CHALLENGES ENCOUNTERED BY THE MICRO-ENTERPRISES IN THE DURING

AND POST-PANDEMIC STAGE IN LUCENA CITY

A Research Paper

Submitted to the

Faculty of AMA Computer College, Lucena City

In partial Fulfillment of the Requirements for the

Accountancy and Business Management-Senior High School

Zack Aubrey Vallerie De Guzman

May 2022
 CHAPTER I

INTRODUCTION

The coronavirus (COVID-19) pandemic has significantly affected global economies

(Fernandes, 2020). It has impacted capital and supply chains, influencing product distribution

and availability. For example, factory closures and reduced supply caused China's factories to

cease production because of decreased demand for automotive parts, components, and clothing

(Wang and Su, 2020).

Lockdowns worldwide and the shutdown of major industries such as hospitality, travel,

and retail led to significantly higher unemployment rates worldwide. The adverse global

economic impact has been unprecedented (Ozili and Arun, 2020). The COVID-19 restrictions

impact micro and small enterprises (MSEs) compared to more extensive and global firms

(Shafiand et al., 2020). Given the importance of MSEs, this position poses a significant threat to

the economy.

As the center of Quezon Province, Lucena city is classified as a highly-urbanized city, a

status it has been holding since 1991. As per DTI records for 2019, there are over 6,000

registered business establishments, 80% of which are micro-businesses and SMEs. In that same

year, said businesses generated around P1 billion in revenue for the local government. The city's

core is dominated by merchandising and service establishments, while manufacturing concerns

are located in designated areas on the city's outskirts. Being a coastal city, fishing and other

marine-related businesses are still a staple for a considerable portion of the population and

farming.
Background of the Study.

The Novel Coronavirus (Covid-19) epidemic was first discovered in Wuhan, China, in

December 2019. (Fauci et al., 2020). Since then, there have been 190,671,330 confirmed Covid-

19 cases worldwide, with 4,098,758 fatalities documented, making the epidemic a global

pandemic (WHO, 2021). In the Philippines, there have been 3,683,732 confirmed cases and

59,990 deaths (WHO, 2022). The outbreak has wreaked havoc on the world's health, social, and

economic systems, especially in developing countries like the Philippines. The turnover rate of

MSMEs in the Philippines has substantially decreased since the end of 2019 due to lockdowns,

activity limits, and social alienation. However, because rural areas have limited access to

information, technology, and digital literacy, e-commerce cannot be used organically to replace

traditional economic activity and transactions (Bahtiar, 2021).

Women entrepreneurs must be willing to establish, manage, and be active in their

businesses. The value of networking must be assessed in light of the global economy and

technological advances. Entrepreneurs, both men and women, profit equally from their networks.

On the other hand, women's networks differ from men's personal and emotional relationships. On

the other hand, women entrepreneurs employ new digital technologies to build and implement

new firms to overcome their challenges. New digital technologies enable women to start new

small companies, which is especially important in the new normal period when people are

advised to limit their outside activities to prevent the spread of COVID-19 viruses. Furthermore,

technological advancements simplify women entrepreneurs to market their products broadly

without selling them directly to customers or door to door. For women, selling things online is

more productive and efficient since it saves time and allows them to contact consumers outside

of the city or internationally.

 According to Pather (2020), the beginning points to an underlying problem when looking

at the digital ecosystem and the role of ICT in assisting small and microenterprises in the

inequitable historical distribution of telecom services. This essential feature, which constitutes

the backbone of ICT, must be addressed. Unfortunately, this disparity is visible in geography and

economic levels. As a result, an intervention must be implemented to address the 'digital gap' to

achieve any beneficial social and economic consequences for small and microenterprises and the

more significant business sector and society. Furthermore, research reveals that small and

microenterprises have access to many ICT-related services. Help for company growth, from idea

to launch, and mentorship and software to support business operations are among the many ICT-

related services available. Because of the variety of ICT capabilities that may be made available

via cloud-based services, cloud-based services have become more significant in supporting small

enterprises. Accessing and appropriating them for companies to profit from the services and

functionality generated from them has been a considerable difficulty for SMMEs (Pather, 2020).

Given these vulnerabilities, MSEs will be more inclined to embrace digital technology to

manage their operations and supply chains in the post-COVID-19 timeframe, owing to pandemic

pressures and fundamental survival demands. We understand the value and significance of

digitalization technology in the growth and prevention of MSEs (e.g., see Matarazzo et al.,

2020). However, inadequate infrastructure, network issues, and high data costs in poorer nations

have made digitization adoption challenging. We present some ideas to help developing country

MSEs manage the post-pandemic supply chain to overcome these digitalization hurdles;

environmental sustainability considerations are a primary focus.

Conceptual Framework.

Figure 1. Conceptual Framework created by Pulka, Ramli & Bakar (2018)

The Framework is adopted in the Conceptual Framework created by Pulka, Ramli &

Bakar (2018). The Framework comprises strategic intelligence, competitive intelligence,

artificial intelligence, business intelligence, knowledge management, and business process

management as independent variables, SMEs performance as the dependent variable, and

environmental turbulence as moderating variables. Therefore, this work is built on a resource-

based view. According to Barney, Ketchen, and Wright (2011), Barney, Wright, and Ketchen

(2001), Barney (1991), and Chien (2014), for a firm to achieve competitive advantage and

performance, it depends on the bundles of resources at the disposal of the firm. In other words,

the firm's resources/competencies/capabilities help the firm to attain competitive advantage and

superior performance. According to RBV, the firm's resources/competencies/ capabilities hold

some qualities that make them have value, rare, imperfectly imitable, and not substitutable

resources.
 Intangible resources (VRIN) and tangible resources (non-VRIN) are the two types of

resources that a company has (Wu, 2010). However, intangible/VRIN resources, according to

RBV, are sources of competitive advantage and performance. Similarly, Talaja (2012) explained

that firms' resources, including assets, organizational processes, capabilities, attributes,

information, and knowledge, are managed and controlled to formulate and implement strategies

to improve efficiency and performance accomplishment. Wu and Chen (2014) asserted that

information resources are increasingly displacing natural resources, capital, and labor as vital

economic resources in any given economy. As a result, it is stated that if SI, CI, AI, BI,

knowledge resources, and business processes are valuable, scarce, inimitable, and non-

substitutable resources, they can contribute to competitive advantage and firm performance as

described in RBV (Barney, 1991; Karkoulian, Messarra, & McCarthy, 2013).

Statement of the Problem

The coronavirus (COVID-19) pandemic has significantly affected global economies

(Fernandes, 2020). It has impacted capital and supply chains, influencing product distribution

and availability and lockdowns worldwide, and the shutdown of significant industries. Such as

hospitality, travel, and retail led to significantly higher unemployment rates worldwide. The

adverse global economic impact has been unprecedented (Ozili and Arun, 2020).

Lucena City is the center of Quezon Province, where most of the enterprises in Quezon

can be found. Online selling approaches from different perspectives arise during the pandemic,

affecting microenterprises directly. Although the pandemic harms all aspects of people's lives,

there are also good impacts brought by this pandemic, specifically on microenterprises. Online

selling impacts most microenterprises – neither positive nor negative. Therefore, there is a need

to determine these challenges and recommend a new normal strategy.

 Specifically, this study sought to answer the following questions:

1. What is the demographic profile of the respondents in terms of:

1.1.Age;

1.2.Gender; and,

1.3.Age of Business?

2. What challenges were encountered by the conveniently selected micro-enterprises in

Lucena City during the pandemic?

3. What challenges were encountered by the conveniently selected micro-enterprises in

Lucena City during the post-pandemic?

4. Is there a significant difference between the challenges encountered by the randomly

selected micro-enterprises in Lucena City during and post-pandemic?
Hypothesis:
1. There is a significant difference in the challenges encountered by the randomly selected
micro-enterprises in Lucena City during and post-pandemic stages.

Significance of the Study

This study aims to provide crucial information and knowledge regarding the impact of

online selling on micro-enterprises from the respondents, recent studies, and related sites needed

for the expected importance of possible strategical business adjustments for the micro-enterprises

in Lucena City.
 CHAPTER II

REVIEW OF RELATED STUDIES AND LITERATURE

Theoretical underpinnings are discussed in this section of MSE's digital transformation

process and insights into MSE's digital transformation post-pandemic (e.g., institutional theory,

the resource-based view (RBV), dynamic capability theory, transaction cost theory, and TOE

framework). These hypotheses can be used as a starting point for additional research in the areas

covered in this paper. Based on these ideas, we develop a framework to assist COVID-19

pandemic digitalization lessons for the probable sustainable development of MSEs in Lucena

City. Micro, Small, and Medium Enterprises (MSMEs)

Micro Small and Medium Enterprises (MSMEs) have significant involvement in various

business fields concerning the community's interests in Indonesia. Recently, Micro, Small, and

Medium Enterprises (MSMEs) supported Indonesia's economy because of their contribution to

employment and gross domestic product from various industries. In addition, during the

economic crisis, MSMEs proved able to survive and improve their performance because of their

ability to adapt to the production process and capable of growing to adjust to market demand

without much involvement with the government's bureaucracy (Syuhada & Gambetta, 2013).

Based on BPS (Central Bureau of Statistics) data in 2015, small and medium enterprises (SMEs)

reached 57.9 million. In 2017, MSMEs contributed to employment absorption, which was

97.30%. According to the Ministry of Cooperatives, Small and Medium Enterprises in 2018 and

BPS in 2016, MSMEs could provide 99% of employment in Indonesia and absorb up to 97% of

total workers. However, some are unpaid workers and workers who need protection.
 Meantime, Micro, Small, and Medium Enterprises (MSMEs) in Indonesia have particular

characteristics that differentiate them from large business companies. In general, MSMEs in

Indonesia has three categories, and each of them has different features such as microenterprise,

small enterprise, and medium enterprises (Hamdani & Wirawan, 2012). According to the BPS, a

micro-enterprise is owned by an individual or group that employs one to five people. Meanwhile,

the small enterprise employs 20 to 99 people, and the medium enterprise employs at least 100

people (Badan Pusat Statistik, 2018).

The digital transformation process of micro and small enterprises

Digital transformation by MSEs has received much research effort over the last two

decades (Barann et al., 2019). The extant literature has discussed digital transformation in terms

of its enablers (Martín-Gómez et al., 2019), required resources and capabilities (Li et al., 2018),

transformation processes and modes (Bienhaus and Haddud, 2018), and benefits (Barann et al.,

2019). Transformational IT evolved over the decades. Earlier, firms were mainly concerned

about deploying internal management information systems such as Enterprise Resource Planning

or Customer Relationship Management (Narimissa et al., 2019). These transformations were

primarily limited to improvements in business processes within organizational boundaries for

efficiency improvement, cost reduction, and business process optimization (Teichert, 2019).

Companies have quickly and widely adopted cross-boundary technologies such as e-

commerce and social media (Rahayu and Day, 2015). The transformations driven by such

externally oriented IT go far beyond internal business process changes; they include drastic

changes to business models, organizational strategy and culture, and business alliance building

(Ulas, 2019). However, digital transformation is more a managerial issue than a technical one

(Matarazzo et al., 2021). Successful digital transformation demands acquiring and deploying
technical resources and—perhaps even more importantly—tackling managerial issues such as

redesigning business processes and training and investing in e-commerce, human resources, and

organizational capabilities (Ordieresmeré, 2020).

Firms redesign the business process by adopting digital technology to improve efficiency,

minimize costs, and innovate. The digital transformation includes practical internet use as a data-

based management model in design, production, marketing, sales, and communication. The

digital transformation of MSEs requires the joint efforts of government and enterprises (Räisänen

and Tuovinen, 2020). First, the government plays a role in promoting the digital processing of

MSEs. Government interference involves determining how digital transformation is strengthened

by the existing legal and regulatory system. For MSE's digital transformation, the government

can play a prominent role by raising digital transformation awareness, increasing labor-power

competence, providing technical and financial support, and strengthening data communication

infrastructure (Mukaila Ayanda and Sidikat Laraba, 2011).

Second, despite the many benefits of digital transformation to MSEs because they are

agile, dynamic, interactive, more casual, and less bureaucratic than more influential

organizations, their digital transformation is complex due to poor infrastructure (Krishnamurthy,

2020). In the digitization process, the demands of MSEs may be different (Räisänen and

Tuovinen, 2020). Digital content must be privatized with the scale of the business, industry, and

culture of MSEs. Digitization would bring changes in policy, market and business structure, and

enterprise culture. When a digital system is applied broadly across goods, business processes and

MSE are transformed.

Past studies have considered general technology adoption and identified factors that

affect organizations' acceptance of information and communications technology (Queiroz and

Fosso Wamba, 2019). Factors included business characteristics, past experiences, concerns about

privacy and security, absence of a technological roadmap, digital transformation ecosystem, lack

of information-sharing systems, regulatory needs resulting from digital transformation, and the

assurance of a secured environment.

However, limited MSE resources and capital can prevent digital transformation. For

example, although many MSEs are increasingly aware that the internet can be the key to success,

they still have no website on smartphones in many cases. Notwithstanding, other MSEs use

smartphones for general business details, online banking, customer mail, payment of bills,

supplies purchases, and tax payments online. The classical business model has disappeared and

replaced a versatile and instantly evolving business model (Akbar and Tracogna, 2018). These

new business models respond to customer behaviors in real-time and are knowledge-based.

MSEs also can conduct cost-effective analyzes of digital technologies. MSEs, aligned to digital

technologies, are relieved during the COVID-19 era.

Insights of digital transformation for micro and small enterprises in post-pandemic

Given these vulnerabilities, the post-COVID-19 period—due to pandemic pressures and

basic survival needs— likely see MSEs that are more likely to adopt digital technologies to

manage their operations and supply chains. We recognize the importance and necessity of

digitization technology for MSE development and risk prevention (e.g., Matarazzo et al., 2020).

Yet, poor infrastructure, network difficulties, and high data costs have created severe digitization

adoption challenges in developing countries. We provide insights to help developing land MSEs

manage the post-pandemic supply chain; environmental sustainability concerns are a core focus.
 Digitization can lessen MSEs' concerns about economic survival, allowing them to meet

their various social and environmental obligations (Zhanna and Yana, 2020). A small fraction of

MSEs—mainly urban enterprises with well-planned processes—integrate some form of

digitization in their business processes (Liu and Cheng, 2018; Tengeh and Talom, 2020).

Role of ICT in Supporting Micro Enterprise

Pather (2020) gave helpful information on the digital ecosystem and its work. It can be

harnessed to support small and microenterprises based on his professional experience in policy

and UWC's Faculty of Economic and Management Sciences' Department of Information Systems

research. He emphasized the importance of research in providing knowledge about concerns, the

efficacy of support measures, and potential solutions to the unique challenges small businesses

face in South Africa and providing examples of research conducted in the department.

According to Pather (2020), the inequitable historical distribution of telecom services is

the beginning point and underlying problem when looking at the digital ecosystem and the role

of ICT in assisting small and microenterprises. It is a critical topic that must be addressed

because it is the foundation of ICT. Unfortunately, this disparity is seen in geography and

economic levels. To achieve any beneficial social and economic consequences for small and

microenterprises, an intervention to overcome the "digital gap" must be implemented. In

addition, the impoverished and marginalized masses and the more significant corporate sector

and society will profit.

Furthermore, research shows that ICT-related help for small and microbusinesses is

widely available. Help for company growth, from idea to launch, and mentorship and software to

support business operations are among the many ICT-related services available. Because of the
variety of ICT capabilities that may be made available via cloud-based services, cloud-based

services have become more significant in supporting small enterprises. However, accessing and

appropriating them for enterprises to profit from their services has been a considerable barrier for

SMMEs (Pather, 2020).

Initiatives to increase SMME adoption of ICT

Pather (2020) stated that UWC had conducted much other research around the ICT and

small business nexus as a university. Importantly, this includes research to facilitate ICT

adoption: For example, how ICT can be improved, support available to SMMEs, the causes of

low adoption and development of participatory design, and the use of different kinds of software

and infrastructure. One study identified some of the antecedents that cause businesses to be

technology averse, i.e., technophobia behind the average small and microenterprise, and how to

disconfirm it, for example, through participatory research. Another example involved

investigating the barriers and how to overcome these. The significant findings from this research

are that most of the SMMEs engaged in the studies experienced difficulty integrating technology

into their businesses and lacked understanding of how to appropriate it. The affordability of data

is another critical issue. However, this is a national matter that requires attention at a higher

level. Research from universities regarding pricing is another area where universities can assist

by using data available from their research to lobby government and industry organizations to

lower the cost of data.

In summary, research reflects a lack of awareness and marketing of ICT services

available to SMMEs. It inhibits their growth, development, and competitiveness. Therefore, a

program focused on creating awareness and marketing these services is recommended. Secondly,

Skills Development initiatives involving ICT literacy and other business training programs
supported by mentoring and coaching are required. Although ICT literacy was found to build the

confidence of SMMEs, it is only the starting point. Assisting nascent entrepreneurs, startups, and

established SMMEs with developing their ideas, for example, through mentorship and coaching

in a way that's integrated with skills development and underpinned with an understanding of how

ICT can be harnessed as an enabler to support these ventures, will play a significant role in

overcoming some of the myriad challenges faced by SMMEs (Pather, 2020).

Role of Government

In understanding the role played by government, in particular the role of local and

provincial municipalities in mitigating the impact of Covid-19 on small businesses, it is essential

to understand that the Covid-19 lockdown was announced and instituted after the municipal

budgets for the 2020 financial year (starting in March 2020) had been approved. It meant that the

government (at local, provincial, and national levels) entered the lockdown period without being

financially or materially prepared to respond to the calls from SMMEs for support.

Subsequently, they reallocated resources to ensure that they could start dealing with the

increased requirements and requests for assistance. Apart from the direct impact of the Covid-19

pandemic and the consequent lockdown, it also exposed increased levels of inequality and

poverty. This was one of the most critical areas of impact on local communities in South Africa.

Therefore, more support needs to be focused on the 'disadvantaged areas' where people live and

secure their livelihoods. It is particularly true in development efforts, including education,

training, and skills development, to support small and microenterprises in the townships and

equip the future generation of business owners with skills to earn a living and not be dependent

on government handouts (Madikane, 2020).

Social Media Marketing

In the twenty-first century, social media has captivated the attention of many young

adults and is quickly becoming a vital resource for them. Because the more youthful generation

uses the internet to evaluate the quality and validity of businesses before spending their hard-

earned money, companies have discovered that social media positively influences foot traffic and

income. Theoretically, if forthcoming firms adopt social media into their commercial activities,

especially in the twenty-first century when technology is everywhere, income will skyrocket. As

a result, the following question must be addressed: How does social media influence purchase

decisions? Social media has been demonstrated to affect businesses in this modern age and the

present technological era. Following an instance in which a customer has forcibly removed from

an overbooked airline, United Airlines, for example, got much anger on the internet. According

to CNN, United suffered a knock on the financial market as hundreds of socialites posted the

graphic footage online, with shares falling 4% and the company's market worth tumbling by $1

billion (McKirdy, 2017). What can social media teach us about people's views about businesses

and their products or services getting increasingly explicit?

Businesses have taken it upon themselves to adapt to emerging marketing tactics, mainly

social media marketing, with the development of social media. In the twenty-first century, social

media marketing is an integral component of the company. Small business owners utilize this

marketing technique to promote their company to increase exposure, viability, and sustainability

to compete in today's market (Taneja 2014). Social media marketing is described as "the act of

garnering traffic or attention through social media sites," according to Zhu (2015). For social

media marketing to be effective, marketing efforts must be consistent and matched with the

various demands of social media users. Social media marketing goals are awareness, brand value
or reputation, connection building, and sales. However, the most crucial goal for businesses to

include in their social media initiatives is successful communication and interaction with their

customers. Taneja (2014) looked at how important it is for small companies to use social media

in their marketing. Businesses must establish a relationship with their target audience to sell

products or services effectively through social media. Effective customer relationship

management starts with effectively recognizing, maintaining, and growing solid customer

connections and giving value to properly devote marketing resources to relationship growth

(Taneja, 2014). Businesses must shift from a product-oriented to a customer-oriented strategy to

generate brand loyalty.

Social Media's Impact On Business

The widespread creation and consumption of content have produced a highly competitive

online ecosystem in which different forms of material compete for the user community's limited

attention (Asur, 2012). The number of individuals communicating amongst themselves originally

made social media famous.

Businesses immediately saw how much online attention social networking sites were

receiving and realized the value of that attention (Asur, 2012). As a result, online traffic has

become a valuable commodity. Since then, social media marketing has grown in popularity as a

kind of online marketing. Businesses have made use of social media's numerous marketing

tactics. One idea is to structure its revenue model around adverts in the same way that Google

does. When Google began to dominate internet searches in the early 2000s, it didn't take long to

figure out a then-unique strategy of search monetization through online advertising 9 (Asur,

2012). This strategy is profitable since the ordinary person spends a significant amount of time

on the internet. The availability of social media platforms has increased the number of people
who are always online. Businesses have also established their social media accounts, which

allow customers to subscribe to their feeds and serve as a venue for consumer-to-business

contact. This can enable companies to communicate with customers while observing what their

rivals are doing and how they interact with their customers.
 CHAPTER III

RESEARCH METHODOLOGY

Research Design/Research Instrument/Data Gathering Procedures

This study utilized a quantitative-descriptive survey research design to get, describe, and

draw insights into the attitudes, characteristics, and responses of the thirty-one (N=31)

conveniently selected micro-enterprises in Lucena City. Further, this study used a self-made

questionnaire to determine the respondents' challenges during the pandemic and post-pandemic

times.

The research instrument is divided into three (3) parts: 1) the demographic profile of the

respondents that provides data regarding the respondents; 2) the challenges encountered during

the pandemic; and; (3) the challenges encountered in the post-pandemic times. The instrument

can be subjected to pilot testing and validation to ensure reliability and validity in generating all

necessary information from the respondents.

Respondents

The study respondents were thirty (30) randomly selected micro-enterprises in Lucena City.

Sampling Design

The random sample method is used to choose the study's participants. A convenience

sample comprises people available on short notice and is the easiest to reach for the

researcher. This is a low-cost and rapid approach to gathering early data, but there's no way

of knowing if the sample is representative of the population. As a result, the findings aren't

generalizable.
Research Locale

The study was placed in Lucena City, a first-class, densely populated metropolis in the

Philippines' Calabarzon region. Although it is physically located in Quezon, it is politically and

administratively independent of the province. For statistical and geographical reasons, Lucena is

combined with Quezon province. According to the 2020 census, it has a population of 278,924

people.

Limitations

This study has some limitations, which means the findings need to be carefully analyzed.

First, only 31 respondents who are convenient to the researcher will participate in the study.

Second, it delimited the challenges encountered during the pandemic and post-pandemic times.

And lastly, the study will only cover selected micro-enterprises in Lucena city.

Statistical Treatment

the data were subjected to proper statistical treatment to test the strength of the collected

data. Statistical tools such as percentage, weighted mean, and overall weighted mean were used

to interpret the data and tabulated and computed.

1. The percentage was used to describe the respondents' demographic profiles regarding

age, gender, and age of business. The percentage formula can be defined as the quotient

of the number of respondents (f) divided by the total number of respondents (n)

multiplied by one hundred. In mathematical terms, it can be described as:

𝑓
𝑃= 𝑥 100
𝑛

2. The weighted mean was used to determine each statement's final weight in the

questionnaire. The formula can be defined as the summation of the frequency (f) and the
 scale (x) divided by the total number of respondents (n). In mathematical terms, it can be

defined as:

∑ 𝑓𝑥
𝑊𝑀 =
𝑛

3. A general weighted mean was used in determining the final weighted mean of all the

items in the category in the questionnaire. The formula for general weighted mean can be

defined as the summation of weighted mean (WM) divided by the total number of items

(n). In mathematical terms, it can be defined as:

∑ 𝑊𝑀
𝐺𝑊𝑀 =
𝑛

The obtained weighted means were interpreted using the continuum as follows:

Table 1.
4-point Likert Scale
Weighted Mean Continuum Verbal Interpretation

4 3.26-4.00 Strongly Agree

3 2.51-3.26 Agree

2 1.76-2.50 Disagree

1 1.00-1.75 Strongly Disagree

4. The paired T-test is based on the differences in the values of a single pair of numbers,

one subtracted from the other. The letter d denotes this difference in the paired t-test

formula. The total of the differences of each pair divided by the square root of n times

the sum of the differences squared minus the sum of the squared differences, overall n-1,

is the paired t-test. The paired t-test formula is as follows:

 Where: D= the difference per paired value
N= number of samples
Data Gathering Procedures

This study titled Challenges Encountered by the Micro-Enterprises during the Pandemic

and Post Pandemic: Basis for Strategy Recommendation in the New Normal. Follow the

gathering procedure below.

1. The research craft of the research instrument and test its content and face validity through

pilot testing and instrument validation. The researcher selects a research expert to

validate the instrument's content based on the research objectives.

2. The researcher crafted a permission letter to be given to inform the respondents of the

details of the study. It is a top priority to secure the respondents' data privacy and

consent.

3. The instrument was administered through an online platform (google form) to secure the

safety of the researchers and the respondents.

4. The researcher ensures that all gathered data will be treated with the utmost

confidentiality and will only serve the study on the day of the data gathering.
 CHAPTER IV

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter contains the presentation, analysis, and interpretation of the data obtained

from the survey. Research instruments were given to the thirty (30) randomly selected micro-

enterprises in Lucena City. After presenting the informed consent indicating all the necessary

reminders and willingness to participate in the study, the respondents completed the survey.

The following data present the background characteristics of respondents in terms of age,

sex, and age of business.

Table 2.
Demographic Profile of the Respondents;
Frequency Percent Valid Percent
20-29 16 53.3 53.3
30-39 8 26.7 26.7
Age 40-49 5 16.7 16.7
50-59 1 3.3 3.3
Total 30 100.0 100.0
Male 12 40.0 40.0
Sex Female 18 60.0 60.0
Total 30 100.0 100.0
0-5 14 46.7 46.7
11-15 4 13.3 13.3
Age of 16-20 1 3.3 3.3
Bussiness 21--> 2 6.7 6.7
6-10 9 30.0 30.0
Total 30 100.0 100.0
Table 2 reveals the frequency and percentage distribution of the respondent's characteristics,

such as age, sex, and age of business.

First, as regards age, fifty-three percent (53%) of the respondents were 20-29 years old;

twenty-seven percent (27%) of the respondents were 30-39 years old; seventeen percent (17%)

of the respondents were 40-49 years old, and three percent (3%) of the respondents were 50-59

years old. Second, regarding sex, sixty percent (60%) of the respondents were female; and forty

(40%) percent of the respondents were male. Lastly, as regards the age of the business, forty-

seven percent (47%) of the respondents were 0-5 years; thirty percent (30%) of the respondents
were 6-10 years: thirteen percent (13%) of the respondents were 11-15 years; seven percent (7%)

of the respondents were 21 years and above; and, three percent (3%) of the respondents were 16-

20 years. On the whole, respondents consented to complete the survey instrument, of which

thirty (30) randomly selected micro-enterprises in Lucena City.

Most of the respondents were female, whose ages ranged from 20-39 years old and with

0-10 years of business. According to Jain (2021), there are three (3) main motivating factors self-

motivation, self-employment attitudes, and educational background leaning toward

microenterprises. In the disadvantaged section of women, there is little chance of getting formal

jobs in an organized sector due to various social inhibitions and personal reasons; this compels

them to run micro-enterprises. Women belonging to disadvantaged classes are willing for

productive involvement in gainful economic activities, pushing them to micro-enterprises.

Women, traditionally, were confined to three Ks; kids, kitchen, and knitting. They were not free

to go alone and visit places and meet people (Tuladhar, Khanal, KC, Ghimire & Onta, 2013).

There are two reasons to go for employment with women. Firstly, it is tough to run a family with

single earnings, especially in urban (Tripp, 1989), And secondly, the desire to be economically

independent is another drive for women's employment (Mayoux, 1995). It initiates women to

become self-employed; it gives them self-fulfillment and an opportunity to prove themselves

(Itani, Sidani & Baalbaki, 2011). Many people believe that the world is becoming a global

village. Women in remote areas are exposed to financial independence as a route to

empowerment. Supporting family income and raising their standard of living are significant

contributors to women in entrepreneurship.

Table 3.
Challenges Encountered by the Randomly Selected Micro-Enterprises in Lucena City During the
Pandemic
Std.
N Minimum Maximum Mean Rank
Deviation
A5. Have self-doubt and fear 30 2.0 4.0 3.000 .7428 1
A8. Have trouble with networks and connection 30 1.0 4.0 3.033 .8899 2
A6. Have trouble with policies and regulations (tax, registration, 30 2.0 4.0 3.067 .7849
etc.) 3
A10. Have trouble with social support 30 2.0 4.0 3.067 .7849 3
A14. Have trouble having mentors who can provide guidance 30 2.0 4.0 3.067 .8277 3
A3. Have trouble finding the business 30 2.0 4.0 3.100 .7120 6
A9. Have trouble in information background about the business 30 2.0 4.0 3.100 .8030 6
A12. Have trouble with the location or geography of the 30 2.0 4.0 3.100 .8030
business 6
A15. Have trouble in inclusion within the locale 30 2.0 4.0 3.100 .8030 6
A7. Have trouble finding skilled employees 30 2.0 4.0 3.133 .7761 10
A4. Have trouble growing funds for the business 30 2.0 4.0 3.167 .6477 11
A13. Have trouble with the location or geography of the 30 2.0 4.0 3.167 .7915
business 11
A11. Have trouble in time to devote to the business 30 2.0 4.0 3.233 .7739 13
A2. Have trouble keeping costumer 30 2.0 4.0 3.267 .6915 14
A2. Have trouble keeping costumer 30 2.0 4.0 3.267 .6915 14
Valid N (listwise) 30 3.129
Table 3 presents the challenges encountered by thirty (30) randomly selected micro-

enterprises in Lucena City during the pandemic. Data show that the respondents Agree with the

statements from the given challenges in the report above. Specifically, A5 ranked first in the

fifteen views on the challenges encountered by micro-enterprises during the pandemic with a

weighted mean of 3.000. It is followed by statement A8 with a weighted mean of 3.033 and

statements A6, A10, and A14 with a weighted mean of 3.067. Therefore, the respondents agreed

that the challenges encountered by the randomly selected micro-enterprises in Lucena City

during the pandemic are that they have self-doubt and fear, trouble with networks and

connections, trouble with policies and regulations, social support, and difficulty having a mentor

who can guide the flow of the business with a total weighted mean of 3.129 which is verbally

interpreted as "agree."

One of these countries is the worldwide pandemic that has hit the Philippines.

Lockdowns and restrictions have had a significant impact on trade and industry. SMEs are

always looking for new methods to stay afloat, yet challenges still exist.
 As cited by Collins (2017), Several professionals (Blanke, 2004; Buck, 2004; Helms,

2003; Stern, 2004; Tebbutt, 2005; Thongsukmag, 2003; Weinberg, 2004; White, 2004) show that

an entrepreneur's ability to handle their anxiety is a crucial determinant in economic success.

Others believe there is a causal link between stress and poor professional performance, and

popular literature today proposes various ways to overcome or limit the impacts of workplace

dread. Furthermore, nothing is known about the relationship between fear and entrepreneurial

success or what performance improvement interventions may be utilized to help entrepreneurs

manage their fears and increase their business success. Hareli, Shomrat, and Biger (2005)

examined fear as one emotion related to employees who were failing and determined that "The

role emotions play in the explanation of failures is an understudied issue both in social

psychology and organizational research" (p. 663). The most critical entrepreneurial attributes

associated with success are taking the initiative, taking risks, producing innovation, and being in

action (Runyan, 2005). However, fear is a powerful emotion that frequently leads to the inability

to achieve goals.

Brun de Pontet (2004) also advises against dread. Fear of failure, anxiety, self-doubt, and

rejection are all factors that contribute to low accomplishment, stagnant growth, and possible

company failure. The fear issue leads to avoidance behavior and inaction, and there is no success

without action (Herron & Robinson, 1993).

Talking about networks and connections, Small business owners use networking to form

relationships with others in similar or related fields that help expand their business' ability to find

new customers and partners. Making oneself recognized is an essential part of good networking.

The idea is that the more people you meet, the more people can remember you and your

company. It would be advantageous if you utilized every professional and social opportunity to
meet new people. Here are some convincing reasons why small firms need to network. [1]

Networking is an excellent approach to obtaining new company leads. Meeting people and using

the relationships you build can lead to business possibilities. When following up on leads,

communicate properly. People want to assist others, but they aren't interested in being harassed

for money. When following up with contacts, pay attention to the time and be courteous. [2]

Networking is an excellent approach to finding corporate best practices and industry

benchmarks. All businesses can benefit from studying what others have done. If you run a

restaurant and join a restaurant organization, you may learn about the newest software programs

and personnel management methods and apply them to your business. [3] New Business

Developments Networking may help you remain on top of emerging business and technological

developments. By introducing new and innovative methods, these sorts of contacts and "inside"

knowledge might give you an advantage over your competition. Networking is a talent, and some

individuals are inherently better at mixing with strangers and forming friends on first contact

than others. Make an effort to be sociable and learn how to strike up a conversation. Learn how

to recall the names of new individuals you meet. Make a system; write something particular

about a person on their business card to remember who they are when you get back to work.

[4]More self-assurance. The more you network and push yourself to talk to individuals you don't

know, you can become confident. As a business owner, it is critical since your company's

success is highly dependent on networking and building relationships. Networking is beneficial

to those who lack confidence because it forces them to grow and learn to have meaningful

discussions with strangers. [5] It's true that "it's not what you know, but whom you know" when

beginning a successful business. You'll need a trustworthy network of relevant connections that

you can call on when you need them to grow your small business quickly. Without networking,
you might not be able to approach or identify compelling people. It's not just about whom you

network with; that individual probably has connections. You can connect to a network, So ask

the right questions to discover if the person you're networking with is familiar with the person

you're looking for. Furthermore, as the economic strength of private sector businesses has

expanded over the last century, so has the number of regulations governing company activity.

These laws are generally designed to foster market competition, limit giant corporations' market

dominance over customers and smaller businesses, or reduce the negative consequences of

economic activities on persons and other groups. Various stakeholders, including corporations

and financial institutions, interest groups, employees, consumers, and the general public, can

profit from business regulations. Of course, such rules come with both costs and advantages.

These expenses, which include capital and other compliance expenditures and a higher risk of a

lawsuit or civil or criminal fines, are primarily borne by the regulated enterprises. Although

several recent studies have examined the influence of regulations on the interaction between

government and private enterprise, there has been less focus on understanding how government

rules have impacted small firms. There is compelling evidence that size does matter. Small

enterprises are less diversified and less able to exploit economies of scale or access financial

markets due to their smaller size. As a result, small companies might be more risk-averse and

less able to react to unexpected events than larger businesses. Furthermore, the cost of complying

with specific legislation may be similar for smaller and bigger businesses, putting a

disproportionate burden on the smaller business. Small businesses may be at a competitive

disadvantage in the marketplace if they respond to rules differently than their bigger

counterparts, weakening the effect of competition policies and antitrust legislation. Legislators

and other essential players have occasionally exempted small businesses from the state,
municipal, and federal rules or subjected them to alternative enforcement standards to alleviate

these issues. The tort system can have various effects on small firms, albeit those effects are less

evident.

For SMEs, social support from family and friends is critical. According to the research,

how small company owners felt about the help, they got from their contacts. When times are

rough, family and friends are a lifeline for company owners, and when times are good, they are a

resource pool for skilled positions. Gratitude, emotional connection, and financial assistance

from the community enable small enterprises, families, and community members to find stability

and peace. According to a 2016 poll, [1] most small company owners who borrow from family

or friends express gratitude. Sixty-six percent of entrepreneurs who received cash from family

and friends to help with their firm expressed gratitude or appreciation for the assistance. Other

feelings associated with borrowing from friends and family were worry or pressure to repay

(30%), happiness or optimism (27%), and awkwardness or embarrassment (27%). (23 percent ).

"The 38 percent of small company owners who indicated they've received financial help from

family or friends for their firm showed no evidence of hesitancy or repaying remorse. "Very few

people stated it made them feel uneasy or humiliated," Miller added. The majority of people

polled had no regrets about asking their loved ones to invest in their company. "Perhaps that's

because nearly three-quarters intend to repay it," Miller added. Newer small business owners

were not only more optimistic than their more established peers; they were, however, more likely

to get financial assistance from friends and families (34 percent, compared to only 18 percent of

both growing and well-established businesses). [2] Small company operators rely on their

families for help. In addition to financial aid. Just as crucial as financial aid is emotional support.

For a small business owner. Money can't always solve the challenges of starting and running a
business. Fifty-seven percent of respondents stated they get emotional support from family and

friends. Non-monetary methods that friends and family may help a small company owner include

volunteering and offering business recommendations. "In addition to company investments, 13

percent of small business owners say their family or spouse helps them with personal costs like

grocery shopping or clothes," Miller added. [3] Local communities and small business owners

rely on one another. According to the poll, over two-thirds of small business owners believe that

citizens in their town actively support small companies, with nearly half claiming that their

neighborhood plays a critical part in their company's success. 67 percent of small company

owners questioned said they assist philanthropic or nonprofit groups in their neighborhood to

demonstrate their gratitude.

Having a mentor may also help a tiny firm-level the playing field. According to research,

small businesses that receive mentoring early in the industry's development have better revenues

and faster growth. According to a UPS Store survey, 70% of small firms that got mentorship

survived for over five years, twice as long as non-mentored businesses. According to the same

research, 88 percent of business owners who had a mentor said it was helpful to have one.

Because starting a business might be scary, a mentor can help you manage the different

challenges of being a business owner. There are various variables to consider when starting a

business, ranging from acquiring a license to securing finance. Those characteristics can

influence whether or not a hobby becomes a viable enterprise. Getting advice from someone who

has been through the process as a business owner or entrepreneur may be beneficial. Several tools

are available to provide business owners with the knowledge and direction to grow, develop, and

survive.
 In reality, Asian SMEs have limited access to capital (Shinozaki, 2012). Micro

businesses, particularly smaller ones and startups are having trouble obtaining funding owing to

a lack of collateral, poor financial records, and exorbitant interest rates. As they grow, most

micro-businesses face financial challenges and hazards. As a result, some microbusiness

entrepreneurs rely only on their cash and borrow money from family, relatives, and friends for

startup and working capital (Aldaba, 2012).

Table 4.
Challenges Encountered by the Conveniently Selected Micro-Enterprises in Lucena City During
the Pandemic
Std.
N Minimum Maximum Mean Rank
Deviation
B15. Have trouble in inclusion within the locale 30 2.0 4.0 3.100 .8030 1
B2. Have trouble keeping costumer 30 2.0 4.0 3.133 .6814 2
B5. Have self-doubt and fear 30 2.0 4.0 3.133 .8193 2
B11. Have trouble in time to devote to the business 30 2.0 4.0 3.133 .8193 2
B12. Have trouble with the location or geography of the business 30 2.0 4.0 3.167 .8743 2
B14. Have trouble having mentors who can provide guidance 30 2.0 4.0 3.167 .7915 2
B13. Have trouble with the location or geography of the business 30 2.0 4.0 3.200 .8469 4
B3. Have trouble finding the business 30 2.0 4.0 3.200 .7611 7
B4. Have trouble growing funds for the business 30 2.0 4.0 3.200 .6103 7
B6. Have trouble with policies and regulations (tax, registration,
30 2.0 4.0 3.233 .8172
etc.) 7
B8. Have trouble with networks and connection 30 2.0 4.0 3.233 .8584 7
B9. Have trouble in information background about the business 30 2.0 4.0 3.233 .8172 7
B10. Have trouble with social support 30 2.0 4.0 3.233 .8172 7
B7. Have trouble finding skilled employees 30 2.0 4.0 3.267 .8277 10
B1. Have trouble finding new costumer 30 1.0 4.0 3.333 .7112 15
Valid N (listwise) 3.198
30

Table 4 presents the challenges encountered by thirty (30) randomly selected micro-

enterprises in Lucena City in the post-pandemic. Data also shows that the respondents "agree"

with the statements from the given challenges in the report above. Specifically, B15 rank first in

the fifteen statements on the challenges encountered by micro-enterprises in the post-pandemic

with a weighted mean of 3.100. It is followed by words B2, B5, and B11 with a weighted mean

of 3.133 and statements B12 and B14 with a weighted mean of 3.167. Therefore, the respondents

agreed that the challenges encountered by the randomly selected micro-enterprises in Lucena

City in the post-pandemic are that they have trouble with the inclusion within the locale,

problems in keeping the customer, self-doubt, fear, time to devote to the business, the location or
geography of the business, and the mentor who can guide the business flow. A total weighted

mean of 3.198 is verbally interpreted as "agree."

In this time of post-pandemic, SMEs are now slowly adapting to the new set-up – online

transactions. Although this is a hassle-free transaction still, a different problem arises. Like the

"during pandemic" stage, micro-enterprises encounter different business flow and

implementation challenges. In the tabulated results, most SMEs in Lucena City is having trouble

in inclusion within the locale in this post-pandemic stage. Most common is because of the

policies of the locale. Concerns about high employee turnover lead to two policy issues: the role

of governments and collective bargaining arrangements in providing some degree of job security

(e.g., advance notice or consultation) as a means of lowering overhead costs and providing

incentives for internal flexibility/training; and ii) the role of active labor market policies in

assisting the matching of workers and businesses. The first is particularly difficult for small

enterprises, typically exempt from notification obligations. Smaller enterprises often rely more

on the external market for training, which might be problematic if a supply of essential abilities

is insufficient. Several countries' "assistance" programs/policies occasionally allow resource

sharing (For example, a French training levy can be pooled, albeit research shows that larger

companies are more likely to do so). There are numerous perspectives on how to help new and

small businesses flourish. Some think that the government's role should be confined to making it

easier for firms to get started, while others argue that the government should focus on helping

enterprises that are likely to expand. Although it is desired to reform legislation and practices

that impede startups and make it harder for new small businesses to function, the track record of

specific policies to stimulate new businesses has been mixed. Overall, there is a dearth of

empirical knowledge of the challenges, and governments would be wise to invest more in
figuring out what works and what doesn't when it comes to creating an environment that

encourages new enterprises to develop and generate employment.

The Covid-19 pandemic has forced businesses to maintain and build relationships with

consumers when their world has been upended. Businesses are now facing tension between

generating sales during extreme economic hardship and respecting the threats to life and

livelihood that have altered consumer priorities and preferences. This anxiety is natural,

especially for younger initiatives or smaller firms that sell discretionary goods and may not have

the financial means to weather the long storm times of poor cash flow. "Make new friends, but

keep the old. One is silver, the other gold," as the adage goes. A long-term client is more

valuable than a one-time customer, and keeping an existing customer is far less expensive than

acquiring a new one. This isn't to imply we shouldn't go out and gain new clients; instead, if we

can maintain a higher percentage of those consumers for a more extended period, we can

construct a more lucrative and reliable income basis; two elements that have helped

entrepreneurs amass enormous riches. How can we turn each consumer into a long-term partner?

Keeping track of customer happiness is a practical approach that constantly innovates to

correspond with client expectations in an ever-changing industry. Another, more prominent

option, on the other hand, is both underestimated and overlooked. Keeping in touch is an art

form.

According to a Bain & Firm survey, 60-80% of delighted consumers do not do business

with the same company again. Isn't that impossible? Frequently, a lack of connection is at fault.

Customer loyalty and happiness are meaningless if you can't recall who did such a great job

cleaning your floors two years ago or where that fantastic jewelry shop reset your diamond when

it went missing last year. Many one-time (silver) sales do not have lifetime client value due to
disconnection (gold). 60% to 80% of happy clients will never do business with the same firm

again. This is a worrying number. Often, a lack of connection is to a fault. If you can't recall,

customer contentment and loyalty are meaningless.

Who did such a great job cleaning your carpets two years ago or resetting your diamond

when it was missing last year. According to Randy Garn, one of the founders of Skipio, a

customer relationship firm, there is a simple solution. "There's a disconnect in today's fast-paced

business environment, and it's a big one. Business owners consistently focus on "innovative"

marketing tactics to attract new consumers. They want a better marketing approach, more

powerful billboards, and catchier slogans. Customers, on the other hand, have never felt more

disconnected. With today's technology, it's now possible to establish a one-on-one interaction

with each consumer.

Table 5.
Significant Different in the Challenges Encountered by the Randomly Selected Micro-Enterprises
in Lucena City in the During and Post Pandemic Stage
Paired Differences

95% Confidence Interval of the Difference t df Sig. (2-tailed)

Mean Std. Deviation Std. Error Mean
Lower Upper

Pair 1 During - Post -.068733 .097176 .025091 -.122548 -.014919 -2.739 14 .016

Since the P-value (0.016) is less than 0.05, the null hypothesis is rejected at a five percent

(5%) level of significance with the challenges encountered by the randomly selected micro-

enterprises in Lucena City during and in the post-pandemic stages. Hence, it is concluded that

there is a significant difference in the challenges.

On a national, regional, and worldwide scale, the new coronavirus illness COVID-19 has

substantially impacted people's lives and commercial operations. The Philippine government

acted quickly, enforcing an extended community quarantine (ECQ) to stop the spread of
COVID-19 and launching a vast public spending emergency subsidy program to help seriously

impacted people and businesses. The lockdown— or strict stay-at-home order—started on 16

March 2020, initially covering the national capital region and high-risk provinces. During the

lockdown, the Philippine economy experienced a sharp decline in domestic and foreign demand,

international trade, national production, and consumer confidence. Together with funding

constraints on businesses, it signaled the start of substantial economic losses (ADB 2020c,

2020d).

According to the Philippine Institute for Development Studies, the Philippines might lose

between P276.3 billion and P2.5 trillion in economic damages owing to the COVID-19

pandemic (Abrigo et al., 2020). Manufacturing, with losses ranging from P82.1 billion to P855.2

billion; wholesale and retail commerce, with losses ranging from P93.2 billion to P724.8 billion;

and transportation/storage/communication, with losses ranging from P11.7 billion to P124.3

billion. Abrigo et al. (2020) also estimated that if the ECQ continued to May 2020, it would

potentially cost the Philippine economy at least P150 billion, given the decline in household

consumption. Furthermore, The economic effect estimates for the pandemic imply that nations

will have COVID-19 by 2020. However, if the epidemic continues, with second and third waves,

the economic devastation at the national, regional, and global levels would grow enormously.

Governments across the area must make the most of their limited resources to help the most

vulnerable people, including SMEs.

Moreover, the many changes that happened throughout the pandemic can be seen – from

typical to the new normal. Therefore, there are always significant differences when discussing

the during and post-pandemic stages. Although challenges encountered by the micro-enterprises

here in Lucena City continuously arise, they still blend with the current system. According to a
blogsite, hiring Filipinos are always advantageous because A truly outstanding trait of Filipino

professionals and workers is their ability to remain flexible. Despite their vital education and

training in a particular field, they are always willing to learn new knowledge and skills to serve

their clients and help their company. In essence, their attitude towards multi-tasking is very open.

Filipinos always go the extra mile and go beyond the specific requirements of a job description

or contract. They are so eager to please a customer or a supervisor, an attitude that is rooted in

the Filipino's high value for hospitality and friendship.

 CHAPTER V

CONCLUSIONS AND RECOMMENDATIONS

The study's primary objective is to determine the challenges encountered by the micro-

enterprises in the during and post-pandemic stage. And based on the results, findings, and

summary, the following conclusions are therefore concluded:

1. Most of the micro-enterprise owners in Lucena City are female whose age range is from

20-39 years old with 0-10 years of business. Although these businesses have run for

almost a decade, problems and challenges are still unavoidable. That is why the

importance of flexibility should manifest in every micro-enterprise owner to surpass

these problems and challenges in this new normal setting.

2. During the pandemic, micro-enterprise owners in Lucena City have self-doubt and fear,

trouble with connections and networks, trouble with policies and regulations, trouble in

social support, and always look for a mentor to guide the business flow. It is noticeable

that most of the respondents are in the early-stage entrprenurship (Fairlie, Desai &

Herman, 2019). Therefore, continuous adjustments are made to adapt to the system

continuously.

3. In the post-pandemic stage, SMEs are slowly adapting to the new setup of online

transactions. But still, self-doubt and fear are present due to their status in the early-stage

entrepreneurship. Further, one of the considerations is the geographic position of the

business, time, and how to keep the customer in this fast-changing and competitive

business environment.

4. There is a significant difference in the during and post-pandemic stages because of the

adaptability and flexibility of Filipinos. Filipinos tend to match the system and the
 environment where they belong and always accept the challenges of the new normal

setting.

And based on the findings and conclusions of the study, the following recommendations

were made:

1. The Lucena City government or the organizations surrounding the business sectors

should conduct different activities to support micro-enterprises and business owners,

especially those devastated by the global pandemic.

2. Also, post-pandemic psychological debriefing activities are highly recommended to ease

the doubt of the micro-enterprises owners.

3. Create a committee supporting the micro-enterprises in Lucena City and strengthen the

connection between them and the local government unit because LGUs are one of the

primary support these businesses need.

4. Further elaboration on this topic and other related topics is needed to expand the

knowledge contributions for micro-enterprises in Lucena City.

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