Chapter 1

The Problem and Its Background

Introduction

Running a business enterprise particularly a physical

store, as the years go by, is having a crucial role on

improving the state and its nation. It is a field of business

that gives us chances to create something new (Shane &

Venkataraman, 2012) while entrepreneur is the one who owns

and manages the business and is willing to take risks in order

to maximize profit. Owners of physical stores contribute a

lot in the country's economy specially those who are

successful in the business. It also plays an important role

in improving people's lives by creating job opportunities,

enhancing one's financial status through profit or salaries,

making tasks or works easier through innovations, and

developing critical thinking.

Mostly, Filipino store owners are engaged in retailing

like sari-sari stores that cover 90% of the retail outlets

(Lugo, 2002). It facilitates the distribution of goods in the

country. Physical stores have been part of livelihood and

tradition of the people in Sipocot, Camarines Sur throughout

the years because it provides supplies of the people's basic

1
needs wherein people can buy piece by piece products in

affordable prices since almost Filipinos prefer buying

commodities in mini sizes. It gives a clever way of selling

consumer goods that makes it convenient for people who do not

need or cannot afford the larger volume of products. Physical

stores have also become their source of living and opens up

a bridge to business opportunities.

Although physical stores are not necessarily a big kind

of entrepreneurship, it became a livelihood for Filipinos

that sustains their basic needs every day. It is very

beneficial for both buyers and sellers since it is very

accessible and can guarantee buyers that these stores will

supply what they need or what they demand. Physical stores

are not only one-stop shop providing locals with everything

from their necessities, it is also a long-term business for

individuals who cannot leave their family obligations behind.

Every community in the Philippines has physical stores and is

also usually run by women. According to Philippine

Association of Stores and Carinderia Owners (2018), an

estimated 1.3 million stores are existing in the country.

In the context of a developing world such as the

Philippines, the failures and consequences of the

2
entrepreneurial activities faced by businesses such as

physical stores seemed to be undermined in the scholarly

discussions and the specifics on how these entrepreneurial

opportunities are pursued are somehow ignored (Ucbasaran,

Westhead, Wright, & Flores, 2010). An increasing stream of

entrepreneurship literature exhibited that business failure

is a widespread phenomenon (Mathias, Williams, & Smith,

2015). To this end, it is emphasized that the process of how

businessmen learn from their past and how these

entrepreneurial lessons shaped their skills and abilities is

remarkably essential in pursuing their ventures (Cope, 2011;

Jenkins, Wiklund, & Brundin, 2014). Scholarly articles showed

some major reasons that break or make the small-scale

enterprises, the most common is how the business acquires its

capitalization. It appears that loaned capital is more likely

to be successful than those that come from aid which usually

disappears within a short period of time (Judama, 2013).

About 99.6 percent of registered businesses in the

Philippines are MSME's which employ 62.3 percent of the

nation's workforce and large corporations only account for

0.4 percent. As a close alternative to unemployment, large

portion of the marginalized has turned to engaging in a

business (Lafond, 2014). For some, their way to be self-

3
sufficient is through venturing into a small-scale business

and entrepreneurship is now in focus. Establishing your own

venture and being a manager of your own time and resources is

such a wish of many especially those who wanted full

independence. The moment you have initiated your

entrepreneurial activity, growth, and satisfactory

performance is your next priority. Yet, chances of setbacks

and consequences are always possible (Gillis, 2015).

The mushrooming of micro enterprises has significantly

afforded livelihood opportunities especially for struggling

Filipino households. Retail stores, widely known as "sari-

sari" stores have flourished in the Philippines. These retail

enterprises are typically small, home-based, and usually run

by "Nanays" or mothers who do not take part in the realities

of the formal sector and are plainly doing domestic

responsibilities (Munoz, Raven, & Welsh 2005). "Sari-sari"

stores offer cheap prices, flexible credit terms, selling

wide range of basic consumer goods and are commonly located

in the streets and even corners.

The enactment of RA 9178, otherwise known as the

"Barangay Micro Business Enterprises (BMBE) Act of 2002" was

carefully designed to speed up the economic development of

4
the Philippines through boosting the development of Barangay

Micro Business Enterprises. The BMBE's are intended to act as

seedbeds of Filipino entrepreneurs and it inspired the

informal sector to participate in the mainstream economy by

streamlining government restrictions, the involvement of

local government units, and the expedited awarding of

benefits and incentives (Figueroa, 2018). Micro, Small and

Medium Enterprises (MSME's) can be considered as key drivers

of sustainable progress in the Philippines through generation

of jobs, guaranteeing a more just distribution of profit,

developing products that meet the consumer requirements of

the fast-growing number of Filipino consumers.

Starting an enterprise and running it requires lot of

skills. It calls for sacrifice in terms of money and time.

This concept is in contrast in the Philippine context, some

owners who are running their small business are mostly

uneducated and do not undergo any formal training to carry

out business. Some are compelled to engaged in this activity

without considering the technical and business skills

required in running a small enterprise. Although there are

studies regarding the critical success factors of small and

medium enterprises (Yusof & Aspinwall, 2000), but there were

no published works regarding the success and failures of micro

5
enterprises which are managed by entrepreneurs in the context

of developing economy such as the Philippines. Hence, as

business educators, we were compelled to conduct an in-depth

inquiry regarding this matter.

However, succeeding indeed is not always a rainbow. Some

may undergo bumpy rides. Researchers have observed that other

physical stores are having a hard time managing the business

and some have stopped operating due to distinctive reasons.

Owners should know how to overcome challenges that they need

to face so that their time, investment, and effort will not

be put into waste. Having enough knowledge on how to manage

the business effectively gives them the capabilities to

efficiently deal with future challenges that they might have

to face in running physical stores to avoid losses and

business shutdown. Thus, the study entitled "Problems

Encountered by Physical Store Owners in Selected Barangays of

Sipocot, Camarines Sur" is conducted.

Locale of the Study

This study was conducted in Sipocot, Camarines Sur

particularly in the two selected Barangays which are

components of Metro Sipocot known as the business center areas

of this municipality, the Barangay North Centro and South

6
Centro. Sipocot, officially the Municipality of Sipocot, is

a 1st class municipality in the province of Camarines Sur,

Philippines. According to the 2020 census, it has a population

of 68,169 people.

Figure 1. Geographic Map of Sipocot, Camarines Sur

Statement of the Problem

This study aimed to determine the problems encountered

by physical store owners in selected barangays of Sipocot,

Camarines Sur. Specifically, it sought to answer the

following questions:

1. What is the demographic profile of the respondents in

terms of:

a. Age

7
 b. Gender

c. Family Income

d. Educational Attainment

e. Years of Operation

f. Monthly Sales

g. Source of Fund

2. What are the problems/challenges encountered by the

respondents in terms of:

a. Location Related Problems

b. Financial Related Problems

c. Inventory Related Problems

d. Consumer Related Problems

3. What is the alternative action of the respondents if

ever they experience loss in operating their physical

stores?

Objectives of the Study

This study will be guided by the following objectives:

1. To determine the demographic profile of the respondents

in terms of: age, gender, family income, educational

8
 attainment, years of operation, monthly sales, and

source of fund.

2. To determine the problems/challenges encountered by the

respondents in terms of: location related problems,

financial related problems, inventory related problems,

and consumer related problems.

3. To identify the alternative action of the respondents

if ever they experience loss in operating their physical

stores.

Significance of the Study

This study is deemed significant to the following

beneficiaries listed below:

Entrepreneurs specifically physical store owners. This

will help them know, get ideas or additional knowledge, and

overcome problems/challenges that were identified in this

study.

Business Administration students. As students preparing

to enter the world of business, this study will help them

understand the reality of the path that they may take in the

9
future and make this as a guide if they are planning to run

physical stores or apply what they have learned from this

study if their family is already engaged in a business like

physical stores.

Customers. This study will help them understand the side

of the store owner where they buy products to satisfy their

daily needs and for them to avoid unreasonable demands and

complaints without knowing the opposite side.

School. This study will help them gain more knowledge

and awareness about the challenges being faced by physical

store entrepreneurs and may serve as future reference for the

students, faculty, and staff.

The Researchers. This study will help them discover and

understand the problems encountered by physical store owners

and have an effective way of perceiving one of the industries

they will be entering in the near future.

Future Researchers. This study can serve as a stepping

stone for those future researchers with some similar topics

especially those who want to continue finding out problems

10
encountered by store owners using other variables and other

related future studies.

Scope and Delimitations

The scope of this study primarily focused on determining

the problems encountered by physical store owners in selected

barangays of Sipocot, Camarines Sur namely: North Centro and

South Centro. Their demographic profile were determined.

Problems involving location, finance, inventory, and

customers were also tackled here. At the end, this study aimed

to identify the alternative action of the respondents if ever

they experience loss in operating their physical stores.

In this study, the respondents were limited on the owners

of physical stores in North Centro and South Centro,

Municipality of Sipocot, Camarines Sur only for the current

year. Through this, it excludes other owners of stores who

were not residing at North and South Centro and whose business

belongs to non-physical classification.

This study was confined within the Municipality of

Sipocot where North and South Centro are located. The factor

that served as a limitation or the perceived weakness of this

study was the number of respondents since it was small. With

11
the limited number of the respondents, they cannot guarantee

that the gathered data represent the entire population more

than to generalize the perception of the store owners in

Sipocot. The data used in this study was limited only to the

responses of the fifty participants. Another constraint is

that they cannot guarantee that the participants provided an

honest response to the research questions.

Definition of Terms

For the purpose and understanding of the discussion

presented in this study, the following terms were

conceptually and operationally defined:

Consumer Related Problems. By conceptual meaning, these

refer to problems experienced in relation to dealing with

customers. As used in this study, these refer to the listed

indicators pertaining to challenges involving customer

satisfaction ang attitudes encountered by the physical store

owners in running their business.

Financial Related Problems. By conceptual meaning, these

refer to problems experienced in relation to managing

finances. As used in this study, these refer to the listed

indicators pertaining to financial management challenges

12
encountered by the physical store owners in running their

business.

Inventory Related Problems. By conceptual meaning, these

refer to problems experienced in relation to handling all the

items or goods held by a business for selling in the market

to earn a profit. As used in this study, these refer to the

listed indicators pertaining to challenges involving

accounting of items and properties encountered by the

physical store owners in running their business.

Location Related Problems. By conceptual meaning, these

refer to problems experienced in relation to occupancy. As

used in this study, these refer to the listed indicators

pertaining to challenges of determining strategic setting

encountered by the physical store owners in running their

business.

Physical Store. In its conceptual definition, this

refers to a brick-and-mortar store, a retail environment that

requires physical space to display and sell products. In its

operational definition, this means an entrepreneurial

property that is owned by the respondents of the study.

13
 Physical Store Owner. In its conceptual definition, this

refers to a person who is considered the proprietor of a

business entity that sells goods to the public. In its

operational definition, this means a person who owns a

physical store and served as a respondent on this study.

Problems. Conceptually, this means a matter or situation

regarded as unwelcome or harmful and needing to be dealt with

and overcome (Oxford Languages). Operationally, this means

the challenges encountered by the physical store owners along

running their business categorized as location related

problems, financial related problems, inventory related

problems, and consumer problems.

14
 Chapter 2

Review of Related Literature and Studies

This chapter presents the review of literature and

studies that are relevant to the present study about the

problems encountered by physical store owners in selected

barangays of Sipocot, Camarines Sur. These related

literatures and studies were taken from published educational

magazines, e-books,and research websites while several

studies were acquired from published articles and journals

from different online academic websites. This chapter also

included theories and conceptual framework that are relevant

and will complement to the present study.

To enrich and broaden the researchers' perception of the

area under study, and to successfully evaluate the study, the

following related literature and studies were reviewed:

Maintaining a physical store is an inventive operation

that entails discoveries and presentation of new products in

the market (Schumpeter, 2010). Innovation is the real

function of an entrepreneur and is primary concerned with

risk-taking (Schumpeter, Cantillon, & Say). According to

(Kapoor), the founder and the CEO of YES Bank, it is a

15
pilgrimage that one may take through instinct and the most

challenging path but also the most rewarding one. A very

effective tool that people may use to become a successful

entrepreneur is the education.

Store owners empowerment also is an important factor on

the development of an economy in these modern times. They

improved certain forms such as the labor force, nurture

talented individuals to be a leader and role models, increase

tolerance and pay dissimilarities. Meanwhile, entrepreneurs

have a bigger share in societal values regarding how they

perceive entrepreneurship as a good career choice, high

status and media attention (Colaco & Hans, 2018).

The incapability to satisfy the goals of certain

ventures points the failure of the business. If the expenses

are bigger than the revenues, the business can go bankrupt

and will eventually lead to business shutdown. (Gitman,

2009). According to (Wu, 2006) and (Sheppard, 1995), the

business will ultimately not be successful if it fails to

earn profit through the variation of resources. The ability

to cultivate and ensure resources and opportunities is the

key to survival. Small business should try harder to mix their

resources and opportunities to decrease failure rates.

16
 Being a confident entrepreneur is good but even that

confidence doesn't take away one's fear of failure which an

entrepreneur needs to overcome. Usually, this fear causes

internal and external environmental business factors namely

management deficiency, insufficient availability of finance,

outdated technology and marketing related problems (Bhargav

& Shivganesh, 2008).

According to (Vic, 2014), many Filipinos who run small

businesses falter to register their business in the

government agencies including the Bureau of Internal Revenue

(BIR), Department of Trade and Industry (DTI) and Mayor's

office because they are afraid that their business will be

audit by the BIR and examine by the government. They are also

bothered by how expensive and time-consuming the process will

be in getting the business license. And they also think that

other business owners are not registering so they do the same.

However, the legitimacy of a business is important to be

successful not only in the operation but also in marketing.

This can be an ace to earn trust from the customers. The

business should be publicly accessible. If it is not legal,

the goal of attracting more possible customers will not be

17
achieved. Having a good faith and being noble in following

rules and regulation will help the entrepreneur succeed (Vic,

2014).

According to (Hisrich & Peters, 1989) in a study entitled

"Challenges faced by Entrepreneurs", entrepreneurship is

becoming an essential part of the economy these days as it is

the process of making something of great importance by

dedicating the required skills and efforts.

One of the main challenges that entrepreneurs have faced

is the penetration of customer credit on a validity period.

That is why entrepreneurs should practice record keeping to

avoid financial failure. Another problems faced by

entrepreneurs were impecunious location, competitions from

other stores, inadequate rest and sleep and deficit

inventories. Finance inadequacy, mobility, lack of education

and motivation are some of the antecedents of the

entrepreneurial failures (Tagoe, 2005)

According to (Vishwananath, 2001), lack of access to

capital has been a central problem of the entrepreneurs

especially during start-ups. Effective solutions for these is

through loans, personal savings and credit cards.

18
 Successful entrepreneurs have four primary areas to

improve. It includes the attitude, skills, thinking and the

personality (Hood & Young, 1993). According to (Mambula,

2002), to strengthen the growth of small business sectors.

entrepreneurs should do collaboration with co-entrepreneurs

to solve several problems faced by them. Analysis of data

shows that majority of the entrepreneurs faced financial and

basic equipment problems while managing their business.

According to (Singh, 2011), an entrepreneur has

confidence, innovative and creative mind which makes them

capable of generating employment opportunities for every

individual by managing a business with the help of his family,

personal and social life.

According to (Silverio, google, 1982) and (Bonnin,

google, 2004) in a study entitled "The Filipino Sari-sari

Store", there are two kinds in controlling customer demand.

One is by boosting up amount of investments because the store

can enlarge inventories through those investments. This

technique is attainable only for wealthier sari-sari store

owners. The other is by developing personal and social

relationships with customers to build up trust and loyalty.

19
 Stores contend for customers to ensure support by giving

credit purchases. (Silverio, google, 1982) Added that there

is no certain time for credit payments. As a result, high

price goods would increase interest rates. However, owners

cannot guarantee that customer credits will be paid

regularly. Core Filipino values called pakikisama keeps up

personal and symphonic relationship and hiya known as the

feeling of guilt ad disgrace is likely to be a strong compound

in trusting that customers will pay back loans (Bonnin,

google, 2004)

According to (Bonnin, google, 2004), one of the reasons

that motivates store owners to venture in a business like

sari-sari store is their need to fulfill their domestic

responsibilities as proprietors of their own business. Given

that sari-sari stores are home based, it is convenient for

them especially on low-income household who cannot afford to

hire household helper. Therefore, physical stpre owners are

compatible in meeting their business objectives (Eviota &

Ofreno, 1992, 2005).

20
Synthesis of the State of the Art

Owning a physical store is an inventive operation that

entails discoveries and presentation of new products in the

market. Physical store operation is an entrepreneurial

activity that providea products that are convenient for

people living in the same area. The business should be

publicly accessible also which means that physical stores

should be easily accessed by target customers.

Entrepreneurship is becoming an essential part of the economy

these days as it is the process of making something of great

importance by dedicating the required skills and efforts

since physical store contributes in the economy's development

by using one's skills and efforts in providing and benefitting

every one's needs. Silverio and Bonnin also discussed two

kinds of controlling customer's demand that can help physical

store owners boost up their sales.

Theoretical Framework

The theoretical framework of this study presents

theories which supported this study about the problems

encountered by physical store owners in selected barangays of

Sipocot, Camarines Sur. It is anchored on the theories

Sanford's Challenge and Support Theory (1962), Davis' Iceberg

21
Theory of Success (2017), Wernerfelt's Resource-Based View

Theory (1984), and McMahon's Stage Models.of SMEs Growth

Theory (1998).

According to (Sanford, 1962) who developed the Challenge

and Support Theory, a balanced quantity of challenge and

support is needed for something to grow. Too much support and

the person will never grow and develop. Too much challenge

will make a person frustrated and quit trying. He believed

that for growth and personal development to take place, a

person needs to have a challenge and support balance.

Sanford added a factor of this theory in 1966, the

element of readiness. In short, an individual cannot grow

until they are physically and psychologically ready to grow.

For example, introducing a higher accounting lesson to a

senior high school students without them learning the basic

is not a great idea because they are not simply ready for it.

The situation is same for a person who is planning to be an

entrepreneur. He cannot start a business without knowing the

basic knowledge of how to run it in the first place.

The relation of this theory in this study is that the

owner of physical store has to have a balance of facing

22
challenges and support. Understanding that challenges are one

of the foundation of success is essential because one may not

succeed without having the honor to face the challenges given

to them. Support coming from the families, friends, peers or

partners can also strengthen the foundation of success.

According to (Davis, 2017) who developed "The Iceberg

Theory of Success", the excellent metaphor for success is a

much larger part hidden beneath the iceberg or what is visible

above the waterline. It means that the visible part of the

iceberg is the success and accomplishments that every one of

us can see and the hidden part of it is the efforts to achieve

an outcome.

Success repeatedly dazzle people so that they will not

notice the great efforts they need to make in order to achieve

a possibly great outcome. In real life, hard work, failures,

sacrifice, determination, sacrifice, disappointment and

dedication makes success possible.

In relation to this study, this theory makes the

researchers realize that every successful entrepreneurs

should overcome challenges in able to reach their goals and

make their dream, a successful entrepreneur, come true.

23
 This study is viewed in the perspective of the Resource-

Based View (RBV) theory by Wernerfelt (1984). The theory

asserts that tangible and intangible resources are the key

for the excellent performance of the enterprise. This theory

further suggests that it is more practical to utilize internal

opportunities rather than acquiring new skills from outside

opportunities. Applying RBV theory in the micro-enterprise

context, it stresses that long-term survival and existence is

basically dependent on the business's unique product

offerings. Sufficient time is necessary to develop this

uniqueness through nurturing the core competency of the firm.

Too often, it has been widely accepted that micro businesses

are repeatedly faced with inadequate resources and this

compels them to continue doing business under financial and

capability constraints (Phillipson, Bennett, Lowe, & Raley

2004; Zucchella & Siano, 2014). In addition, the issue on

insufficient resources can force the enterprise to

concentrate on short-term instead on long-term objectives,

and prevent them to explore the lucrative opportunities in

their economic environment.

Another significant theory considered in this paper is

the Stage Models of SME's Growth by McMahon (1998). This model

24
defines the development and success of small and medium

enterprises. The development and success of Small and Medium

Enterprises (SME's) consists of stages and segments of growth

through which the enterprise may pass in a lifecycle of a

business. This model is similar to the natural growth of a

human person in which it began with birth and end with death.

Under the stage model, the first tier is the start-up stage,

followed by expansion, maturity and the final is

diversification level.

25
 Challenge and Iceberg Theory
Support Theory of Success
(Sanford, 1962) (Davis, 2017)

“PROBLEMS ENCOUNTERED
BY PHYSICAL STORE
OWNERS IN SELECTED
BARANGAYS OF SIPOCOT,
CAMARINES SUR”

Resource-Based Stage Models of

View (RBV) SME's Growth
Theory Theory
(Wernerfelt, (McMahon, 1998)
1984)

Figure 2. Theoretical Paradigm

26
Conceptual Framework

The conceptual framework will be consisting of Input,

Process, and Output.

The input of the study are the personal profile of the

graduates in terms of their: the demographic profile of the

respondents in terms of age, gender, family income,

educational attainment, years of operation, monthly sales,

and source of fund; the problems/challenges encountered by

the respondents in terms of location related problems,

financial related problems, inventory related problems, and

consumer related problems; and the alternative action of the

respondents if ever they experience loss in operating their

physical stores.

The processes to be done in this study are the following:

preparation and validation of survey questionnaires,

selection of respondents through sampling technique,

preparation, dissemination, and collection of survey

questionnaires, statistical treatment of data, and content

analysis.

The output of the study are the findings, conclusion,

and recommendations on how to address the problems

27
encountered by physical store owners in selected barangays of

Sipocot, Camarines Sur.

28
 “PROBLEMS ENCOUNTERED BY PHYSICAL STORE OWNERS IN SELECTED
BARANGAYS OF SIPOCOT, CAMARINES SUR”

INPUTS PROCESS OUTPUT

1. The demographic
profile of the
respondents in terms
of:

a. Age
b. Gender
c. Family Income
d. Educational
Attainment • Preparation and
e. Years of
Operation
validation of
f. Monthly Sales survey
g. Source of Fund questionnaires
• Selection of
2. The problems/
challenges encountered
respondents
through sampling Recommendations on
by the respondents in
technique How to Address
terms of:
Problems Encountered
• Preparation, by Physical Store
a. Location Related
Problems
dissemination, Owners in Selected
b. Financial Related and collection of Barangays of Sipocot,
Problems survey Camarines Sur
c. Inventory Related questionnaires
Problems
d. Consumer Related
• Statistical
Problems Treatment of Data
• Content Analysis
3. The alternative
action of the
respondents if ever
they experience loss in
operating their
physical stores

FEEDBACK

Figure 3. Conceptual paradigm

29
 CHAPTER 3

Research Methodology

This chapter presents the method used in this study.

This includes the research design, research respondents,

sampling techniques, research instrument, validity and

reliability, data gathering procedure, ethical consideration,

and statistical treatment.

Research Design

This study utilized purely descriptive research design

because it describes a certain population and situation

particularly the physical store owners in selected barangays

of Sipocot, Camarines Sur. Specifically, descriptive method

was used in this study because it determined the demographic

profile of the respondents; the problems encountered by the

respondents in terms of location related problems, financial

related problems, inventory related problems, and customer

related problems; and the alternative action of the

respondents when experiencing losses in running their

business.

30
Respondents of the Study

The respondents of the study were the physical store

owners in selected barangays of Sipocot, Camarines Sur

particularly in Barangay North Centro and South Centro. A

total of 50 respondents participated in this research.

Table 1. Respondents of the Study

Respondents
Barangay Rank
F %

North Centro 25 50 1.5

South Centro 25 50 1.5

Total 50 100

Presented on Table 1 were the respondents of this study.

It shows that 25 out of 50 total respondents or 50% were from

Barangay North Centro and the other remaining 25 out of 50 or

50% were from Barangay South Centro.

Sampling Technique

Simple random sampling and convenience sampling

technique were used in this study. It was done because of the

requirement needed in identifying respondents. Specific

purpose and target were the basis for using the combination

of the two methods wherein each member of the physical store

31
owners population has an equal chance of being selected taking

also into consideration the number of individuals as the

desired sample size those who were most accessible to the

researchers to have an easy and inexpensive way of gathering

initial data.

Instrumentation

A modified research instrument was used in this study.

The researchers utilized questionnaire as survey tool. This

structured survey questionnaire was designed to answer the

research problems. Part I is the demographic profile of the

respondents. Part II is intended for the problems encountered

by the respondents along location related problems, financial

related problems, inventory relates problems, and consumer

related problems. And lastly, Part III provided information

on the alternative action of the respondents in times of loss.

This survey questionnaire was also subjected to validity and

reliability tests. Rating scales were used in this study to

associate a qualitative measure with regards to the

respondents' perception.

Parameter Limits

Range Interpretation
1.00-1.80 Always
1.81-2.60 Often

32
 2.61-3.40 Sometimes
3.41-4.20 Rarely
4.21-500 Never

Validation of Research Instrument

To ensure the validity and reliability of the

questionnaires to be disseminated to the respondents, the

researchers sought first the expertise of the research

adviser and other experts to validate the formulated

questionnaire and gave some recommendations which were

compiled by the researchers for further efficiency of the

questionnaires.

In validating the survey questionnaire, the first draft

of the questionnaire was referred to the research consultant

and adviser or persons in authority to check all items against

the statement of the problem. Comments and suggestions were

considered to further improve the said questionnaire.

The final draft was checked by the research consultant

and adviser to see to it that each statement or indicator is

relevant to specific problem. Again, corrections and

suggestions were made for the preparation of a clean final

copy for approval of the research consultant and adviser.

33
Data Gathering Procedure

After obtaining permission from the College Dean on the

conduct of the study, the researchers consulted the research

adviser for the construction of questionnaires. A letter

asking permission from the Barangay Chairman of North Centro

and South Centro in order to allow them to conduct a survey

in their respective barangay was prepared.

The questionnaires were distributed to the respondents

for upon approval of the validation team and of the barangay

chairpersons. Retrieved survey questionnaires were collected

and analyzed.

Ethical Consideration

Ethical consideration is a fundamental segment of the

research process. To ensure that the ethical consideration

principle was considered in the conduct of this research, the

objectives of the research were fully explained to the

respondents. They were requested to answer the survey

questionnaire and they were not forced in any ways. It is

further explained that any responses gathered from them were

treated with utmost objectivity.

34
Statistical Treatment of Data

The following descriptive statistical tools were

utilized to analyze and compute the data gathered in order to

achieve the goal of the study:

Frequency Counting and Percentage Technique. These were

used to establish the demographic profile and these also go

with the analysis of respondents' alternative action whenever

they experience a loss in operating their physical store.

Ranking. This tool was used to determine the degree of

order of the data as perceived by the respondents.

Weighted Mean. This was used in determining the problems

encountered by the respondents along the way of operating

their physical store.

35
 CHAPTER 4

Presentation, Analysis, and Interpretation of Data

This chapter presents the results, analysis, and

interpretation of data gathered in the study. The data were

presented and supplemented in table forms which were divided

into three parts namely: the demographic profile of the

physical store owners along age, gender, family income,

educational attainment, years of operation, monthly sales,

and source of fund; problems/challenges encountered by

physical store owners in terms of location related problems,

financial related problems, inventory related problems, and

consumer related problems; and the alternative action of the

respondents if ever they experience loss in operating their

physical store.

Demographic Profile Information of the Respondents

This section covers the demographic information of the

respondents in terms of age, gender, family income,

educational attainment, years of operation, monthly sales,

and source of fund. To quantify the gathered data, the

researchers used frequency counting, percentage, and ranking

technique.

36
 Table 2. Age of the Respondents

Respondents
Age Group Rank
F %
25 years old and 5
10% 5.5
below
26-30 10 20% 2
31-35 3 6% 7
36-40 8 16% 3.5
41-45 5 10% 5.5
46-50 8 16% 3.5
Above 50 years old 11 22% 1
Total 50 100%

Table 2 reveals the age of the respondents. In terms of

age, ten percent (10%) from the total respondents are from

both the age brackets of 25 years old and below and 41-45

years old with the frequency of five (5), twenty percent (20%)

of the entire respondents are 26-30 years old with the

frequency of ten (10), six percent (6%) of the respondents

are 31-35 years old with the frequency of three (3), sixteen

percent (16%) of the respondents are from both the age

brackets of 36-40 and 46-50 years old with the frequency of

eight (8), and twenty-two percent (22%) of the respondents

are above 50 years old, as shown in the table above.

This shows that most of the respondents were 50 years

old and above having twenty-two percent (22%) with a frequency

of eleven (11).

37
 Table 3. Gender of the Respondents

Respondents
Gender Rank
F %
Male 14 28% 2
Female 36 72% 1
Total 50 100%

In terms of gender, twenty-eight percent (28%) are male

with the frequency of fourteen (14) and seventy-two percent

(72%) are female with the frequency of thirty-six (36) as

shown in Table 3.

This indicates that the highest number of respondents were

female which was seventy-two percent (72%) of the total

population with the frequency of fifty (50).

Table 4. Family Income

Respondents
Family Income Rank
F %
Php 5,000-10,000 24 48% 1
Php 10,001-15,000 16 32% 2
Php 15,001-20,000 10 20% 3
Php 20,001-above 0 0 0
Total 50 100%

In terms of family income per month, forty-eight percent

(48%) of the respondents have a family income of Php 5,000-

10,000 with the frequency of twenty-four (24), thirty-two

percent (32%) have a family income of Php 10,001-15,000 with

38
the frequency of sixteen (16), and the remaining twenty

percent (20%) have a family income of Php 15,001-20,000 with

the frequency of ten (10) as shown in Table 4.

This means that most of the respondents have a family

income of Php 5,001-10,000 per month having forty-eight

percent (48%) with the frequency of twenty-four (24).

Table 5. Educational Attainment of the Respondents

Educational Respondents
Rank
Attainment F %
Elementary Graduate 4 8% 4
High School Graduate 18 36% 1
College Undergraduate 13 26% 2.5
Technical-Vocational
Graduate
2 4% 5
Bachelor's Degree 13 26% 2.5
Master's Degree 0 0 0
Doctorate Degree 0 0 0
Total 50 100%

In terms of Educational attainment, eight percent (8%)

are elementary graduates with the frequency of four (4),

thirty-six percent (36%) are high school graduates with the

frequency of eighteen (18), twenty-six percent (26%) are

undergraduate and with bachelor's degree with the frequency

of thirteen (13) each, and four (4%) percent are technical-

vocational graduate with the frequency of two (2) as shown in

Table 5.

39
 This implies that most of the respondents' educational

attainment were high school graduates having thirty-six

percent (36%) with the frequency of eighteen (18).

Table 6. Years of Operation

Respondents
Years of Operation Rank
F %
Less than 1 year 9 18% 4
1-3 years 16 32% 1
4-10 years 14 28% 2
More than 10 years 11 22% 3
Total 50 100%

In terms of years of operation, eighteen percent (18%)

of the respondents are in their less than 1 year of operation

with the frequency of nine (9), thirty-two percent (32%) are

in their 1-3 years operation with the frequency of sixteen

(16), twenty-eight percent (28%) are in their 4-10 years

operation with the frequency of fourteen (14), and the

remaining twenty-two percent (22%) are in their more than 10

years of operation with the frequency of eleven (11) as shown

in Table 6.

This depicts that most of the respondents have been

operating already for 1-3 years having thirty-two percent

(32%) with the frequency of sixteen (16).

40
 Table 7. Monthly Sales

Respondents
Monthly sales Rank
F %
Below Php 5,000 14 28% 2
Php 5,001-10,000 15 30% 1
Php 10,001-15,000 12 24% 3
Php 15,001-20,000 7 14% 4
Php 20,001-25,000 1 2% 5.5
Php 25,001 and above 1 2% 5.5
Total 50 100%

In terms of monthly sales, twenty-eight percent (28%) of

the respondents have a monthly sales of less than Php 5,000

with the frequency of fourteen (14), thirty percent (30%)

have a monthly sales of Php 5,001-10,000 with the frequency

of fifteen (15), twenty-four percent (24%) have a monthly

sales of Php 10,001-15,000 with the frequency of twelve (12),

fourteen percent (14%) have a monthly sales of Php 15,001-

20,000 with the frequency of seven (7), two percent (2%) have

a monthly sales of Php 20,001-25,000 with the frequency of

one (1), and the remaining two percent (2%) have a monthly

sales more than Php 25,000 with the frequency of one (1) as

shown in Table 7.

This means that most of the respondents have a monthly

sales of Php 5,001-10,000 having thirty percent (30%) with

the frequency of fifteen (15).

41
 Table 8. Source of Fund

Respondents
Source of Fund Rank
F %
Loans 21 42% 2
Personal Savings 26 52% 1
Help from relatives 3 6% 3
or friends
Total 50 100%

In terms of source of fund, forty-two percent (42%) uses

loans with the frequency of twenty-one (21), fifty-two

percent (52%) uses personal savings with the frequency of

twenty-six (26), and six percent (6%) seeks help from

relatives or friends with the frequency of three (3) as shown

in Table 8.

This shows that most of the respondents uses their

personal savings in running thier physical stores having

fifty-two percent (52%) with the frequency of twenty-six (26)

of the respondents.

Problems Encountered by Physical Store Owners

This section covers the problems/challenges encountered

by physical store owners in terms of location related

problems, financial related problems, inventory related

problems, and consumer related problems. To quantify the

42
gathered data, the researchers used weighted mean and ranking

technique.

Table 9. Problems Encountered by Physical Store Owners

Weighted
Indicators Interpretation Rank
Mean
Location Related Problems
My store is located in 3.56 Often 2
a rural area.
My suppliers do not 2.88 Sometimes 5
make deliveries
conveniently at my
location.
My store is not located 3.62 Often 1
in a populated area.
My store's location is 3.34 Sometimes 3
inaccessible to
consumers.
My products are also 3.04 Sometimes 4
sold by other stores in
the area.
Financial Related Problems
My expenses are higher 3.08 Sometimes 2
than my earnings.
I have not enough petty 3.2 Sometimes 1
cash.
I have started my 2.98 Sometimes 4.5
business using borrowed
money with high
interest rate.
My investments are not 3 Sometimes 3
always returning.
I do not have enough 2.98 Sometimes 4.5
knowledge when it comes
to managing my
finances.
Inventory Related Problems
My store is not always 2.92 Sometimes 1
full of stocks.
My products are not 1.74 Rarely 5
attractive.

43
Some of my products 2.26 Rarely 2
remain at my store for
more than a month.
I cannot sell all my 1.9 Rarely 4
products before it
expires or some are
with damages.
I purchase low-cost but 2.18 Rarely 3
low quality products to
sell.
Customer Related Problems
I do not have many 1.86 Rarely 2
returning customers.
I am not friendly and 1.44 Never 4.5
helpful to consumers.
I receive a lot of 1.44 Never 4.5
complaints from
consumers.
I do not receive good 1.98 Rarely 1
feedbacks from
consumers.
Most of my customers 1.6 Never 3
are demanding and like
to argue.
Average Weighted Mean 2.55 Rarely

Legend:

4.21-5.00 Always
3.41-4.20 Often
2.61-3.40 Sometimes
1.81-2.60 Rarely
1.00-180 Never

The table above shows the problems/challenges faced by

the owners of physical stores namely location, financial,

inventory, and customer related problems.

44
 In location related problems, the statement "my store is

located in a rural area" with the corresponding mean of 3.26

is interpreted as often; the statement "my suppliers do not

make deliveries conveniently at my location" with the

corresponding mean of 2.88 is interpreted as sometimes; the

statement "my store is not located in a populated area" with

the corresponding mean of 3.62 is interpreted as often; the

statement "my store's location is inaccessible to consumers"

with the corresponding mean of 3.34 is interpreted as

sometimes; and the statement "my products are also sold by

other stores in the area" with the corresponding mean of 3.04

is interpreted as sometimes.

This means that most of the respondents' store locations

were not located in a populated area.

In financial related problems, the statement "my

expenses are higher than my earnings" with the corresponding

mean of 3.08 is interpreted as sometimes; the statement "I

have not enough petty cash" with the corresponding mean of

3.20 is interpreted as sometimes; the statement "my earnings

were not enough to buy new inventories. I have started my

business using borrowed money with high interest rate" with

the corresponding mean of 2.98 is interpreted as sometimes;

45
the statement "my investments are not always returning" with

the corresponding mean of 3.00 is interpreted as sometimes;

and the statement "I do not have enough knowledge when it

comes to managing my finances" with the corresponding mean of

2.98 is interpreted as sometimes.

This means that most of the respondents did not have

enough petty cash.

In inventory related problems, "my store is not always

full of stocks" with the corresponding mean of 2.92 is

interpreted as sometimes; the statement "my products are not

attractive" with the corresponding mean of 1.74 is

interpreted as rarely; the statement "some of my products

remain at my store for more than a month" with the

corresponding mean of 2.26 is interpreted as rarely; the

statement "I cannot sold all my products before it expires or

some are with damages" with the corresponding mean of 1.90 is

interpreted as rarely; and the statement "I purchase low-cost

but low quality products to sell" with the corresponding mean

of 2.18 is interpreted as rarely.

This means that most of the respondents' physical stores

were not always full of stocks.

46
 In customer related problems, "I do not have many

returning customers" with the corresponding mean of 1.86 is

interpreted as rarely; the statement "I am not friendly and

helpful to consumers" with the corresponding mean of 1.44 is

interpreted as never; the statement "I receive a lot of

complaints from consumers" with the corresponding mean of

1.44 is interpreted as never; the statement "I do not receive

good feedbacks from consumers" with the corresponding mean of

1.98 is interpreted as rarely; and the statement "most of my

customers are demanding and like to argue" with the

corresponding mean of 1.60 is interpreted as never.

This means that most of the respondents did not receive

good feedbacks from their customers.

Alternative Action of the Respondents in Times of Loss

in Physical Store Operation

This section covers the alternative action of the

respondents if they experience loss in operating their

physical store. To quantify the gathered data, the

researchers used frequency counting, percentage, and ranking

technique.

47
Table 10. Alternative Action of the Respondents in Times of

Loss or Failure in Physical Store Operation

Respondents
Alternative Action Rank
F %
I will borrow capital from
15 30% 2
others
I will use my personal
25 50% 1
savings to start again
I will change my products 9 18% 3
I will shutdown my business 1 2% 4
Total 50 100%

The table above reveals the alternative actions of the

respondents if ever they experience loss in operating

physical stores.

The result of the data gathered shows that thirty (30%)

of the respondents will borrow capital from others with a

frequency of fifteen, fifty percent (50%) of the respondents

with a frequency of twenty-five (25) will use personal savings

to start again, eighteen percent (18%) of the respondents

with a frequency of nine (9) will change their products, and

the remaining two percent (2%) with a frequency of one (1)

will shut down the business.

This indicates that physical store owners were most

likely use their personal savings to start again if they

48
experience loss or failure in operating physical stores

having fifty percent (50%) with a corresponding frequency of

twenty-five (25) out of fifty (50) respondents.

49
 Chapter 5

Summary, Conclusion, and Recommendations

This chapter contains the summary of the findings,

conclusions, and recommendations of the study. The summary

includes the major findings upon which the conclusion was

based. The recommendations that have been formed from the

conclusions are also present in this chapter.

Summary

This study was conducted to determine the problems

encountered by physical store owners in selected barangays of

Sipocot, Camarines Sur.

Specifically, this study sought to answer the following

questions: (1) What is the demographic profile of the

respondents in terms of age, gender, family income,

educational attainment, years of operation, monthly sales,

and source of fund?; (2) What are the problems/challenges

encountered by the respondents in terms of location related

problems, financial related problems, inventory related

problems, and consumer related problems?; and (3) What is the

alternative action of the respondents if ever they experience

50
loss in operating their physical stores? The study is a

quantitative research that used descriptive method.

Frequency count, percentage, ranking technique, weighted

mean, and average weighted mean were used as statistical tools

to analyze the data.

Findings

Based on the statistical results of the study, the

following findings were observed:

1. Demographic profile of the respondents was derived from

selected variables:

a. Age

▪ The largest group of the respondents were 50 years

old and above having twenty-two percent (22%) with

a frequency of eleven (11).

b. Gender

▪ The highest number of respondents were female which

was seventy-two percent (72%) of the total

population with the frequency of fifty (50).

51
c. Family Income

▪ The largest group of respondents had a family

income of Php 5,001-10,000 per month having forty-

eight percent (48%) with the frequency of twenty-

four (24).

d. Educational Attainment

▪ The largest group of the respondents were high

school graduates having thirty-six percent (36%)

with the frequency of eighteen (18).

e. Years of Operation

▪ The largest groups of the respondents had been

operating already for 1-3 years having thirty-two

percent (32%) with the frequency of sixteen (16).

f. Monthly Sales

▪ The largest group of the respondents had a monthly

sales of Php 5,001-10,000 having thirty percent

(30%) with the frequency of fifteen (15).

g. Source of Fund

▪ The largest group of the respondents used their

personal savings in running their physical stores

52
 having fifty-two percent (52%) with the frequency

of twenty-six (26).

2. The problems encountered by the physical store owners

were derived from the variables:

a. Location Related Problems

▪ In this variable, the respondents often encountered

the problem that their stores are not located in a

populated area with the corresponding mean of 3.62.

b. Financial Related Problems

▪ In this variable, the respondents sometimes

encountered the problem that they do not have

enough petty cash with the corresponding mean of

3.20.

c. Inventory Related Problems

▪ In this variable, the respondents sometimes

encountered the problem that their physical stores

are not always full of stocks with the

corresponding mean of 2.92.

53
 d. Customer Related Problems

▪ In this variable, the respondents rarely

encountered the problem that they do not receive

good feedbacks from their customers with the

corresponding mean of 1.98.

3. What is the alternative action of the respondents if

they will experience loss in operating their physical

stores?

▪ The researchers found out that most of the

respondents will use their personal savings to

start again if ever they will experience loss in

operating physical stores with the frequency of

twenty-five (25) and a percentage of fifty (50%).

Conclusion

Based from the findings, the following conclusions were

drawn

1. Majority of the respondents were 50 years old and above;

female; and high school graduates.

54
 2. The largest group of the respondents had a family income

of Php 5,001-10,000 per month; 1-3 years in physical

store operation; and had a monthly sales of Php 5,001-

10,000.

3. The largest number of the respondents used their

personal savings in running their physical stores.

4. The most commonly encountered problems by the

respondents are the location related challenges

specifically that their stores were not located in

populated areas.

5. The highest number of the respondents will use personal

savings to start again if they will experience loss in

operating physical stores.

Recommendations

Out of the findings and conclusion derived from this

study, the researchers hereby recommend the following:

1. Location matters because it is a key driver of attention

and sales. Physical store owners should maximize their

business establishment signage. They have to make their

55
 store window into a customer magnet. They should also

offer unique products and try to transfer their physical

store as a destination.

2. Sound financial management is at the heart of every

business no matter how big or small. It is advised that

physical store owners should learn how to be careful in

planning and budget forecasting in order to mitigate

financial risks and difficulties.

3. Physical store owners should also know how to prevent

the overselling of products and running out of

inventory. It is recommended that they devise a manual

inventory tracking procedures or system to help them in

accurately predicting customer orders.

4. As the owners of physical stores, they should

strengthen their customer service skills and give their

customers a way to provide feedback.

56
Recommendation for Future Researches

Studies like this should be conducted every other period

covering wider scope in terms of other target respondents of

the study to establish more robust data that reflects their

encountered problems. Other variables related to studying

physical stores may be explored like effects of the problems

being encountered to the store operations, other

classification/types of problems faced by the respondents,

among others.

The problems encountered by the physical store owners

are to be further researched to validate the findings of the

study. More researches on physical store operation must be

undertaken.

57
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60
 FELIX ALFELOR SR. FOUNDATION COLLEGE
San Juan Avenue, South Centro, Sipocot, Camarines Sur

October 18,2022

Dear Respondent,

We, the 4th year Bachelor of Science in Business

Administration students of Felix O. Alfelor Sr. Foundation
College are presently conducting a research entitled
“PROBLEMS ENCOUNTERED BY PHYSICAL STORE OWNERS IN SELECTED
BARANGAYS OF SIPOCOT, CAMARINES SUR”

In line with this, may we ask for your kind indulgence

and consideration by answering every question of the attached
questionnaire. Rest assured that every information you will
give us will be treated with utmost confidentiality.

Thank you very much for sharing with us your precious

time and effort.

The Researchers

“PROBLEMS ENCOUNTERED BY PHYSICAL STORE OWNERS IN SELECTED

BARANGAYS OF SIPOCOT, CAMARINES SUR”

Part I: Demographic Profile of the Respondents

Instruction: Check (√) the appropriate box of your selected
choice
Name of Respondent
(Optional):__________________________________

Age

25 years old and below

26-30
31-35
36-40
41-45
46-50
Above 50 years old

61
Gender

Male
Female

Family income

Php 5,000-10,000
Php 10,001-15,000
Php 15,001-20,000
Php 20,001-above

Educational Attainment

Elementary Graduate
High School Graduate
College Undergraduate
Technical-Vocational Graduate
Bachelor's Degree
Master's Degree
Doctorate Degree

Years of Operation

Less than 1 year

1-3 years
4-10 years
More than 10 years

Monthly Sales

Below Php 5,000

Php 5,001-10,000
Php 10,001-15,000
Php 15,001-20,000
Php 20,001-25,000
Php 25,001 and above

62
 Source of Fund

Loans
Personal Savings
Help from relatives or friends

Part II: Problems/Challenges Encountered by Physical Store

Owners

Instruction: Please answer the following indicator using

the scale provided below, check (√) the appropriate box
your selected choice.

Scale Descripted Rating

5 Always
4 Often
3 Sometimes
2 Rarely
1 Never

Indicator Always Often Some- Rarely Never

times
(5) (4) (3) (2) (1)
Location Related Problems
My store is located
in a rural area.
My suppliers do not
make deliveries
conveniently at my
location.
My store is not
located in a
populated area.
My store's location
is inaccessible to
consumers.

63
My products are also
sold by other stores
in the area.
Financial Related Problems
My expenses are
higher than my
earnings.
I have not enough
petty cash.
I have started my
business using
borrowed money with
high interest rate.
My investments are
not always
returning.
I do not have enough
knowledge when it
comes to managing my
finances.
Inventory Related Problems
My store is not
always full of
stocks.
My products are not
attractive.
Some of my products
remain at my store
for more than a
month.
I cannot sell all my
products before it
expires or some are
with damages.
I purchase low-cost
but low quality
products to sell.
Customer Related Problems
I do not have many
returning customers.

64
I am not friendly
and helpful to
consumers.
I receive a lot of
complaints from
consumers.
I do not receive
good feedbacks from
consumers.
Most of my customers
are demanding and
like to argue.

Part III. Alternative Action

Question: What will you do if ever you experience a loss in

operating your store?

I will borrow capital from others

I will use my personal savings to start again

I will change my products

I will shutdown my business

65
 COMPUTATION OF SURVEY RESULTS

Location Related Problems

1. My store is located in a rural area.

5-13
4-17
3-11
2-3
1-6

=5(3)+4(17)+3(11)+2(3)+1(6)/50
=65+68+33+6+6/50
=178/50
WM-3.56

2. My suppliers do not make deliveries conveniently at my

location.
5-4
4-9
3-23
2-5
1-9

= 5(4)+4(9)+3(23)+2(5)+1(9)/50
= 20+36+69+10+9/50
= 144/50
WM=2.88

3. My store is not located in a populated area.

5-10
4-23
3-7
2-8
1-2

= 5(10)+4(23)+3(7)+2(8)+1(2)/50
= 50+92+21+16+2/50
= 181/50
WM=3.62

4. My store's location is inaccessible to consumers.

5-7
4-20
3-11
2-7
1-5

66
 = 5(7)+4(20)+3(11)+2(7)+1(5)/50
= 35+80+33+14+5/50
= 167/50
WM=3.04

5. My products are also sold by other stores in the area.

5-6
4-14
3-15
2-6
1-9

-5(6)+4(14)+3(15)+2(6)+1(9)/50
-30+56+45+12+9/50
-152/50
WM-3.08

Financial Related Problems

6. My expenses are higher than my earnings.

5-7
4-9
3-20
2-9
1-5

= 5(7)+4(9)+3(20)+2(9)+1(5)/50
= 35+36+60+18+5/50
= 154/50
WM=3.08

7. I have not enough petty cash.

5-5
4-10
3-27
2-6
1-2

= 5(5)+4(10)+3(27)+2(6)+1(2)/50
= 25+40+81+12+2/50
= 160/50
WM=3.2

8. My earnings were not enough to buy new inventories.

5-4
4-12

67
 3-20
2-7
1-7

= 5(4)+4(12)+3(20)+2(7)+1(7)/50
= 20+48+60+14+17/50
= 149/50
WM=2.98
9. I have started my business using borrowed money with
high interest rate.
5-2
4-12
3-24
2-8
1-4

= 5(2)+4(12)+3(24)+2(8)+1(4)/50
= 10+48+72+16+4+/50
= 150/50
WM=3

10. My investments are not always returning.

5-12
4-6
3-10
2-12
1-10

= 5(12)+4(6)+3(10)+2(12)+1(10)/50
= 60+24+30+24+11/50
= 149/50
WM=2.98

11. I do not have enough knowledge when it comes to

managing my finances.
5-2
4-9
3-21
2-9
1-9

= 5(2)+4(9)+3(21)+2(9)+1(9)/50
= 10+36+63+18+19/50
= 146/50
WM=2.92

68
12. My store is not always full of stocks.
5-1
4-3
3-8
2-8
1-30

= 5(1)+4(3)+3(8)+2(8)+1(30)/50
= 5+12+24+16+30/50
= 87/50
WM=1.74

13. Some of my products remain at my store for more

than a month.
5-1
4-7
3-12
2-14
1-16

= 5(1)+4(7)+3(12)+2(14)+1(16)/50
= 5+28+36+28+16/50
= 113/50
WM=2.26

14. I cannot sold all my products before it expires

or some are with damages.
5-2
4-3
3-7
2-14
1-24

= 5(2)+4(3)+3(7)+2(14)+1(24)/50
= 10+12+21+28+24/50
= 95/50
WM=1.9

15. I purchase low-cost but low quality products to

sell.
5-0
4-6
3-13
2-15
1-16

69
 = 5(0)+4(6)+3(13)+2(15)+1(16)/50
= 0+24+39+30+16/50
= 109/50
WM=2.18

16. I do not have many returning customers.

5-2
4-2
3-8
2-13
1-25

= 5(2)+4(2)+3(8)+2(13)+1(25)/50
= 10+8+24+26+25/50
= 93/50
WM=1.86

17. I am not friendly and helpful to consumers.

5-0
4-2
3-6
2-4
1-38

= 5(0)+4(2)+3(6)+2(4)+1(38)/50
= 0+8+18+8+38/50
= 72/50
WM=1.44

18. I receive a lot of complaints from consumers.

5-1
4-2
3-5
2-9
1-33

= 5(1)+4(2)+3(5)+2(9)+1(33)/50
= 5+8+15+11+33/50
= 72/50
WM=1.44

19. I do not receive good feedbacks from consumers.

5-1
4-4

70
 3-13
2-7
1-25

= 5(1)+4(4)+3(13)+2(7)+1(25)/50
= 5+16+39+14+25/50
= 99/50
WM=1.98

20. Most of my customers are demanding and like to

argue.
5-0
4-2
3-11
2-7
1-30

= 5(0)+4(2)+3(11)+2(7)+1(30)/50
= 0+8+33+14+30/50
= 80/50
WM=1.6

71
 CURRICULUM VITAE

Personal Data:

Name : Bea F. Azuela

Address : Bolo Norte Sipocot Camarines Sur
Place of Birth : Azucena Sipocot Camarines Sur
Date of Birth : June 06, 2000
Nationality : Filipino
Civil Status : Single

Educational Attainment:

Elementary: Soledad R. Villafuerte Elementary School

Bolo Norte Sipocot Camarines Sur

Secondary : Camarines Sur International School Inc.

San Juan Avenue cor Dacanay St. Brgy South
Centro Sipocot Camarines Sur

College : Felix O. Alfelor Sr. Foundation College Inc.

Bachelor of Science in Business
Administration Major in Marketing Management
San Juan Avenue, South Centro, Sipocot,
Camarines Sur

72
 CURRICULUM VITAE

Personal Data:

Name : Reymark M. Melitante

Address : Bulawan, Sipocot Camarines Sur
Place of Birth : Bulawan, Sipocot Camarines Sur
Date of Birth : October 5,2000
Nationality : Filipino
Status : Single

Educational Attainment

Elementary: Bulawan Elementary School

Bulawan, Sipocot Camarines Sur

Secondary : Colacling National Highschool

Colacling, Lupi Camarines Sur

College : Felix O. Alfelor Sr. Foundation College Inc.

Bachelor of Science in Business
Administration Major in Marketing Management
San Juan Avenue, South Centro, Sipocot,
Camarines Sur

73
 CURRICULUM VITAE

Personal Data:

Name : Kyle R. Dormido

Address : San Bartolome St., South Centro,
Sipocot, Camarines Sur
Place of Birth : Caloocan City
Date of Birth : May 23, 1999
Nationality : Filipino
Status : Single

Educational Attainment

Elementary: Sipocot South Central School

San Juan Avenue, South Centro, Sipocot,
Camarines Sur

Secondary : Sipocot National High School

Tara, Sipocot, Camarines Sur

College : Felix O. Alfelor Sr. Foundation College Inc.

Bachelor of Science in Business
Administration Major in Human Resource
Management
San Juan Avenue, South Centro, Sipocot,
Camarines Sur

74