Table 1.

Distribution of the Respondents According to their Position in the Company

Frequen Percent
Position in the Company
cy age
General Manager 56 16.57%
Head of Finance or Accounting 57 16.86%
Head of Operations (Sales) 169 50.00%
Other please specify: Owner 56 16.57%
100.00
Total 338
%
Table 1 presents the distribution of the respondents when grouped according to their position in the
company. Majority of the respondents are head of operations (sales), with 50% of the total samples. Fifty-
seven (57) respondents are head of finance or accounting while 56 are general managers and 56 are the
owners of the company.
Table 2. Distribution of the Respondents According to the Industry of their Enterprise

Frequen Percenta
Industry of the Enterprise cy ge
Manufacturing industry 85 25.15%
Construction industry Wholesale
and retail trade 35 10.36%
Transport, storage and postal
industry 56 16.57%
Accommodation and catering 26 7.69%
Leasing and business services 24 7.10%
Water, environment and public
facilities management 28 8.28%
Health and social work 28 8.28%
Other please specify: Clothing
Industry 56 16.57%
100.00
Total
338 %
Table 2 shows the distribution of the respondents when grouped according to the industry of their
enterprise. The highest percentage of the respondents are from Manufacturing company with 25.15% of
the total samples. On the other hand, the lowest percentage of the samples are from Leasing and business
services with 7.10%

Table 3. Number of Employees of the Company at the end of 2021

Frequenc
Number of Employees at the end of 2021 y Percentage
Less than 10 persons 85 25.15%
11-50 persons 197 58.28%
Not applicable 56 16.57%
Total 338 100.00%
Table 4. Distribution of the Respondents according to the Operation Status of the Company

Have you stopped operations because Frequen Percenta

of the current crisis? cy ge
No, operations are still running 226 66.86%
Yes, temporarily stopped because of
28 8.28%
Covid-19 cases in our business
Yes, temporarily stopped because of
28 8.28%
reduced orders
Yes, stopped operations previously
56 16.57%
but currently running again
100.00
Total 338
%

Table 5. Impact of Covid-19 to the Business until now

What has been the impact of Covid-19 26 to 51 to

None 1 to 25% Increased
on your business until now? 50% 100%
Revenues 172 15 76 34 41
Orders 89 103 86 32 28
Workforce 169 56 85 0 28

Table 5 illustrates the impact of COVID-19 to the business until now towards the revenues, orders and
workforce. One-hundred seventy-two (172) believed that COVID-19 does not have an impact on their
business in terms of revenues. Only 15 respondents believed that the pandemic has impacted the business
from 1% to 25%. In terms of the orders, 103 respondents showed that it has an impact from 1% to 25%,
while 32 respondents showed that it has an impact from 51% to 100%. Moreover, according to 169
respondents, COVID-19 did not have an impact in the workforce. However, 56 respondents believed that
it has an impact of 1% to 25%.
Table 6. Impact of COVID-19 to the Business at the End of 2022

How big of an impact do you expect

26 to 51 to
COVID-19 to have on your business None 1 to 25% Increased
50% 100%
at the end of 2022?
Revenues 56 187 54 41 0
Orders 56 197 45 40 0
Workforce 84 169 36 49 0
Table 7. Important Factors in Crisis Management and in Increasing Business Resilience

Mea
Total Garrett n
Factors
Score Mean Score Ran
k
1965
Entrepreneurial Characteristics 58.15 1
5
1822
Organizational Characteristics 53.91 2
2
1638
Technology Competence 48.48 3
5
1333
Government Support 39.46 4
8

Table 7 presents the most important factors in crisis management and in increasing business resilience.
On the basis of the ranks assigned by the respondents, the most important factors are analyzed through
Garrett Ranking Techniques. It is evident that Entrepreneurial Characteristics was the most important
factor in Crisis Management and in Increasing Business Resilience (58.15), followed by Organizational
Characteristics (53.91), Technology Competence (48.48), and Government support (39.46).
Table 8. Impact of the following Elements on Business Crisis Management

Mea Verbal
Impact of these Elements on Business Crisis Management SD
n Interpretation
Extra effort has become necessary for maintaining business
3.97 1.34 Agree
to during the pandemic
Business innovation and creativity needs to be continuously
4.01 1.34 Agree
improved during the current crisis
Managing customer willingness and expectations during the
3.75 1.26 Agree
crisis was necessary
Providing soap and running water/sanitizers, and
maintaining physical distancing was very important to 4.18 1.04 Agree
gather customers
Employee’s commitment in wearing personal protective
Strongly
equipment (PPE) attracted customers due to safety being 4.53 1.25
Agree
assured
Educating workers on self-reporting and isolation by
providing them safety education and training was important 4.16 1.13 Agree
in avoiding a total “wipe-out” of the work force.
Product sale during crisis have highly utilized social media Strongly
4.33 1.34
marketing than in normal situations Agree
The development of features and content was further
3.25 1.10 Neutral
enhanced during the crisis
Consumers are more intensive in using online purchasing 4.06 1.21 Agree
 during crisis than normal era
The government has given ample subsidies to aid struggling
3.12 1.14 Neutral
businesses.
Government assistance, consisting of deferral of credit
payments and deferral of tax payments, has greatly helped 2.86 1.14 Neutral
cash flow management during crisis.
Regulations and policies issued by the government in
handling Covid-19 pandemic are still within reasonable 3.41 1.03 Neutral
limits and are acceptable to the business world.

Descriptive statistics were used to determine the impact of the mentioned elements in table 8, on business
crisis management as perceived by the respondents. A 5-point Likert’s scale was used to assessed the
level of agreement of the respondents on each statement, where a high mean score indicates a high level
of agreement. As reflected in the table, the statement “Employee’s commitment in wearing personal
protective equipment (PPE) attracted customers due to safety being assured” received the highest mean
(M=4.53, SD=1.25) interpreted as “Strongly Agree”. On the other hand, “Government assistance,
consisting of deferral of credit payments and deferral of tax payments, has greatly helped cash flow
management during crisis” obtained the lowest mean (M=2.86, SD=1.14) which was interpreted as
“Neutral”.

Table 9. Limitations in Crisis Management

Limitations in Crisis Management Frequency Percentage

Limited financial resources 85 25.15%
Technological inadequacy 30 8.88%
Finding new customers and keeping existing customers 87 25.74%
Self-doubt and fear 24 7.10%
Laws, policies and regulations 27 7.99%
Changes in market demand and customer spending 57 16.86%
Uncertainty about the economy and society what 28 8.28%
organizational policies hindered your business in having
a better response against the COVID-19 pandemic
Total 338 100.00%
What organizational policies hindered your business in Frequency Percentage
having a better response against pandemic?
Workplace and health transformations 141 41.72%
Conducting business using virtual capabilities 28 8.28%
Reducing business operations 98 28.99%
Instituting mandatory work from home or remote work 15 4.44%
policies
Closing on site facilities 56 16.57%
Total 338 100.00%
What technological difficulties did you face when you Frequency Percentage
were averting the deleterious effects of the COVID-19
Pandemic?
Insufficient tools to monitor employee productivity 95 28.11%
Inability to provide IT support to remote workers 243 71.89%
 Total 338 100.00%
How did the government support fail to ease the Frequency Percentage
burdens of entrepreneurs during the COVID 19
Pandemic hit the Philippines?
Government imposed strict lockdowns but in the 197 58.28%
meantime, failed to boost the capacity of the health
system
Misguided priorities in the budget 23 6.80%
There is no substantial funding for aid and economic 84 24.85%
relief
Delays in vaccination rollout 34 10.06%
Total 338 100.00%
What characteristics of entrepreneurs must be developed Frequency Percentage
further to be better prepared for economic crisis such as
the COVID-19 pandemic?
Being innovative and strategic 86 25.44%
Flexibility 114 33.73%
Decisiveness 13 3.85%
Risk tolerance 125 36.98%
Total 338 100.00%

Table 9 presents the limitations encountered by the respondents in crisis management. The highest
percentage of the respondents revealed that “Finding new customers and keeping existing customers” is a
limitation in crisis management with 25.74% of the total samples. “Limited Financial Resources” is also a
limitation according to 85 respondents. In terms of organizational policies that hindered business in
having a better response against pandemic, 41.72% of the respondents answered “Workplace and health
transformations”. On the other hand, “Instituting mandatory work from home or remote work policies”
had the lowest percentage of respondents. In terms of technological difficulties, 71.89% of the
respondents experienced the “Inability to provide IT support to remote workers”. Majority of the
respondents (58.28%) revealed that “Government imposed strict lockdowns but in the meantime, failed to
boost the capacity of the health system” fail to ease the burdens of entrepreneurs during the COVID 19
Pandemic hit the Philippines.

Table 10. Recommendations on Improving Crisis Management

What characteristics of entrepreneurs must be developed

further to be better prepared for economic crisis such as the Frequency Percentage
COVID-19 pandemic?
Being innovative and strategic 86 25.44%
Flexibility 114 33.73%
Decisiveness 13 3.85%
Risk tolerance 125 36.98%
Total 338 100.00%
What organizational policies must be put in place to be
better equipped to face economic crisis such as the COVID- Frequency Percentage
19 pandemic?
Optimization of cost 113 33.43%
Going digital 28 8.28%
Technological adequacy 57 16.86%
Implement work from home initiatives and enforce social
24 7.10%
distancing norms
Implement retrenchment policies to enforce a cutback in
116 34.32%
expenses and trigger revenue generation.
Total 338 100.00%
What other technologies could be used or what technologies
can be improved and utilized better in order to be prepared Frequency Percentage
to handle economic crisis such as the COVID-19 Pandemic?
Digital or online marketing 134 39.64%
Digitalization and automation 17 5.03%
Cashless payments in transactions 187 55.33%
Total 338 100.00%
How can government support be improved to better help
entrepreneurs when health crisis like COVID 19 Pandemic Frequency Percentage
hit the Philippines?
Providing a conducive economic environment along with
160 47.34%
suitable infrastructure like transportation, manpower, etc.
Providing loans or debts as emergency support 123 36.39%
Encourage enterprises to maintain employment 55 16.27%
Total 338 100.00%