Sustainability and Survival Leading To G

Sustainability and Survival Leading to Growth of Sari-Sari Stores (Small
Neighborhood Variety Stores) operating in 2017 for more than 1 year in Barangay
Potrero, Malabon City, Philippines
A pilot study submitted by:
Angelica Fabillar
Sustainability and Survival Leading to Growth of Sari-Sari Stores (Small Neighborhood Variety
2
Stores) operating in 2017 for more than 1 year in Barangay Potrero, Malabon City, Philippines
Abstract
Sari-Sari Store or the Small Neighborhood Variety Stores have been in existence for
decades before foreign convenience stores came to the Philippines. However, these
small businesses remained existing but not growing. This study aims to evaluate and
investigate the sustainability practices of the business owners that pave their way to
survive and how can these practices result to growth. Consequently, the research also
aims to propose a solution to their current status and to measure to what extent this
proposal will help them to grow. A pilot study of 14 conveniently sampled business
owners were conducted using questionnaires transferred online. Chi-square test
revealed that there were no significant differences on plans before opening a Sari-Sari
Store to survive and sustain its needs, but small differences showed that there were
movements with their actions indicating change of interest. The Independent T-test
revealed that there no significant change with their perception of growth when
proposed actions for survival and sustainability of Sari-Sari store were presented.
However, this leads to a change at a minimal extent to their perception of increased
growth. The researcher recommends a large scale application of the research. This
research was beneficial for business owners to further examine their plans while
investors will have a glimpse of socially responsible programs where they can put in
their investments.
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Contents Page
Cover Page 1
Abstract 2
Contents Page 3
Introduction 4
Literature Review 6
Methodology 9
Data Analysis and Interpretation 14
Summary and Recommendation 27
References 29
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Introduction
Even before foreign convenience stores came to the Philippines, there was a common
convenience store around just a couple of steps or even just besides every Filipinos
doors. It was the Sari-Sari Store or the Small Neighborhood Variety Stores commonly
managed by women and senior citizens. Its convenience was beyond exaggeration that
someone can interrupt an emergency to buy something as immediately as possible.
Perhaps someone forgot an ingredient while cooking or forgot to buy soap or shampoo
while taking a bath. “Sari-sari” was a Filipino word for variety, it has different goods
to sell consisting household needs, common construction tools, make-up essentials,
and even payment of monthly bills. Despite of the opportunity, popularity and its
presence for decades; majority of these stores stayed not to grow but only to exist
and be sustainable.
Figure 1 (Paska, 2012): A Sari-Sari Store or the Small Neighborhood Variety Stores in
Manila, Philippines
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Thus, this research aims to evaluate and investigate the sustainability practices of the
business owner that pave their way to survival and how can these practice resulted to
growth. Consequently, the research also aims to propose a solution to their current
status and to measure to what extent this proposal will help them to grow.
Research Questions
1. What was the profile of the Sari-Sari Store owners?
2. Do the plans before opening a Sari-Sari Store help the Sari-Sari Store to survive
and sustain its needs?
3. What were the struggles faced by the Sari-Sari Store that hinders survival and
sustainability?
4. What were the proposed actions for the Sari-Sari Store to survive and be
sustainable based on their current status?
5. Based on the proposed actions for survival and sustainability of Sari-Sari store,
to what extent do these actions lead to growth?
Research Hypothesis
H01: Plans before opening a Sari-Sari Store help the Sari-Sari Store to survive and
sustain its needs
H01: The proposed actions for survival and sustainability of Sari-Sari store, to what
extent do these actions lead to growth

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Literature Review
Planning before opening a Sari-Sari Store helps the Sari-Sari Store to survive and
sustain its needs
The study authored by Webber, P (2017) entitled “Small business growth: strategic
goals and owner preparedness” aims to examine the significant relationship between
perceived small business success and the SBOs preparedness to grow their business.
The survey of 340 business owners revealed that there was significant relationship
between perceived success and growth preparedness. Only 11.8% have higher desire
for continued growth and success which in turn make them worthy of assistance
because of their good disposition in the group. This entails that the more prepared
the business owners are, the lesser the problems were for them. They were more
likely to head towards growth and were more attractive to investors or policymakers.
Struggles faced by the Sari-Sari Store that hinders survival and sustainability
The research done by Malapit, HJ (2007) aimed to describe the business model of
Filipino Sari-sari stores as well as the underlying problems of the system. The research
described Sari-sari stores were prevalent on low to moderate income communities.
The common struggles faced by Sari-sari stores were collection of debts and
insufficient funds due to lack of accounting. Sari-sari stores offer credit on goods as
well as credit extension as a sales generating strategy. The business owners were also
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debtors themselves by asking “bumbay” or Indian money lenders to lend them money.
This money lenders offer “5-6” which means repaying the loaned amount of 5 with 6
or 20% interest. The research described the unique model of sari-sari stores where
products may act as capital or payment for credits. The research concludes that the
primary reason that hinders survival and sustainability of the Sari-sari stores were lack
of record keeping, inability to manage the store scientifically, diversion of inventory
and product use, and the small mentality.
Proposed actions for the Sari-Sari Store to survive and be sustainable based on their
current status
According to de Lange (2017), investors prefer to invest in a socially responsible
model at a national context than those environmentally sustainable firms. The
research reasoned that this was because of the slow payback of investment related to
environmental sustainability but a country with socially responsible policies were
cheaper, offer good conditions for well productive labor, and creates a better place
to live in while their investments grow.
A study conducted by Osborne, S. W. (2013) aims to do profiling of business owners in
rural Pennsylvania and determine their awareness of publically funded business
assistance programs using 364 business owners. The study revealed that profile of the
respondents was not significant with their awareness of the programs. However,
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awareness of the program was higher among companies that have reported growth
plans for the next three years.

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Methodology Section
Research Design
This pilot study used Quantitative Research Method. According to Babbie (2010),
Quantitative method covers statistical and/or numerical analysis of data which was
collected through surveys by generalizing the results and explain a particular event.
This was used in this study because it fits with the research questions and the data
were gathered through survey forms.
Theoretical Framework
Lewis and Churchill (1983) published an article titled "The Five Stages of Small
Business Growth" that discussed the five stages of business growth among
entrepreneurs. This includes existence, sustainability; survival; financial growth, and
expansion into a more corporate-like system
Stage Stage Stage Stage

Stage I
II III-B III-A IV
Figure 2: Illustration of “The Five Stages of Small Business Growth” by Lewis and
Churchill (1983)
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Study Framework
Figure 3: Study Framework of the study
Using the Theoretical Framework, this research applied the first 3 stages of the Five
Stages of Small Business Growth. Stage I consist of the profiling of the business owners
and their respective businesses; and determining if their plans prior doing the
business were helpful. Stage II evaluates the survival and sustainability practices of
the business owners, as problems arise, this research evaluates the options that will
help the business to survive and remain sustainable that will lead them to step-up in
Stage III. Lastly, the research evaluates if the options for survival and sustainability
were perceived by the business owner was helpful that will make them move to Stage
III.
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Sample Size and Sampling Technique
The researcher conducted a pilot study of 14 business owners in Barangay Potrero,
Malabon City, Philippines. Barangay Potrero consists of 14 streets wherein a
convenience sampling of one business owner per street was conducted. According to
Cameron and Price (2009) Convenience sampling was a non-probability random
sampling chosen based on their availability at the time of data gathering.
Data Gathering Procedure
The researcher creates an online survey form of the questionnaire. The researcher
gathers the contact details of the business owner at each street through a Facebook
group. Through the consent of the group administration, an online survey link was
sent to its members. The researcher conveniently chooses respondents at each street
whoever was available at the time of data gathering.
Questionnaire
The first part of the questionnaire dealt with the planned and actual practices of the
sari-sari store owners. These practices were evaluated using 4 factors namely:
Management that deals with their store management practices, Operation that deals
with their operating hours, Accounting that deals with their record system and
financial management, and Location that deals with their status with their store
location. These factors were inspired by the study done by Sanchez (1991) which was
also used in the study of Malapit (2007). The second part of the questionnaire was the
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narrative explanation of the owner’s sustainability and survival practices. The third
part was the option available to the owners that might help them to be sustainable
and survive. The last part was their assessment of growth on their current practices
and their assessment if they will be given a chance to avail the options presented to
them. This was based on indicative factors of business performance of small scale
industries done by Lingesaya (2012). A factor analysis was done and it produced for
factors namely: Customer satisfaction with managing change, Growth in business &
income level, Growth in profitability, Growth in turnover, and Growth in no. of
employees
Statistical Treatment Used
To describe the profile of the Sari-Sari Store owners, Frequency and Percentages were
used. To investigate if the plans before opening a Sari-Sari Store help the Sari-Sari
Store to survive and sustain its needs, Chi-square test was used. It was a statistical
test used used when the researcher tests significant difference between two
categorical variables.
To determine the struggles faced by the Sari-Sari Store that hinders survival and
sustainability, a short space in the questionnaire was allotted for them to describe
the details. This was presented in narrative form this the results portion.
Frequency and Percentages was used to evaluate the proposed actions for the Sari-
Sari Store to survive and be sustainable based on their current status.

13
Paired T-test was used to determine if the proposed actions for survival and
sustainability of Sari-Sari store, to what extent do these actions lead to growth.
Paired T-test was a statistical test used to compare two related samples.
SPSS version 20.0 was used for data analysis. The p-value of 0.05 was used as a
decision rule wherein p-value below 0.05 indicates rejecting null hypothesis while p-
value above 0.05 indicates acceptance null hypothesis.

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Data Analysis and Interpretation
I. What was the profile of the Sari-Sari Store owners?
Frequenc Percentag
y e
Age
Below 20 YO 2 14%
20 to 25 YO 4 29%
26 to 30 YO 2 14%
31 to 35 YO 3 21%
More than 35 3 21%
Highest Educational
Attainment
College 11 79%
High School 2 14%
Postgrad 1 7%
History of business
involvement
No 6 43%
Yes 8 57%
Specific economic status
of the family
Low Class 1 7%
Middle Class 13 93%
Total 14 100%
Most of the respondents aged 20 to 25 years old (29%) while a large percentage
aged 31 years old and above (42% combined). Most of them reached tertiary
education (79%) and have been involved in business (57%). Almost all of the
respondents perceived themselves as middle income earners (93%).

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II. Do the plans before opening a Sari-Sari Store help the Sari-Sari Store to survive
and sustain its needs?
Group
P-
During the valu
Prior opening of
Operation of the e
Sari-Sari Store
Sari-sari Store
Managemen
t
Number of None 5 (35.7%) 5 (35.7%) 1.00
Employees Less than 10 7 (50%) 7 (50%)
10 and more 2 (14.2%) 2 (14.2%)
Source of Distributors and
1 (7.1%) 1 (7.1%) 1.00
Supplies Dealers
Groceries 3 (21.4%) 2 (14.2%) 0.99
Loan 1 (7.1%) 1 (7.1%) 1.00
Savings 0 (0%) 1 (7.1%) 0.99
Another Store 2 (14.2%) 1 (7.1%) 0.99
Supermarket 4 (28.5%) 4 (28.5%) 1.00
wholesalers 2 (14.2%) 2 (14.2%) 1.00
Suppliers 2 (14.2%) 2 (14.2%) 1.00
No initial plan 1 (7.1%) 0 (0%) 0.99
Frequency Everyday 1 (7.1%) 1 (7.1%) 0.89
of Inventory Every other day 1 (7.1%) 1 (7.1%)
Replenishm Twice a week 1 (7.1%) 1 (7.1%)
ent
Once a week 4 (28.5%) 5 (35.7%)
3 times a week 1 (7.1%) 0 (0%)
Twice a month 2 (14.2%) 2 (14.2%)
Once a month 3 (21.4%) 3 (21.4%)
Hindi na
masyado by 0 (0%) 1 (7.1%)
replenishment
Walang
pagpaplano 1 (7.1%) 0 (0%)
ukol dito
Operation
Store Hours 8 Hours 0 (0%) 0 (0%) 0.80
(Weekdays) 9 to 12 Hours 5 (35.7%) 3 (21.4%)
13 to 16 Hours 4 (28.5%) 5 (35.7%)
17 to 20 Hours 4 (28.5%) 5 (35.7%)
16
21 to 24 Hours 2 (14.2%) 1 (7.1%)

Store Hours 0 hours 1 (7.1%) 1 (7.1%) 0.95
(Weekends) <= 8 Hours 1 (7.1%) 1 (7.1%)
9 to 12 Hours 6 (42.8%) 4 (28.5%)
13 to 16 Hours 2 (14.2%) 3 (21.4%)
17 to 20 Hours 2 (14.2%) 3 (21.4%)
21 to 24 Hours 2 (14.2%) 1 (7.1%)
Store Hours 0 hours 1 (7.1%) 1 (7.1%) 0.67
(Public <= 8 Hours 2 (14.2%) 3 (21.4%)
Holidays) 9 to 12 Hours 4 (28.5%) 2 (14.2%)
13 to 16 Hours 2 (14.2%) 5 (35.7%)
17 to 20 Hours 0 (0%) 0 (0%)
21 to 24 Hours 3 (21.4%) 2 (14.2%)
It depends 0 (0%) 1 (7.1%)
Accounting
Daily less than 500 4 (28.5%) 3 (21.4%) 0.83
Earnings 600 to 1000 4 (28.5%) 4 (28.5%)
1000 to 2000 3 (21.4%) 4 (28.5%)
2000 and
3 (21.4%) 2 (14.2%)
above
It depends 0 (0%) 1 (7.1%)
Initial Less than
3 (21.4%) 2 (14.2%) 0.60
Capitalizatio 10,000
n Php10,000 to
4 (28.5%) 4 (28.5%)
Php20,000
Php 20,001 to
0 (0%) 2 (14.2%)
Php30,000
Php 30,001 to
0 (0%) 0 (0%)
Php40,000
Php 50,001 to
5 (35.7%) 4 (28.5%)
Php60,000
More than
2 (14.2%) 1 (7.1%)
60,000
None 0 (0%) 1 (7.1%)
Standard Less than 5% 2 (14.2%) 2 (14.2%) 0.90
Percentage 5% to 10% 5 (35.7%) 4 (28.5%)
Mark-up 10%-15% 1 (7.1%) 1 (7.1%)
20% and above 4 (28.5%) 5 (35.7%)
it depends on
1 (7.1%) 1 (7.1%)
the item
We rely on the 1 (7.1%) 0 (0%)
Suggested
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Retail Price
We rely on the
Suggested
Retail Prices
that the
0 (0%) 1 (7.1%)
Distributors
and Dealers
were
implementing.
Extended No (Hindi) 7 (50%) 5 (35.7%) 0.70
Credit Yes (Oo) 7 (50%) 9 (64.2%)
Do you keep No (Hindi) 8 (57.1%) 5 (35.7%) 0.45
accounting
of Ins and
Outs of your Yes (Oo) 6 (42.8%) 9 (64.2%)
Sari-Sari
Store?
Have you No (Hindi) 4 (28.5%) 3 (21.4%) 1.00
considered Yes (Oo)
your
actions/opti
ons when 10 (71.4%) 11 (78.5%)
your
business run
out of cash?
Location
Do you plan No (Hindi) 6 (42.8%) 8 (57.1%) 0.71
where to Yes (Oo)
locate your
8 (57.1%) 6 (42.8%)
Sari-sari
store?
Do you No (Hindi) 3 (21.4%) 1 (7.1%) 0.60
consider the
average
frequency of
customers a
day prior Yes (Oo) 11 (78.5%) 13 (92.8%)
considering
the location
of your Sari-
Sari Store?
Average 10 and below 2 (14.2%) 1 (7.1%) 0.88
frequency of 11 to 20 6 (42.8%) 4 (28.5%)
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21 to 30 1 (7.1%) 1 (7.1%)
31 to 40 0 (0%) 1 (7.1%)
customers a 41 to 50 1 (7.1%) 1 (7.1%)
day More than 50 5 (35.7%) 6 (42.8%)
No significant differences were seen on their plan prior opening of Sari-Sari
Store and the things happened during the operation (P>0.05). However, there
had been slight changes on numbers that were worth noted for. The number of
employee prior opening of Sari-Sari Store and the things happened during the
operation did not change. Respondents who have planned to get their source to
Groceries and another store decreased during the operation while using savings
became prevalent. There was an increase in respondents doing inventory
replenishment once a week. Respondents have decided to decreased frequency
of inventory replenishment. There was an increase in the Weekday operating
hours to 9 to 20 Hours. An increase in the Weekend operating hours to 13 to 20
hours was observed while there was increase in operating hours on public
holidays. Their average respondents of the study earned 600 to 2000 from less
than 500 to 1000. Majority of the respondents have an initial plan of
Php10,000 to Php20,000 and Php 50,001 to Php60,000 for initial capitalization,
it did went through. Initially, the average respondents have decided to use 5%
to 10% and 20% and above mark-up, it remained the same during the operation.
Respondents perceiving not having credits initially turned out having one during
the operation, the same scenario were also observed on accounting and
consideration of actions when running out of cash. Majority of the respondents

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have an initial plan where to put their location. Most of them do consider the
number of customer before opening a sari-sari store and it did happened during
the operation. However most of the respondents thought that customers might
range between 11 to 20 and more than 50, frequency remained the same but
during the operation, frequency of 31 to 40 and more than 50 increased.
Therefore, no statistically differences were observed mainly due to small
sample size but descriptively, the results revealed that some of the owners’
plan prior opening a sari-sari store do change during the operation. According
Malapitan (2007), this was very common among business owners because the
goal was just to make the business profitable but business growth was not the
priority yet. It came along only when they were actually doing the business and
planed for growth (Osborne, 2013). Thus, their current sustainability and
survival practices were not enough
III. What were the struggles faced by the Sari-Sari Store that hinders survival and
sustainability?
The respondents responds that the common problems they face that hinders
them to survive and be sustainable was their monetary issues such as debt,
financial management which involves usage of earnings as a source of
household daily consumption, products in the store were out of stock,

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bankruptcy, supplier related problems, and refusal of doing proper plans before
starting business. Malapitan (2007) also cited these findings among Filipino sari-
sari store. When ask about their store management, the respondents responded
that they do short surveys to their customer asking the things that they expect
from the store. On operations, the respondents’ sustainability and survival
practices involves monitoring of store hours. This was relative with their store
management as they need to keep the money flow. They create balance on
working hours because there were few customers during late night and early
afternoon. For Accounting, the owners prefer to do it on their own to keep
themselves for paying wages. Most of them keep on managing their finances
through budgeting and accounting system. Because most of them lend their
customer, they manage to know the profile of whom they were lending but
despite of this, they still keep on having problems with the cash flow. This was
relative to the fact that they were lending and offer extended credits
(Malapitan, 2007). For Location, the owners were paying the rent and
sometimes use their products as payment. This was discuss in the study of
Malapitan (2017) where small-scale business such as Sari-sari store have a
different model that worked only on small communities. This was also relative
within their lack of financial management. This portion revealed that business
owners were experiencing sustainability and survival problems particularly on
management and accounting but least on Location and operations. This was
relative with their lack of plans on doing business, because of their goal of
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making the business profitable; they often compromise the importance of
proper recording and store management (Malapitan, 2017)
IV. What were the proposed actions for the Sari-Sari Store to survive and be
sustainable based on their current status?
Frequency Percent
Which among the programs below you think might
help your business to survive and be sustainable
1. Pondo sa Pagbabago at Pag-asenso program
12 86%
(P3)
2. State Pension Funds (SSS, PAG-IBIG, etc..) 10 71%
3. Bank loans (ex. BPI Ka-Negosyo) 8 57%
4. Secured Credit Card 9 64%
5. Happy Sari-sari store 9 64%
6. Puregold Puhunan (investment) Plus (for Aling
11 79%
Puring Members)
7. P&G Angat Kita (Lift you) Program 7 50%
Total 14 100%
These were the actions proposed to the respondents to help them to survive
and be sustainable. Most of them perceived that Pondo sa Pagbabago at Pag-
asenso program (P3) would help them to survive and be sustainable, 79%
believe that Puregold Puhunan Plus (for Aling Puring Members) will help them,
71% see State Pension Funds (SSS, PAG-IBIG, etc..), 64% on Secured Credit Card
and Happy Sari-sari store while 50% perceived P&G Angat Kita Program will
help them.
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The recent Pondo sa Pagbabago at Pag-asenso program (P3) (Funds for Change
and Improvement) was presented by the current administration to eradicate
the options of the small scale businesses to rely on Indian money lenders (DTI,
2016). This was common among business owners because most of them rely on
Indian money lenders (Malapitan, 2017). Puregold Puhunan Plus a grocery and
wholesaler designed for sari-sari store owners who were members of Aling
Puring (a membership buddy of Puregold) followed because majority of the
business owners get their products from them. This was also relative to the
increasing number of hypermarkets of Puregold Price Club Inc. on different
locations in the Philippines. This was followed by State Pensions because
everyone has access with state pension funds (DTI, 2016). The least were those
private banks and NGOs because of the documentary requirements that an
ordinary business owner can’t provide.
According to Osborne (2013) awareness of the publicly funded programs was
higher among businesses who that have reported growth plans. This shows that
the current statuses of the businesses were thinking of growth that’s why they
became aware of the possible programs offered particularly on those
accessible.
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V. Based on the proposed actions for survival and sustainability of Sari-Sari store,
to what extent do these actions lead to growth?
P-
Mean SD
Group* value
Customer satisfaction with
managing change
Level of customer During the
3.29 0.61
satisfaction related to Operation
0.66
business activities After knowing the
3.14 1.03
options for growth
Conducting survey to During the
3.36 0.74
measure satisfaction of the Operation
0.82
customers and carry out the After knowing the
3.29 0.91
necessary changes options for growth
The market coverage of During the
3.29 0.61
business enterprises Operation
0.66
After knowing the
3.14 1.03
options for growth
Increasing the no. of During the
3.07 0.92
customers from the Operation
0.68
beginning of business After knowing the
3.21 0.89
options for growth
Overcoming the actions of During the
3.07 1.14
the competitors over the Operation
0.86
past days/months/years After knowing the
3.14 0.95
options for growth
Achievement at business During the
3.07 1.14
growth by facing the Operation
0.86
environmental challenge & After knowing the
3.14 0.95
strong competition options for growth
Delivering new products and During the
3.21 1.05
services based on market Operation
change 0.56
After knowing the
3.43 0.85
options for growth
Growth in profitability
Growth on net profit During the
2.93 0.83
earnings from the business Operation
0.13
over the past After knowing the
3.43 0.85
days/month/years options for growth
Improvement in Return on During the 2.86 0.86 0.21
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Investment (ROI) from the Operation

business After knowing the
3.29 0.91
options for growth
Improvement in Return on During the
2.86 1.03
Assets (ROA) from the Operation
business 0.35
After knowing the
3.21 0.97
options for growth
Growth in business &
income level
Satisfaction in Business During the
2.79 1.05
Growth including Operation
0.26
Achievement of Business After knowing the
3.21 0.89
Goal options for growth
Improvement in Life During the
2.86 1.17
Standard after the business Operation
0.62
After knowing the
3.07 1.07
options for growth
Growth in Personal Income During the
2.86 1.03
from the beginning of Operation
0.47
business After knowing the
3.14 1.03
options for growth
Improvement in Income During the
3.00 1.04
Level when comparing Operation
before and after the 0.72
After knowing the
business 3.14 1.03
options for growth
Growth in no. of
employees
Was able to have an During the
2.14 1.35
employee or Increasing in Operation
no. of employees from the 0.33
After knowing the
beginning of business 2.64 1.34
options for growth
Growth in turnover
Improvement in saving During the
2.64 1.22
capacity and accumulation Operation
0.26
of resources from the After knowing the
3.14 1.10
business options for growth
Growth in turnover/sales During the
2.93 1.07
from the business over the Operation
0.35
past days/months/years After knowing the
3.29 0.91
options for growth
Growth in turnover During the 2.71 0.99 0.19
compared to the Operation
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competitors over the past After knowing the

days/months/years 3.21 0.97
options for growth
Factors based on Lingesaya (2012), “Identifying Factors to Indicate the
Business Performance of Small Scale Industries: Evidence from Sri Lanka”
No significant difference was observed with their perception of growth based
on their current situation and their perception of growth after knowing the
options for sustainability and survival. However, there was a minimal increase
in their customer satisfaction on managing change because they perceived that
with the help of the proposed actions for survival and sustainability, there will
be an increase in the no. of customers.
There was a minimal increase in their perception of growth in business &
income level. They perceived that through the options presented to them,
their satisfaction in business growth including achievement of business goal,
improvement in life standard, growth in personal income, and improvement in
income level after the business increased.
There was a minimal increase in their perception of growth in number of
employees. They perceived that they were able to have an employee or
Increasing in no. of employees with the help of the proposed actions for
survival and sustainability.

26
There was also minimal increase in their perception of growth in turnover.
There was an increase in their perception of improvement in saving capacity
and accumulation of resources from the business, growth in turnover/sales
from the business over the past years, and growth in turnover compared to the
competitors over the past years.
The results revealed that proposed actions for survival and sustainability of
Sari-Sari store, does not lead to significant growth as perceived by the business
owners (P>0.05) However, the descriptive aspects were worth focusing for.
They have lower perception of growth using their current practices but the
mean perception increased when options were presented to them. It revealed
that there was a slight increase in their perception suggesting that they were
positive of the programs that might help them to achieve further business
growth whether financially or through education. They were observed with
higher overall perception of customer satisfaction with managing change,
growth in business & income level, growth in profitability, growth in turnover,
and growth in no. of employees. Therefore, the proposed programs help them
grow at minimal extent.

27
Summary and Recommendations
The average respondents of the study were those female middle income
earners aged 20 to 25 years old who have reached tertiary education and have
been involved in business.
The sustainability practices of the business owners leading to their current
survival involved keeping all the work or hiring less employees, keeping the
operating hours in accordance with foot traffic, practicing keeping records but
maintain extended credits and usage of products when needed, and keeping
the location clean and maintaining the foot traffic.
There were no statistical differences on plans prior opening of the business and
during operation. However, the descriptive statistics revealed some small
changes in their perception. There were changes on some of the owners’ plan
prior opening a sari-sari store do change during the operation which was
attributed with change of interest form profit to generating growth
Business owners were experiencing sustainability and survival problems
particularly on management and accounting but least on Location and
operations. Because they were currently doing the business and have different
interest, they became aware of the corporate and publicly funded programs
28
helping small business owners like them. They were less convinced of growth
using their current practice but have an increased perception of growth in
terms of customer satisfaction with managing change, growth in business &
income level, profitability, turnover, and growth in no. of employees when
programs were presented to them.
The research recommends doing an actual study of the subject matter using a
higher sample size to elaborate the subject matter. Failing to reject the null
hypotheses could be due to small number of samples.

29
References
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2018
Francia, A.B. (2018) ‘Puregold to open 25 stores this year
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Malapit, H.J. (2007), ‘The Filipino Sari-sari store’, Action for Economic Reforms
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31
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Sustainability and Survival Leading to Growth of Sari-Sari Stores (Small

A pilot study submitted by:

owners were conducted using questionnaires transferred online. Chi-square test

However, this leads to a change at a minimal extent to their perception of increased

Data Analysis and Interpretation 14

Summary and Recommendation 27

someone can interrupt an emergency to buy something as immediately as possible.

to sell consisting household needs, common construction tools, make-up essentials,

1. What was the profile of the Sari-Sari Store owners?

and sustain its needs?

sustainable based on their current status?

to what extent do these actions lead to growth?

sustain its needs

extent do these actions lead to growth

sustain its needs

described Sari-sari stores were prevalent on low to moderate income communities.

of record keeping, inability to manage the store scientifically, diversion of inventory

and product use, and the small mentality.

According to de Lange (2017), investors prefer to invest in a socially responsible

model at a national context than those environmentally sustainable firms. The

environmental sustainability but a country with socially responsible policies were

to live in while their investments grow.

A study conducted by Osborne, S. W. (2013) aims to do profiling of business owners in

rural Pennsylvania and determine their awareness of publically funded business

plans for the next three years.

were gathered through survey forms.

entrepreneurs. This includes existence, sustainability; survival; financial growth, and

expansion into a more corporate-like system

Stage Stage Stage Stage

Figure 3: Study Framework of the study

Sample Size and Sampling Technique

The researcher conducted a pilot study of 14 business owners in Barangay Potrero,

Malabon City, Philippines. Barangay Potrero consists of 14 streets wherein a

Cameron and Price (2009) Convenience sampling was a non-probability random

sampling chosen based on their availability at the time of data gathering.

Data Gathering Procedure

whoever was available at the time of data gathering.

income level, Growth in profitability, Growth in turnover, and Growth in no. of

Statistical Treatment Used

Sari Store to survive and be sustainable based on their current status.

sustainability of Sari-Sari store, to what extent do these actions lead to growth.

value above 0.05 indicates acceptance null hypothesis.

Data Analysis and Interpretation

I. What was the profile of the Sari-Sari Store owners?

respondents perceived themselves as middle income earners (93%).

and sustain its needs?

21 to 24 Hours 2 (14.2%) 1 (7.1%)

No significant differences were seen on their plan prior opening of Sari-Sari

became prevalent. There was an increase in respondents doing inventory

replenishment once a week. Respondents have decided to decreased frequency

of inventory replenishment. There was an increase in the Weekday operating

hours to 9 to 20 Hours. An increase in the Weekend operating hours to 13 to 20

than 500 to 1000. Majority of the respondents have an initial plan of

Php10,000 to Php20,000 and Php 50,001 to Php60,000 for initial capitalization,

consideration of actions when running out of cash. Majority of the respondents

during the operation, frequency of 31 to 40 and more than 50 increased.

Therefore, no statistically differences were observed mainly due to small

survival practices were not enough

financial management which involves usage of earnings as a source of

household daily consumption, products in the store were out of stock,

from the store. On operations, the respondents’ sustainability and survival

afternoon. For Accounting, the owners prefer to do it on their own to keep