by keeping their prices as considerably low as
possible so that customers can still afford them.
“We still maintaining our prices so that the costumers still able to afford.”
III. Importance of knowing the impacts of disruptive situation such as the
Covid-19 Pandemic to decisions of the business owners shifting
strategies or halting operations.
Developing information-focused technical capabilities should be done to
create a COVID-19 priority support tool that allows the business to prioritize
products, initiatives, and target markets based on reliable factors and
automated external and internal information (Bakker et al., 2020). Business
owners of North Signal Village were able to share their thoughts about the
importance of decision-making in business.

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According to respondent no.1, it is important to know such information to
be able to gain knowledge about their business, and to be able to adjust when
any uncontrollable situation happen. What is important nowadays is to be
resourceful and to focus on the present situation. Study how to adjust to be
able to cope up with the market.
She narrated that,
“It is important for all business owners to know how to adjust

to all the situations…”
“…focus on your present situation and study how we can
adjust with additional competitors around us.”
“be resourceful to look what other items we can offer to our
buyers…’
On the other hand, respondent no. 2 did not provide specific answer
related to this since (in her opinion) no one ever expected that it will happen.
Her advice to other microbusiness owner is to use all the resources available
that they may need to survive, and never mind of the profit. Be flexible so that
they will be able to cope up with whatever problems that may come. She also
pointed out of having a positive outlook in life since there is no definite solution
in this situation.
She said that,
“….be flexible to be able to cope up with whatever problems

that will come and have a positive outlook in life.”
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According to respondent no.3, during this time of pandemic, survival is
important. Therefore, as an owner, it is important to establish the mindset. To
refuse to be average, the mantra that the owner believes the owner needs to
see the opportunity in every situation. It is important to look on the brighter
side and not to focus on the negative side in every situation. According to
them, it is all about turning "threats" to "opportunities". As business owners, it
is important take risk and do not be afraid on something.
He emphasized that,
“We should see this pandemic as an eye opener to Filipinos

before pandemic most of us are afraid or hesitant to start their own
business, but we need to survive, we need to take the risk just like
most of the Filipinos did, who started their business amidst the
pandemic and most of them are successful. It is all about turning
"threats" to "opportunities".”
Meanwhile for respondent no.4, it is important for business owners to have
sufficient understanding of the effects of these uncontrollable situations in
order to develop new strategies; otherwise, their business would go bankrupt.
According to her, businesses should have different strategies or plans in place,
such as plan A, plan B, or plan C, in order to survive unexpected changes in
situations.
She stated that,

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“It is important for the business owners to have enough
knowledge about the effects of this uncontrollable situations in order
to.. form new strategies or otherwise their business will be bankrupt.”
Respondent no. 5 believes that as a business owner, she should know
how to cope with uncontrollable situations like the COVID-19 pandemic. Her
advice to other microenterprises that are struggling due to the pandemic is to
still search for a way to start over. Any business has its ups and downs, but
you can still aim for the best.
She said that,
“Always find a way to start over. Every business goes up and

down but.. don’t settle for the.. but settle for the best.”
While for respondent no.6, due to the huge changes in strategy, inventory,
pricing, and the marketing process, this pandemic has had a significant impact
on their business. Since the problem is so severe, they would think of it as a
top priority in order to figure out how to deal with it. Her advice to other micro-
enterprises still struggling due to the pandemic is to consider the situation of
the people in the area and whether or not they can afford the commodities
they are selling/offering.
She mentioned that,

DEDEVELOPMENT
“The situation is at large we have to consider this as a prime
factor to have an idea how to cope up to this particular
circumstances.”
“consider the situation of the people around the area, if they
able to afford with the price of the commodity.”
DEDEVELOPMENT
CHAPTER V
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary of findings, the conclusions, and
recommendations of this study.
Summary of findings
The analysis and interpretation of data from the responses of the
respondents led to the following significant findings:
1. The researchers were able to interview six (6) business owners from
North Signal Village, Taguig City. In terms of gender, there are five (5)
females and one (1) male. The data revealed that two (2) out of six (6)
respondents, own a sari-sari store and a general merchandise. The others
own a tailoring shop, a shop refilling station, and a wholesaler of
beverages and a food business. In terms of number of years in business
operation, most of the respondents have been operating for two (2) years
but not more than eleven (11) years. Further, four (4) out of six (6) of the
respondents have employees and the family run the business for the
remaining two (2) respondents.
2. Due to the curfew imposed by the COVID-19 Inter-Agency Task Force
(IATF) since the pandemic started which is scheduled from 8:00pm to
5:00am, the business operating hours of microenterprises in North Signal

DEDEVELOPMENT
Village, Taguig City was affected. All of them are required to follow the
said curfew. Five (5) out of six (6) respondents reduced their usual
operating hours except for the owner of soap refilling station because his
business operating hours are usually only from 8am-5pm. As a result of
them reducing their usual operating hours, this has decreased their
sales/profit while the soap refilling station have increased in profit. The
owner of a rice and sari-sari store have decided to have a part-time
business or “raket” for additional income.
3. Even though micro-enterprises experienced some difficulties during the
pandemic, people tend to look for alternative ways to earn money. The
data revealed that the rising of competitors has also increased except for
the tailoring service which the business owner implied that there are no
new competitors around them as well as the soap refilling station since
they are the only soap refilling station in North Signal Village, Taguig City.
The rise of competitors resulted in lesser sales/profit. In terms of supplies
and prices of goods, since demand is rising, there is also an increase of
prices. But two (2) out of six (6) respondents said that their prices are not
affected. These are the tailoring shop who retained their prices and just
give discounts to frontliners and the soap refilling station where they follow
the standard price range given by their head distributor.

DEDEVELOPMENT
4. Despite of the current situation, all of the business owners were able to
assess their strengths as well as their weaknesses. Most of the strengths
that have mentioned are unique from each other that keep them to
continue their business.
5. All of the business owners decided to formulate strategies rather than
halt operations in order to continue their business. Most of them use the
online platform to introduce their business and to continue to gain
customers. The owner of the general merchandise added more loading
stations and worked double time to be able to respond to all the needs of
customers. While the owner of the tailoring shop made different designs
of cloth masks or washable mask for more profit. The other business
owners decided to use social media platforms in order to sell their
products and make a profit.
6. Aside from shifting or formulating strategies, the business owners
consider also the affordability of their products and services for the
customers
7. All of the business believe that it is significant to adjust, to be flexible in
any kind of situations that may come and seek an opportunity not only to
help the business to survive but also to fulfil the needs of the customers.
8. All of the business owners said that it is important to focus on the current
situation, use the resources available to survive, and take the risks.
DEDEVELOPMENT
Business owners must also formulate different strategies for sudden
changes of situation and consider the situation of people around the area.
Conclusion
Based on the findings of the study, the null hypothesis is therefore
rejected. Hence, the CoVID-19 pandemic affect the decision making of micro-
business owners to the operations of the business. Due to the challenges
brought by the pandemic, it is therefore very important for business owners to
be flexible, strategic, and optimistic in managing their businesses. It is
important to look into opportunities amidst the challenging situation to keep
the business growing.
Recommendations
Based on the findings and conclusions presented, the following
recommendations are suggested:
1. As the virus continues to spread, it is suggested that business owners
should be equipped with various strategies to continue their operation and
earn profit in the current situation.
2. Micro-enterprises owners should improve workplace health and safety for
the protection of both their employees and customers as this is one of their
DEDEVELOPMENT
responsibilities, which is to provide a safe workplace especially during the
COVID-19 outbreak.
3. Business owners should maximize their resources and improve it.
4. Business establishments have limited business hours due to the
implemented curfew hours; they need to maximize their working hours
and utilize different platforms to market their product since most people
stay at their home.
5. For future entrepreneurs, it is best to analyse and assess the profitability
of the micro-enterprise. Set multiple back up plans for the business. Plan
its response to community quarantines such as ECQ, MECQ, and GCQ
to counter its effect to the business.

DEDEVELOPMENT
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DEDEVELOPMENT
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APPENDICES
DEDEVELOPMENT
APPENDIX A
RIZAL TECHNOLOGICAL UNIVERSITY

704 Boni Ave Cor Sacrepante, Mandaluyong, 1550 Metro Manila
College of Business and Entrepreneurial Technology
Dear Sir/Madam,
We, 3rd year BS Accountancy students of Rizal Technological University would like to conduct
a survey on micro-businesses in North Signal Village, Taguig City for our research paper
entitled “IMPACT OF COVID-19 PANDEMIC: FACTORS AFFECTING MICRO-
ENTERPRISES IN DECIDING WHETHER TO SHIFT STRATEGIES OR HALT
OPERATIONS IN NORTH SIGNAL VILLAGE, TAGUIG CITY”.
The survey will require approximately five to ten minutes to complete. Rest assured that the
gathered data will be treated with utmost confidentiality and will be used for research purposes
only.
Thank you for your cooperation.
Respectfully yours,
PATRICIA NICOLE IBAHURAN

AUDREY GAILE M. LUGTU
TRISHA MAE B. RUAZA
DESEREE KYLA DC. SANTOS
MA. KRISTINE E. TORALDE
Student Researchers
Noted by:
PROF. ROME SHERIFF G. MONTOYA

Accounting Research Adviser
DEDEVELOPMENT
APPENDIX B
INTERVIEW GUIDE QUESTIONS
Impact of Covid-19 Pandemic: Factors Affecting Micro-Enterprises in
Deciding Whether to Shift Strategies or Halt Operations
in North Signal Village, Taguig City
Name of business:
Name of the owner (optional):
Products/Services:
1. What are the changes (if there is any) in the business hours during
pandemic?
2. What is the difference between your business sales/profit before and
during the pandemic?
3. How did you manage your employees (if there is any) and their working
hours?
4. What are the effects of the rising of competitors in your business?

DEDEVELOPMENT
5. How did the business respond to the changes in the market such as the
supplies and prices?
6. What are the strengths and weaknesses of your business despite the
situation due to pandemic?
7. Did you decide on creating a new strategy to save your business or
decided to halt your operations? What are the effects on the performance of
business when business owners decide to shift strategy?
8. What are the business owner's considerations to be able to cope up with
the changes due to the pandemic?
9. Why do you think it is important for the business owners to know how and
what are the effects of uncontrollable situations such as the Covid-19
pandemic?
10. What are your thoughts and advices for other micro-enterprises that
are still struggling because of the pandemic?

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APPENDIX C
TRASCRIPTIONS
RESPONDENT 1
Name of business: FELY’S STORE
Name of the owner (optional): FELY
Products/Services: General Merchandise
pandemic?
• Normally our store opens at 8:00 am and closes at 10:00 pm or 14 hours
operational, but since we are in pandemic and curfew hours (5:00 am – 6:00
pm) were enforced, we have to shorten our store operations from 7:00 am –
6:00 pm or 11 hours operation.
• Our sales/profit were greatly affected by this pandemic, more or less 20%
downfall from our usual daily profit
hours?
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• Since there is a curfew hour to be followed, we opened our store one (1)
hour earlier and see to it that we are closed at exactly 6:00 pm or 11 hours
store operation
• As a result of this pandemic, many employees were forced to be reduce
and they look for another source of income. In our case, for them to survive,
they opened their own sari-sari store, and the competition becomes stiffer
and stiffer every day. Our profit and buyers were lessened by more or less
20% from our normal sales.
• With the increase in competitors in our line of business (sari-sari store),
and all are selling almost the same commodities, the demand in the
commodities we are selling increases, and the supplies available in market
decreases. Since demand increases, some manufacturers increased their
price, and we need to increase our prices too.

DEDEVELOPMENT
• The advantage we have compared to other sari-sari store, is by trying our
best to have all the basic needs they will be looking in a typical sari-sari store
and by selling our products with a considerable profit only and with a friendly
smile. But since we open our store at 7:00 in the morning, consumers who
woke up early and need to buy their morning needs like coffee or cigarettes
resort to other store who opens earlier than us.
• We decided to add loading (Smart, Globe and Sun) but never to halt our
operation. We have to work double time and to be available to response to
all the needs of our buyers.
• Since we have curfew hour to be followed, we have to limit our store
operation and at the same time look for other items we can offer to our
buyers.
DEDEVELOPMENT
pandemic?
• It is important for all business owners to know how to adjust to all the
situations such as this Covid 19 pandemic. They must study the effect on
their profit and how they can survive with additional competitors affecting the
demands for supplies and in effect decreasing available supplies in the
market.
10. What are your thoughts and advice for other micro-enterprises that are
still struggling because of the pandemic?
• Hold-on, focus on your present situation and study how we can adjust with
additional competitors around us. We can survive all these trials just hold
on, be resourceful to look what other items we can offer to our buyers and
never lose hope.

DEDEVELOPMENT
RESPONDENT 2
Name of business: Mylene Trading
Name of owner (optional): Mylene
Products/Services: Soft drinks/ Beer
pandemic?
• The main changes is the hours of operation became shorter as we had to
abide the rules of IATF. We are only allowed before 6pm.
• When it comes to profit it is much lesser now during pandemic compare
before. (Profits have decreased by 50%.)
hours?
• We are working double time because we have a shorter operating hour.
And it’s quite hard because of the hot weather.

DEDEVELOPMENT
• it has a greater impact on sales because the more competitors you have
the lesser the sales that you will get.
• We have to cope up with the situation because since the pandemic started
the production of goods is also affected due to skeletal work force and since
the supply is not enough the prices also rises.
• I think my strength is how I handle my workers and educate them properly
on how to avoid and manage themselves in terms of hygiene, proper
handling since i am also a medical student before. weaknesses? I can’t think
of a major one.
• I think despite of the pandemic we still manage to survive. Although the
profit is not that high but I am still thankful that we are still here, safe and
disease free that is more important for me.

DEDEVELOPMENT
• I think the most important thing for me is the safety of my workers. At the
same time, we have to work hand in hand since they also need this job to
feed their families. I believe that the owner must have a heart for his/her
worker.
pandemic?
• Well I think there is no definite solution in this situation since no one ever
suspect that it will happen so the better thing to do is be flexible to be able to
cope up with whatever problems that will come and have a positive outlook
in life.
10. What are your thoughts and advice for other micro-enterprises that are
• Just hang in there! Use all your resources available to survive. Never mind
the profit. Always remember that we are still lucky to be alive that’s more
valuable than money.

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RESPONDENT 3
Name of business: SABON STATION
Name of the owner (optional): JEROME S. ADVINCULA
Products/Services: SOAP REFILLING STATION
1.What are the changes (if there is any) in the business hours during
pandemic?
• NONE. (8am-5pm pa rin yung business hours nila)
2.What is the difference between your business sales/profit before and
• Our sales increased during the pandemic since people are looking for
alternative products which are affordable yet quality.
3.How did you manage your employees (if there is any) and their working
hours?
• The usual we open our store at 8am and closed at 5pm. If there is a need
to extend a little for production purposes, we, do it after store hours until 8pm.
4.What are the effects of the rising of competitors in your business?
• None so far.
DEDEVELOPMENT
5.How did the business respond to the changes in the market such as the
• Our pricing strictly follows the standard pricing set by our head distribution.
6.What are the strengths and weaknesses of your business despite the
• STRENGTHS - 1. We have a unique value proposition, we are the only
soap refilling station within the area, 2. Quality and affordability of our
products.
• WEAKNESSES - 1. Logistics. We need to improve our logistics since the
demand is high
7.Did you decide on creating a new strategy to save your business or decided
to halt your operations? What are the effects on the performance of business
when business owners decide to shift strategy?
• We have the same strategy since day one, no plans to change it for now.
• Social media marketing - That's the easiest and fastest way to market our
products, and it’s for free
8.What are the business owner's considerations to be able to cope up with

DEDEVELOPMENT
• Pandemic has no direct negative impact on us actually it gave us an
opportunity to grow our business since this time people our looking for an
alternative way wherein they could save a peso without compromising the
quality of products that they are using and that is what we offer.
9.Why do you think it is important for the business owners to know how and
pandemic?
• It’s all about the mindset - you just need to see the opportunity in every
situation. Do not focus on the negative or bad side of each things. We should
see this pandemic as an eye opener to Filipinos before pandemic most of us
are afraid or hesitant to start their own business but we need to survive, we
need to take the risk just like most of the Filipinos did, who started their
business amidst the pandemic and most of them are successful. It is all about
turning "threats" to "opportunities".
10.What are your thoughts and advices for other micro-enterprises that are
• Ever since my mantra is "to refuse to be average" in this time of crisis we,
as a Filipino citizen let us refuse to be average - we need to take the risk and
do not be afraid on something which our future self will thank you. If we do
not take the risk, we do not move forward we will remain a mediocre.
DEDEVELOPMENT
RESPONDENT 4
Name of Business: JMAK Sabli Best
Name of Owner: Menchu Romero
Products or services offered: Tailoring Services
pandemic?
• We can say that, before pandemic, we don’t have a strict working hours
but since there is curfew implemented in our barangay, we start from 8am to
5pm only because before, we can .. operators stay up until 8pm or 9 pm.
2. What is the difference between your business sales or profit before and
during pandemic?
• So, the dras… the drastic change of profit in our business is overwhelming
since the pandemic started.
3. How did you manage your employees (if there is any) in their working
hours?
• Ah… as I have said earlier, we follow the curfew schedule in order to avoid
inconvenience or any trouble in our barangay.

DEDEVELOPMENT
• There’s no new competitors around us since we’re tailoring shop so.. we
are not affected by it.
• The answer is, the price of our products remains the same but we gave
discounts to front liners who offers us to make their PPEs and… and anything
they need.
6. What are the strengths and weaknesses of your business despite of the
situation during the pandemic?
• I can say that our strength is.. we can easily adopt with the sudden change
of situations but it is hard to sell cloth products this pandemic since not
everyone is capable to spend money other than foods on their table. So that’s
our weakness and strength.
• We made different designs of cloth masks or washable mask to sell since
uhm.. to sell. Since it is a necessity to protect us from the virus and as a
result, the profits of it help us for our day-to-day expenses.

DEDEVELOPMENT
8. What are the business owners considerations to be able to cope up with
the changes due to pandemic?
• So, to cope up with the changes, we decided to focus on producing what
the consumers need during this pandemic.
what are the effects of uncontrollable situations such as the COVID-19
pandemic?
• So, it is important for the business owners to have enough knowledge
about the effects of this uncontrollable situations in order to.. form new
strategies or otherwise their business will be bankrupt.
10. What are your thoughts and advices for other microenterprises that are
• So, the only advice we could give is that, small businesses should have
different strategies or plans such as plan A, plan B, or plan C for their
businesses for sudden changes of situations in order for their business to
survive.
DEDEVELOPMENT
RESPONDENT 5
Name of Business: Jj and Pj Store
Name of Owner: Mary Joy Quintero
Products and services: Rice and Sari-sari Store
pandemic?
• During pandemic, our store has limited hours to operate and limited
purchase for every person
during pandemic?
• Before pandemic, our store can provide for only our daily needs. But
during pandemic, we need to have a part-time business or “raket”.
hours?
• None.
• It depends upon yourself, maybe positive or negative the way you handle
it.
DEDEVELOPMENT
• It depends upon the supplies or what we call seasonal.
• It depends upon the market strategy and how you ha.. interact to your
customers
• Yes. I do the online “pasabuy” and pabili. And also online delivery of rice
and sari-sari items.
• I’m always looking for the other strategies so that our business may not
go down.
DEDEVELOPMENT
pandemic?
• As a business owner, I need to know how to overcome the uncontrollable
situations like COVID-19 pandemic.
• Always find a way to start over. Every business goes up and down but..
don’t settle for the.. but settle for the best.

DEDEVELOPMENT
RESPONDENT 6
Name of business: Lj-mitz Tapsihan
Name of the owner(optional): Arlene Rengalota Cologna
Products/Services: Food
pandemic?
• The changes are we close early because of the curfew that is
implementing here now at our city.
during pandemic?
• Before the pandemic our sales are good but when the pandemic came our
profit decreases a little bit because our few costumers are suspended in the
meantime in their work.
hours?
• Our small business didn't have any employee it is a family business. So,
we manage it depending on the situation of our customers.

DEDEVELOPMENT
• Of course, the impact of competitors in our business is huge, because the
costumers are divided and the profit also.
• There is a little bit difference from our old pricing compare to now. The
supplies are still the same sometimes the demand get low so the supplies
didn't change.
• Our strength is we got the best venue of our business for the tricycle
drivers, grab deliveries etc. Our weaknesses is due to this pandemic our
revenue decreases.
• Yes, I often sell online of our business products. This change affects our
sales every month.

DEDEVELOPMENT
• Our consideration is we still maintaining our prices so that the costumers
still able to afford.
pandemic?
• This pandemic has an enormous caused to us because of the changes in
strategy, the supplies, pricing and the marketing process. Since the situation
is at large we have to consider this as a prime factor to have an idea how to
cope up to this particular circumstances.
• My advice to them is they have to consider the situation of the people
around the area, if they able to afford with the price of the commodity.
DEDEVELOPMENT
CERTIFICATION
This is to certify that this research entitled, “IMPACT OF COVID-19
PANDEMIC: FACTORS AFFECTING MICRO-ENTERPRISES IN
DECIDING WHETHER TO SHIFT STRATEGIES OR HALT OPERATIONS
IN NORTH SIGNAL VILLAGE, TAGUIG CITY”, prepared and submitted by
Patricia Nicole Ibahuran, Audrey Gaile M. Lugtu, Trisha Mae B. Ruaza,
Deseree Kyla DC. Santos, and Ma. Kristine E. Toralde, in partial fulfilment of
the requirements for the degree, Bachelor of Science in Accountancy has been
edited in accordance with the recommendations/suggestions by the Panel of
Examiners during the oral examination on June 5, 2020.
Issued this 19th day of June, 2020.
JHOLEY ROSE L. LANCION, MAEng

Editor
DEDEVELOPMENT
CURRICULUM VITAE
DEDEVELOPMENT
IBAHURAN, PATRICIA NICOLE
Address: 471 Tenement Bldg. J. Posadas St.,
Punta, Sta. Ana, Manila
Mobile Number: 09054836239
Email Address: patriciancl19@gmail.com
EDUCATIONAL BACKGROUND
Tertiary Education: Rizal Technological University- Boni Campus
Brgy. Malamig, Boni Avenue, Mandaluyong City
2018-Present
Secondary Education
Senior High School: Jaime Cardinal Sin Learning Center
Accountancy, Business, and Management
2016-2018
Junior High School: Jaime Cardinal Sin Learning Center
2012-2016
Primary Education: Gen. Emilio Aguinaldo Integrated School

2006-2012
PERSONAL INFORMATION
Birthdate: April 19, 2000
Birthplace: Quezon City
Civil Status: Single
Nationality: Filipino
DEDEVELOPMENT
LUGTU, AUDREY GAILE M.
Address: 732 Lunas St. Brgy. Malamig,
Mandaluyong City
Email Address: audreygailelugtu@gmail.com
2018-Present
Secondary Education
Senior High School: Marinduque State College
Accountancy, Business, and Management
2016-2018
Junior High School: Marinduque Academy Inc.
2012-2016
Primary Education: Mogpog Central School

2006-2012
Birthdate: October 7, 2000
Birthplace: Sta. Ana, Manila
DEDEVELOPMENT
RUAZA, TRISHA MAE B.
Address: 11th St. GHQ Village, Brgy. Katuparan,
Taguig City
Email Address: ruazatrisha@gmail.com
2018-Present
Secondary Education
Senior High School: Asia Pacific College
Accountancy, Business and Management
2016-2018
Junior High School: Fort Bonifacio High School
2012-2016
Primary Education: Fort Bonifacio Elementary School

2006-2012
Birthdate: May 21, 2000
Birthplace: Valencia, Bukidnon
DEDEVELOPMENT
SANTOS, DESEREE KYLA DC.
Address: 30-A. S. Castillo St. Brgy. San Pedro,
Pateros, Metro Manila
Email Address: desereekyla30@gmail.com
2018-Present
Secondary Education
Senior High School: STI College Global City
University Parkway Drive, Taguig, Metro Manila
2016-2018
Junior High School: Pateros National High School
2012-2016
Primary Education: Pateros Elementary School

2006-2012
Birthdate: May 19, 2000
Birthplace: Angat, Bulacan
DEDEVELOPMENT
TORALDE, MA. KRISTINE E.
Address: #49 8th St. Zone 1 North Signal Village,
Taguig City
Email Address: kristinetoralde10@gmail.com
2018-Present
Secondary Education
Senior High School: HSL- Braille College
Brgy. Katuparan, Taguig City
2016-2018
Junior High School: HSL- Braille College
2012-2016
Primary Education: Em’s Signal Village Elementary School

2006-2012
Birthdate: October 3, 1999
Birthplace: Taguig City

Impact of Covid 19 Pandemic Factors Affecting Micro Enterprises in Deciding Whether To Shift Strategies or

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Impact of Covid 19 Pandemic Factors Affecting Micro Enterprises in Deciding Whether To Shift Strategies or

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COLLEGE OF BUSINESS AND ENTREPRENEURIAL TECHNOLOGY

ENTERPRISES IN DECIDING WHETHER TO SHIFT STRATEGIES OR

HALT OPERATIONS IN NORTH SIGNAL VILLAGE, TAGUIG CITY

In Partial Fulfillment of the Requirements for the Degree

This thesis entitled, “IMPACT OF COVID-19 PANDEMIC: FACTORS

AFFECTING MICRO-ENTERPRISES IN DECIDING WHETHER TO SHIFT

STRATEGIES OR HALT OPERATIONS IN NORTH SIGNAL VILLAGE,

TAGUIG CITY”, prepared and submitted by Patricia Nicole Ibahuran, Audrey

Kristine E. Toralde, in partial fulfilment of the requirements for the degree,

Bachelor of Science in Accountancy, has been examined and accepted.

PROF. ROME SHERIFF O. MONTOYA

Accepted in partial fulfilment of the requirements for the degree, Bachelor

DR. LEONILA CRISOSTOMO

way or another have contributed to the realization of this study.

strength He has bestowed upon us to be able put this endeavor into a

Thank you for your constructive comments and suggestions.

To the authors whose journals and articles have showed in depth

understanding of the concepts of our paper.

research journey - directly or indirectly.

Thank you so much everyone.

owners' decisions on whether to change their strategies or halt operation

enterprise business owners manage their business during the pandemic. A

Based on the findings of the study, CoVID-19 pandemic has evidently

affected the decision making of micro-business owners towards the

operations of the business. Due to the challenges brought by the pandemic,

it is therefore very important for business owners to be flexible, strategic, and

optimistic in managing their businesses. It is important to look into

opportunities amidst the challenging situation to keep the business growing.

Further, it is recommended for future entrepreneurs to analyse and

the business. Plan its response to community quarantines such as ECQ,

other potential threats to the business.

I. The Problem and Its Background

Background of the Study....………………………………………2

Statement of the Problem………………………………………...4

Hypothesis of the Study……………………………………… ….4

Assumptions of the Study………………………………………...5

Significance of the Study………………………………………… 5

Scope and Delimitation……………………………………………6

II. Review of Related Literature

How will small businesses survive in the crisis? ...............8

The Impact of The Coronavirus (COVID-19) On Businesses in the

Effects of COVID-19 on business and research………….13

Impact of COVID-19 pandemic on micro, small, and medium-sized

Enterprises operating in Pakistan………………………….14

COVID-19 and the importance of space in entrepreneurship

research and policy………………………………………….16

A commentary on the impacts of ‘Great Lockdown’ and its

aftermath on scaling firms: What are the implications for

COVID-19: How to ensure Business Continuity and Manage

The Covid-19 Impact on Philippine Business Key Findings from

The Enterprise Survey………………………………………20

Impact of COVID-19 pandemic on micro, small, and medium

enterprises (MSMEs): The Philippines report…………….21

The Impact of Covid-19 Pandemic Crisis on Micro-Enterprises:

Entrepreneurs’ Perspective on Business Continuity and Recovery

Crisis Management for Small Business during the COVID-19

Outbreak: Survival, Resilience and Renewal Strategies of Firms in

Impact of COVID-19 on micro, small, and medium businesses in

Impact of Covid - 19 Pandemic on Micro, Small and Medium

Businesses in Nigeria: What are the Ways of Minimizing the

Relevance of Literature and Studies to Present Study……....28

Population and Study Sample………………………….............31