COLLEGE OF BUSINESS & ENTREPRENEURIAL & ACCOUNTANCY

COMPARATIVE ANALYSIS OF
STRATEGIC BUSINESS TECHNIQUES
OF DIFFERENT FOOD STALLS DURING
AND RECOVERING FROM COVID-19
PRESENTER 1 2
PAN GI LI NAN, DI AN E
PI CARRA, SHE RI L YN
QUI LATES, PRI N C E S S JOY
QUI LES, RI ZZA MAE
R ODRI GUEZ , RE N E E JOY CE
 COLLEGE OF BUSINESS & ENTREPRENEURIAL & ACCOUNTANCY

CHAPTER 1
THE PROBLEM AND ITS
BACKGROUND
 INTRODUCTION
The period of closure and movement prevention policies adopted
by governments in many countries have greatly affected food stalls,
paralyzing their operations, weakening their financial positions, and
exposing them to financial risk (Omar et al., 2020; Oyewale et al.,
2020). As a result, many food businesses found themselves
incapable of dealing with the situation (Ozili, 2020). Some
businesses have stopped their activities and remained closed since
the first months of the outbreak (Bartik et al., 2020).

However, it is evident that the performance of the food industry

is gradually improving as the restrictions are gradually lifted.
Businesses in the food service sector have used tactics like
pivoting or reacting to the environment and interacting with clients
through personalized offerings on a variety of digital channels.

Researchers will use a comparative analysis to compare the

business techniques used during and recovering from COVID-19 and
what are the impacts on the business.
 THEORETICAL
FRAMEWORK
Environmental contingency theory is a theory in
strategic management that suggests that the success of
a business is determined by the fit between its strategies
and the specific characteristics of its environment.

Researchers decided to use Environmental Contingency

Theory as one of the basis and guide of the study.
Researchers find different studies that this is relatable to
our research topic which discusses the impact of Covid-
19 pandemic which is an external factor to food
businesses specifically to food stalls and how they come
up with strategic business strategies during and
recovering from pandemic.
 CONCEPTUAL FRAMEWORK
INPUT PROCESS OUTPUT
1. Demographic Profile
1.1 Age
1.2 Gender
1.3 District
1.4 Years of business
1.5 Types of Business Determination of
2. What are the respondents’ assessed
·Preparation of Survey Strategic Business
the significant changes in food stalls Questionnaire Techniques used
during COVID-19 and during recovery
byDifferent food stalls
phase in terms of:
2.1 Performance ·Distribution of Survey owner and its impact to
2.2 Sales/ Cash inflow
2.3 Strategic Business Techniques
Questionnaire the business
2.4 Consumer’s Behavior
performance during
2.5 Expenses/ Cash outflow
·Presentation, analysis pandemic and during
3. What is the comparative effect of
and interpretation of the recovery phase.
different strategic business techniques
on the business performance of food information gathered

stalls during and recovering from

·Recommendation
Covid-19?

4. Is there a significant difference in the

strategic business techniques of food
stalls in Mandaluyong City, when they
are grouped according to profile?

FEEDBACK
 STATEMENT OF
THE PROBLEM
1. Demographic Profile
1.1 Age
1.2 Gender
1.3 District
1.4 Years of business
1.5 Types of Business
2. What is the respondents’ assessment in the
significant changes in food stalls during COVID-19 and
during recovery phase in terms of:
2.1 Performance
2.2 Sales/ Cash inflow
2.3 Strategic Business Techniques
2.4 Consumer’s Behavior
2.5 Expenses/ Cash outflow
 STATEMENT OF
THE PROBLEM
3. What is the comparative effect of different
strategic business techniques on the business
performance of food stalls during and recovering
from Covid-19?

4. Is there a significant differences between

strategic business techniques used by food stalls
during and recovering from the pandemic COVID-19
when they are grouped according to profile?
 HYPOTHESIS

HO: There is no significant

differences between strategic
business techniques used by food
stalls during and recovering from
the pandemic COVID-19 when they
are grouped according to profile.
 SIGNIFICANCE OF THE
STUDY
This study may contribute to the development of
business strategies and for improvement of the
techniques used before and during COVID-19.
Specifically, the following may benefit from this study:
Business and Accounting Students
Business Owners
Mandaluyong Local Government
Unit
Future Researchers
 SCOPE AND DELIMITATION
This study aims to compare and analyze the strategic
business techniques used by Different food stalls in the
City of Mandaluyong during the COVID-19 pandemic and
the recovery period and how those techniques affect
their business performance.
The Different food stalls will represent a diverse range of
food businesses, including eateries,
paresan/tapsilugan/lugawan, burger and fries stalls,
pizza and pasta stalls, and cafe stalls.
The study will only focus on food stalls that operate in
Mandaluyong during the pandemic and recovery, and data
will be gathered from a sample size of food stall owners and
operators who have agreed to participate in the study. The
basis of sample size are the data requested by
researchers to Mandaluyong Municipal Hall.
 SCOPE AND DELIMITATION
The study will not cover other businesses or industries
outside of food stalls in Mandaluyong, nor will it include
food stalls that have permanently closed due to the
pandemic.
The study will not delve into the economic impact of the
pandemic on the food stalls in Mandaluyong, aside from
its effect on their business performance because this
might swerve the researchers to a much broader research
study.
Each of the respondents will be asked the same
questions through questionnaires prepared by the
researchers. The results of this research study were only
applicable to the respondents of this study and would
not be used as an acknowledgment to people who did not
belong to the population.
 DEFINITION OF TERMS
To have clearer and specified understanding, the
operational definitions of the following terms used in
this paper are presented below:
Business Performance
Cash inflow
Cash outflow
Cashless payments
Consumer’s behavior
Customer needs
Food Stalls
Ghost Kitchen
Opportunity
Strategic Business Techniques
Skeletal Workforce
 COLLEGE OF BUSINESS & ENTREPRENEURIAL & ACCOUNTANCY

CHAPTER 2
REVIEW OF RELATED
LITERATURE AND STUDIES
 PERFORMANCE
As the pandemic continues to affect the restaurant
industry, it is not difficult for owners to lose hope.
Some measures they had to take were losing both
customers and staff, adjusting to consumer
preferences and closing their establishments. To
recover, restaurant owners must examine their
strengths and capabilities to come up with
effective recovery strategies. (Bisnar, 2021)
Based on interviews with vendors in Indonesia, the
study found that there has been a decline in
business performance. The study discovered that
restaurants that had not yet permanently closed were
only employing an average of 36% of their regular
capacity, which indicated a major effect on the sector.
(NRA, 2020; Gaffar et al., 2022)
 SALES
According to a National Restaurant Association
survey of businesses performed in September
2020, 87% of restaurants reported an overall
drop in sales, with a decline of 36% on average.
However, there were signs of an increase in
food sales as the recovery period got underway.
For instance, grocery store sales rose by 33.8%
in May 2021 compared to the same month in
2020. The same pattern can be seen in
restaurants as well, with revenues in the quick-
service restaurant industry increasing by 3.4%
in June 2021 compared to the prior year.
(Poinski, 2021)
 STRATEGIES
Restaurants are kept hanging on to the point of no return
because the quarantine level wasn't supposed to be
lifted until a vaccination was discovered. Up until that
point, businesses used tactics like (1) offering a large
number of online food delivery services to the point
where they were forced to offer (2) ready-to-cook raw
materials, and (3) pick-up or delivery via food couriers,
but the latter option was either an additional cost or a
promotion.
(4) As an alternative to firing workers, businesses have
decided to shift their duties. (5) The creation of
Facebook pages and other currently available internet
platforms—which were seldom ever used in the past—is
the only way for all the marketing methods outlined to
reach the target audience. Vigilia et al., (2021)
STRATEGIC BUSINESS TECHNIQUES

USING SOCIAL MEDIA PLATFORMS

BOSTON HOSPITALITY REVIEWS (2021) OPINES
THAT UTILIZING EFFICIENT DIGITAL
MARKETING METHODS FOR RESTAURANTS IS
NOW A REQUIREMENT, NOT JUST AN OPTION.

INCREASING WORKFORCE
AS THE SECTOR ENTERS THE LAST MONTHS
OF 2021 AND WELL INTO 2022, OPERATIONAL
COSTS, FOOD AND MENU PRICING, AND LABOR
COSTS WILL ALL CONTINUE TO GROW, STATED
BY RESTAURANTS CANADA.
STRATEGIC BUSINESS TECHNIQUES

CASHLESS TRANSACTION
RESTAURANTS ARE STILL CHOOSING
CASHLESS TRANSACTIONS AS THE COVID-19
OUTBREAK IS BEING CONTAINED. CLICKS ARE
PREFERRED BY RETAILERS AND EATERIES OVER
CASH TO LIMIT STAFF EXPOSURE.MANY
RESTAURANTS HAVE IMPLEMENTED MOBILE
PAYMENTS, DIGITAL WALLETS, AND OTHER
FORMS OF CASHLESS TRANSACTIONS TO
CREATE A SAFER AND MORE CONVENIENT
EXPERIENCE FOR CUSTOMERS.(MODERN
RESTAURANT MANAGEMENT, 2021)
 CONSUMER'S BEHAVIOR
RESTAURANT OWNERS ARE ALSO ADVISING WORKERS
TO BE MORE ACCOMMODATING AND TO TAKE THESE
AMBIGUOUS BEHAVIORS FROM C U S T O M E RS INTO
ACCOUNT. IN AN ARTICLE BY MRM (2020) TITLED
"LESSENING EMPLOYEE ANXIETY AS RESTAURANT
D O O R S O P E N " S U G G E S T S T H A T B E P A T I E NT WI T H
INDIVIDUALS AS THEY ACCLIMATE TO A NEW
ATMOSPHERE AND A NEW SET OF STANDARDS FOR
DINING OUT.
FOOD DELIVERY SERVICES HAVE INCREASED, WORRIES
ABOUT PREVENTIVE MEASURES DURING FOOD
PROCUREMENT HAVE GROWN, AND EATING OUT HAS
BECOME A CAUSE FOR ANXIETY. ALL OF THESE
C H A N G E S H A V E A F F E C T E D H O W C O N S U M E R S PE R C E I V E
FOOD, INCLUDING HOW IT IS PURCHASED AND HOW
MANY PEOPLE NOW COOK AT HOME (SOON ET AL., 2021).
 EXPENSES/ CASH OUTFLOW
ACCORDING TO AN ARTICLE IN REPLY (2020), SOME FOOD
BUSINESSES HAVE SEEN A DECREASE IN EXPENSES DURING THE
COVID-19 PANDEMIC DUE TO CHANGES IN OPERATIONS. MANY
RESTAURANTS HAVE REDUCED THEIR OPERATING HOURS OR
CLOSED TEMPORARILY, WHICH HAS LOWERED THEIR UTILITY
COSTS. OTHERS HAVE REDUCED THEIR INVENTORY LEVELS OR
ADJUSTED THEIR MENUS, RESULTING IN LOWER FOOD COSTS.

AS THE WORLD SLOWLY RECOVERS FROM THE COVID-19

PANDEMIC, BUSINESSES ARE STARTING TO PICK UP WHERE THEY
LEFT OFF AND RESUME THEIR OPERATIONS, THE RETURN TO
NORMAL OPERATIONS MEANS THAT EXPENSES ARE ONCE AGAIN
ON THE RISE. BUSINESSES IN THE FOOD SECTOR ADAPTED TO THE
PANDEMIC BY DEPENDING ON DELIVERY SERVICES TO REACH
CONSUMERS. ALTHOUGH IT WAS A NECESSITY TO TAKE THIS
ACTION TO SURVIVE THE PANDEMIC, IT ALSO CAME AT A COST.
BECAUSE THESE PLATFORMS CHARGE FEES AND COMMISSIONS,
USING THEM CAN RESULT IN AN INCREASE IN OPERATING COSTS
FOR BUSINESSES. (ROBERTS, 2021) .
 Synthesis of the Reviewed
Literature and Studies

RESTAURANTS ARE ONLY PERMITTED TO SERVE 50% OF

DINE-IN CUSTOMERS UNDER THE GENERAL COMMUNITY
QUARANTINE (GCQ), WHILE MGCQ REGIONS ARE ALLOWED
TO SERVE UP TO 75% OF DINE-IN CUSTOMERS AS LONG AS
THEY FOLLOW SOCIAL DISTANCING AND HEALTH
STANDARDS (ABS-CBN NEWS, 2021).
IN THE WAKE OF THE COVID-19 PANDEMIC, THE FOOD
INDUSTRY HAS BEGUN TO SHOW SIGNS OF RECOVERY. IN
MAY 2021, GROCERY STORE SALES SIGNIFICANTLY
INCREASED BY 33.8% WHEN COMPARED TO THE SAME
MONTH THE PREVIOUS YEAR, ACCORDING TO POINSKI
(2021). QUICK-SERVICE RESTAURANT REVENUES
INCREASED BY 3.4% IN JUNE 2021 COMPARED TO THE
SAME MONTH THE PREVIOUS YEAR, CONTINUING A TREND
THAT WAS ALSO SEEN IN OTHER INDUSTRIES. FAST FOOD
AND CHAIN RESTAURANTS HAVE ALSO REPORTED NEARLY
REACHING PRE-PANDEMIC LEVELS (TASTING TABLE, 2023).
 COLLEGE OF BUSINESS & ENTREPRENEURIAL & ACCOUNTANCY

CHAPTER 3
RESEARCH METHODOLOGY
 RESEARCH METHOD
The researchers applied descriptive research to provide a
comprehensive understanding of the strategic business
techniques used by the food stalls during and recovering
from COVID-19. Descriptive research is used in this study
to gather detailed and accurate information about the
business techniques used by food stalls during pandemic
and during their recovery. Descriptive research can help the
researchers to provide an accurate and detailed description
of the strategies employed by the different food stalls during
and after the pandemic. The data gathered could then be
analyzed to identify commonalities and differences among
food stalls and to determine how their business techniques
have changed over time. This information can be used to
develop further research questions, generate hypotheses,
and inform future strategies for businesses facing similar
challenges.
 POPULATION AND
SAMPLING FRAME
The population for this study consists of 103 food stalls
located in the municipality of Mandaluyong. To obtain a
representative sample, the researchers will use random
sampling. Random sampling is suitable for this study
because it ensures that each food stall in both District 1 and
District 2 has an equal chance of being selected for
inclusion in the sample. This means that the sample is likely
to be representative of the overall population of food stalls
in the city of Mandaluyong. According to Thomas (2020),
simple random sampling is the simplest of all probability
sampling methods because it just includes a single random
selection and requires little prior knowledge of the
population. Because it employs randomization, any research
conducted on this sample should have high internal and
external validity and be less susceptible to research biases
such as sampling and selection bias
 POPULATION AND
SAMPLING FRAME
The researchers used the Slovin’s formula to calculate
the appropriate minimum number of respondents needed
from the population. It can be computed by:

Where:
n = number of sample
N = total population
e = error tolerance level
. In substituting the variables, we get:
.

From the total population of 103 food stalls in

Mandaluyong City, the sample size is 82.
 DESCRIPTION OF THE
RESPONDENTS
The respondents in this study are different food stall
business owners who run their businesses in Mandaluyong
City both during the pandemic and during recovery. These
participants were chosen based on their availability and
willingness to take part in the research study. The food
stalls studied are located in Mandaluyong's Districts 1 and
2, and they represent a varied range of food businesses,
such as eateries, paresan/tapsilugan/lugawan, burger and
fries stalls, pizza and pasta stalls, and café stalls.
 RESEARCH INSTURMENT
In this study, the primary instrument used by the
researchers was a survey questionnaire. The questionnaire
was carefully constructed to gather the relevant information
needed from the respondents. The questionnaire was
carefully constructed to gather the relevant information
needed from the respondents. The questionnaire has two
parts. Part I comprises the personal profile of the
respondents while part II is assessing how strategic
business techniques affects the business performance of the
food stalls. The questionnaire used modified Likert Scale
measurement in interpreting the total responses of
respondents, on a 4 – points scale, ranging from “Strongly
Disagree” (1), “Disagree” (2), “Agree” (3), to “Strongly
Agree” (4). The questionnaire was tested for its reliability
before conducting the actual survey and it is verified to be
reliable by the statistician.
 DATA GATHERING AND
PROCEDURE
The survey questionnaires were distributed to the different
food stalls in the first district of Mandaluyong and it was
distributed personally and online through Google Forms.
Before answering the interview, a data privacy statement is
presented to assure the protection and confidentiality of the
data gathered.
Pilot testing was conducted to the 35 participants in the
population to test the research instrument. The researchers
employed a statistician to calculate the reliability of the
research instrument. The questionnaire is later proved to
have acceptable reliability and can be used for the chosen
sample size. For data analysis of the actual survey, the
information collected will be encoded and tabulated by
researchers for proper presentation to the statistician.
 STATISTICAL TREATMENT OF DATA
The study will utilize statistical techniques to effectively
analyze and interpret the data that will be collected. In order
to gain a comprehensive understanding of the information
gathered, the data will be carefully encoded and computed
using specific methods. This will enable us to perform
detailed analysis and uncover meaningful insights and
patterns using the descriptive statistical measures outlined
below:
1. Frequency Distribution
2. Percentge Distribution
3. Net Arrangement Rating
4. Kruskall-Wallis H-Test
5. Wilcoxon Signed Rank Test
6. Mann Whitney U Test
7. Likert Scale
SUMMARY OF
FINDINGS
 SUMMARY OF
FINDINGS
1. THE RESPON DEN T S ' P R O FI L E R E VE AL E D T H A T:
1.1 Sex
Majority of the 109 respondents are female with 73 or 66% while 36 or 34% identified
as male.

1.2 Age
A large percentage of the respondents were from the age group 26-35 or 36.70%,
Followed by ages 55 years old and above and under 25 years old with 22 or 20.18%
and 19 or 17.43% ,respectively. The rest of the percentage were consist of ages 46-55
with 18 or 16.51% and ages 36-45. with 10 or 9.17%.

1.3 District
More than half of the respondents were from District 2 of Mandaluyong City garnering
58 or 53.21% and 51 or 46.79% were located in District 1.

1.4 Years of Business

Most of the respondents were operating from 3 to 5 years obtaining 71 or 65.14%,
Meanwhile, 19 or 17.43% were already in business for 9 years and more and only 17
or 15.60% were operating from 6 to 8 years.
 SUMMARY OF
FINDINGS
1 . 5 Type o f b u s i nes s
Al most ha l f o f t he r e s p o n de n ts o wn s a n E a te ry wi t h 50 o r 45.87%
Whi l e 27 or 2 4 . 7 7% of the re sp o n dent s o w ns a
Ta p s i l ug a n/ Pa r e s a n / L ug a wa n . 1 6 o r 14. 68% s o wn s a Ca f é sta ll
whi l e 12 or 1 1 % o wn s a b urge r sto re a n d 4 o r 3.70% o w ns a f o o d
s t a l l t ha t of f e r s P i z z a .
SUMMARY OF FINDINGS

2 . R ESPONDEN T S ’ AS S ESSME N T TO TH E SIGNIF ICANT

CHANGES I N F O O D S T A L L S D U RIN G CO V ID - 19 AND
DUR I NG R ECO VER Y P H A SE IN TE RMS OF
PER FORMAN CE, S AL ES / CA SH IN F L O W, STR AT EGIC
BUS I NESS T ECH N I QU ES, CO N SU ME R’ S BE HAVIOR,
EXPENSES/ CAS H O U T F L O W RE V E A L E D TH A T:
Performance
Du r i n g C O V I D - 1 9 p a n d e m i c , t h e m a j o r it y o f t h e r e s p o n d e n t s
e x p e r i e n c e d n e g a t i v e l y i n t e r m s o f b u s in e s s p e r f o r m a n c e w h ic h h a s
a n o v e r a l l n e t a g r e e m e n t o f - 6 9 . 4 2 ( D is a g r e e m e n t ). W h il e d ur i n g
r e c o v e r i n g f r o m p a n d e m i c , m a j o r it y o f t h e r e s p o n d e n t s a g r e e d a n d
s t r o n g l y a g r e e d a b o u t t h e s t a t e m e n t s , " B u s in e s s is w e l l - e q u ip p e d
t o h a n d l e t h e c h a n g e s i n t h e w o r k e n v ir o n m e n t ” , “ B u s in e s s i s
m a k i n g p r o g r e s s i n r e c o v e r i n g f r o m t h e f in a n c ia l l o s s e s in c u r r e d .”,
a n d “ S a t i s f i e d w i t h b u s i n e s s ’ o v e r a l l p e r f o r m a n c e ” w it h a n n e t
a g r e e m e n t r a t i n g o f 9 0 . 8 3 a n d in t e r p r e t e d a s “ E x c e l l e n t ” .
SUMMARY OF FINDINGS
Sales

M a j o r i t y o f t h e r e s p o n d e n t s r e s p o n d e d t h a t t h e y a r e n o t s a t i sf i e d
w i t h t h e i r b u s i n e s s ’ s a l e s w h i c h h a s a n o v e r a l l n e t a g r e e m e n t of
- 6 4 . 5 3 ( D i s a g r e e m e n t ) . M e a n w h il e , d u r in g r e c o v e r y p h a s e m ost of
t h e r e s p o n d e n t s a n s w e r e d p o s it iv e l y t o t h e s u r v e y a n d s t r on gl y
a g r e e d t o t h e f o l l o w i n g s t a t e m e n t s “ T h e b u s in e s s is o n t r a c k t o
r e g a i n i t s c u s t o m e r b a s e . ” , “ T h e b u s in e s s is e f f e c t iv e l y a d j u s t in g i t s
s a l e s s t r a t e g i e s . ” , a n d “ S a t i s f i e d w it h b u s in e s s ’ s a l e s p e r f o r m a n c e .”
w i t h a n o v e r a l l n e t a g r e e m e n t r a t in g o f 9 0 . 2 1 a n d in t e r p r e t e d a s
“Excellent”.

St r a t e g i c B u s i n e s s T e c h n i q u e s
Du r i n g C O V I D - 1 9 , o f f e r i n g c a s h l e s s p a y m e n t w a s t h e m o s t a gr e e d
u p o n b u s i n e s s s t r a t e g y , w h i l e i n c r e a s in g t h e w o r k f o r c e w a s t h e l e a st
a g r e e d u p o n . T h e n e t a g r e e m e n t r a t in g d u r in g t h is t im e w a s
" N e u t r a l " ( 3 . 6 7 ) . H o w e v e r , d u r in g t h e r e c o v e r y p h a s e , t a k i n g
c a s h l e s s p a y m e n t s r e m a i n e d t h e m o s t p o p u l a r s t r a t e g y wi t h a
s i g n i f i c a n t l y b e t t e r n e t a g r e e m e n t r a t in g , f o l l o w e d b y e x p a n d in g t h e
w o r k f o r c e a n d u t i l i z i n g s o c i a l m e d ia p l a t f o r m s f o r m a r k e t in g . Th e
o v e r a l l n e t a g r e e m e n t r a t i n g d u r in g t h e r e c o v e r y p h a s e w a s
"Excellent" (72.48).
SUMMARY OF FINDINGS
Consumer's Behavior

Co n s u m e r b e h a v i o r h a d a n e g a t i v e s h if t d u r in g t h e p a n d e m ic , a s sh ow n
b y a n e t a g r e e m e n t r a t i n g o f - 2 6 . 6 1 . f o o d s t a l l o w n e r s d is a g r e e d w i t h
t h e c l a i m t h a t t h e r e w a s a n i n c r e a s e in t h e f r e q u e n c y o f c o n s um e r v i s i t s
a n d g a v e i t a l o w r a t i n g o f - 4 1 . 2 8 . H o w e v e r , t h e u s e of d e l i v e r y
p l a t f o r m s r e c e i v e d a n e u t r a l r a t in g o f 2 . 7 5 . I n c o n t r a s t , d u r i n g t h e
r e c o v e r y p h a s e , t h e r e w a s a s ig n if ic a n t im p r o v e m e n t in c on s u m e r
b e h a v i o r t o w a r d f o o d s t a l l s , w it h a n e t a g r e e m e n t r a t in g of 7 9 .8 2
i n d i c a t i n g e x c e l l e n t . T h e u t i l i z a t io n o f d e l iv e r y p l a t f o r m s r e c e i v e d a n
o u t s t a n d i n g r a t i n g o f 7 0 . 6 4 , a n d t h e r e w a s a n in c r e a s e in t h e f r e qu e n c y
o f v i s i t s t o f o o d s t a l l s , w i t h a n e x c e l l e n t r a t in g o f 8 7 . 1 6 .

Ex p e n s e s
Du r i n g C O V I D - 1 9 , t h e m a j o r i t y o f r e s p o n d e n t s a n s w e r e d n e g a t iv e l y a n d
d i s a g r e e d t h a t t h e r e w a s a n i n c r e a s e in e x p e n s e s o r c a s h o u t f l ow f or
f o o d s t a l l b u s i n e s s e s . T h e n e t a g r e e m e n t r a t in g f o r t h is w a s - 3 7 .6 1 .
However, during the recovery phase, most respondents agreed with the
s t a t e m e n t s , “ T h e e x p e n s e s / c a s h o u t f l o w o f f o o d s t a l l s s ig n i f i c a n t l y
i n c r e a s e d " a n d “ I n c r e a s i n g t h e w o r k f o r c e h a s c a u s e d a s i gn i f i c a n t
i n c r e a s e i n f o o d s t a l l ' s e x p e n s e s . ” T h e n e t a g r e e m e n t r a t in g f o r t h i s w a s
77.06.
 3. COMPARATIVE EFFECT OF DIFFERENT STRATEGIC
BUSINESS TECHNIQUES ON THE BUSINESS
PERFORMANCE OF FOOD STALLS DURING AND
RECOVERING FROM COVID-19 REVEALED THAT:

Using business strategic techniques had a significant
impact on the performance of food stalls during the
COVID-19 pandemic and recovery phase, despite the
employment of strategic techniques, performance
during the outbreak was low, as seen by the mean
rank of 0.00. However, when strategic techniques
were used during the recovery phase, the mean rank
of performance increased significantly to 53.50.
There was a significant difference in sales between
the COVID-19 period and the recovery period for food
stalls. Using business strategic tactics during both
periods, the mean rank of sales was 0.00 for COVID-
19 and 53.00 for the recovery period. Interestingly,
the same tactics were employed during both periods,
including cashless payment adoption, workforce
expansion, and social media utilization.
There was a noticeable difference in consumer
behavior between the COVID period and the recovery
period when businesses employed strategic
approaches. The mean rank of consumer behavior
during COVID was 42.25, but it increased to 50.67
during the recovery phase.
The expense comparison between the COVID-19
epidemic and the recovery phase shows a considerable
variation in the statistics. The mean expense rank for
COVID-19 was 8.50, which is a lot lower than the
average expense rank for the recovery period, which
was 55.17.
 4. SIGNIFICANT DIFFERENCE BETWEEN STRATEGIC
BUSINESS TECHNIQUES USED BY FOOD STALLS DURING
AND RECOVERING FROM THE PANDEMIC COVID-19
GROUPED ACCORDING TO PROFILE REVEALED THAT:
The study found that there was a significant difference between male and female respondents in
terms of their agreement on the changes in strategic business techniques used by food stalls during
the pandemic and recovery period, which indicate null hypotheses were rejected in both cases. The
mean rank of male respondents was 61.88 during the pandemic, significantly higher than female
respondents with a mean rank of 41.61 and a p-value of 0.001. However, during the recovery period,
the mean rank of female respondents was 65.70, significantly higher than male respondents with a
mean rank of 33.31 and a p-value of 0.000.

During COVID, those aged 26-35 had the highest mean rank of 61.35, while 56 and above had the
lowest mean rank of 34.33. However, during the recovery period, those aged 25 and under had the
highest mean rank of 72.10, while 56 and above had the lowest mean rank of 41.70. The null
hypothesis was rejected for the recovery period (p- value 0.017) but maintained for COVID since the
p-value 0.267 was above the significance level of 0.05.

During COVID, the mean rank of respondents' agreement in District 1 was 52.35, and in District 2 it
was 57.33, with a p-value of 0.408 above the significance level of 0.05, indicating that the location
did not significantly influence the level of agreement. However, during recovery, the mean rank of
respondents' agreement in Districts 1 and 2 was not significantly different, with District 2 having a
mean rank of 55.50 and District 1 having a mean rank of 54.43, and the null hypothesis was
maintained since the resulting p-value of 0.858 was above the significance level of 0.05.
 4. SIGNIFICANT DIFFERENCE BETWEEN STRATEGIC
BUSINESS TECHNIQUES USED BY FOOD STALLS DURING
AND RECOVERING FROM THE PANDEMIC COVID-19
GROUPED ACCORDING TO PROFILE REVEALED THAT:
As to their years of business, during COVID, there was no significant difference in the level of
agreement on changes in strategic business techniques among food stalls with different years of
operation, as shown by a mean rank of 56.49 for 3-5 years, 46.26 for 6-9 years, and 51.61 for 9+
years with a p-value of 0.711. Similarly, during recovery, there was no significant difference in the
mean rank of respondents' level of agreement among food stalls with different years of operation,
with a mean rank of 56.49 for 3-5 years, 46.26 for 6-9 years, and 51.61 for 9+ years, and a p-value
of 0.433.

During the COVID-19 pandemic, found that Eatery had the highest mean rank of 54.34, followed by
Tapsilugan/Paresan/Lugawan at 50.89, Pizza and Pasta Stall at 67.38, Burger and Fries Stall at
48.83, and Café Stall at 65.53 with a p-value of 0.184, indicating that the type of business did not
significantly influence the level of agreement (p value 0.184) And during the recovery period, there
was still no significant difference (p value .184) among the types of businesses in terms of strategic
business techniques, with Tapsilugan/Paresan/Lugawan having the highest mean rank at 67.3,
followed by Café Stall and Eatery at 65.53 and 54.34, respectively. The mean rankings for the pizza
and pasta stall and the burger and fries stall were 48.83 and 50.88, respectively.
CONCLUSIONS
CONCLUSION
PR OFI LE
T he ma j or i t y o f t he r e sp on de n ts i n M a n da luyo n g Ci t y w e r e lo c a t e d i n D i st r i c t
2 a nd mos t of t he m a r e f e ma le a ge s b e twe e n 2 6 to 35 y e a r s o ld . Fu r t h e r mo r e ,
t he ma j or i t y o f t he r e sp o n de n ts o wn s a n e a te ry a n d a c t i v e l y i n o p e r a t i o n f r o m
3 - 5 y ea r s .

RES PONDEN T S ' AS S ES SME N T

i t ca n be con cl ud e d t ha t f o o d sta lls b usi n e sse s e x p er i e nced n e g a t i v e e f f e cts
dur i n g pa nde mi c C o v i d - 19 due to go v e rn me n t’s rule a nd p r o h i b i t i o n, so me o f
t he b us i nes s e s r e v e a l t ha t the re a re ti me s the y n e e d t o c lo se t h e i r st a l l d u e t o
qua r a nt i ne a n n o un ce d b y f o rme r Pre s. R o dri go Du t e r t e l a st Ap r i l , 2020 a nd
p e o pl e a r e pr o hi b i t e d t o go o utsi de un le ss i t i s ne c e ssa r y . Fu r t h e r mo r e , f o o d
s t a l l bus i nes s e s ha v e e xp e ri e n ce d p o si ti v e i mp ro v eme nt s d u r i ng t h e i r r e c o v e r y
f r om t he pa n d e mi c. Thi s wa s hi ghli ghte d whe n o u r p r e s i d e nt d e c l a r e d i n
Nov ember 2 0 2 1 t ha t f oo d re sta ura n ts a n d b usi ne ss e s c o u l d st a r t o p e ni ng
t he i r f ood es t a b li s hme n ts f o r di n e - i n , p ro v i de d th a t t h e y f o ll o w e d r u l e s f o r
s oci a l di s t a nci n g a n d i mp le me n te d he a lthy a n d sa f e t y me a su r e s.
 CONCLUSION
COMPARAT I VE EF F ECT O F STRA TE GIC BU SIN E S S T ECHNIQUES
St r a t eg i c t echn i que s ha d a sub sta n ti a l i mp a ct o n f o o d st a l l b u si ne ss
p e r f or ma nce t hr o ug ho ut the re co v e ry p ha se a s o p p o se d t o d u r i ng t h e
out br ea k. The r e wa s a s i gn i f i ca n t b usi n e ss p e rf or ma nc e d i f f e r e nc e b e t w e e n
t he t wo per i o d s d e s p i t e usi n g the sa me stra te gi e s a t b o t h si t u a t i o ns. Th e
e mp l o yment o f st r a t e g i c te chn i q ue s thro ugho ut th e r e c o v e r y p e r i o d r e su lt e d i n
a s i g ni f i ca nt l y p o s i t i v e re sult o f p e rf o rma n ce , sa l e s, c o nsu me r b e h a v i o r , a nd
e x p ens e, s howi n g t ha t t he f o o d sta lls tha t use d suc h w a y s w e r e b e t t e r a b l e t o
r e cov er f r om t he p a n d e mi c' s e f f e cts.

SI GNI FI CANT D I F F ER ENCE S

T he s ex s ho wed a s i g n i f i ca n t d i f f ere n ce i n stra te gi c b us i n ess p r a c t i c e s d u r i ng
t he COVI D- 19 e p i d e mi c, a ltho ugh o the r f a cto rs suc h a s a ge , d i st r i c t , y e a r s i n
op e r a t i on, a nd t yp e o f b u si n e ss di d n o t. Duri n g th e r e c o v e r y p e r i o d , b o t h se x
a n d a g e s howe d s i g n i f i ca n t di f f e re n ce s i n stra t e gi c b u s i ne ss t e c h ni qu e s,
s ug g es t i ng t ha t d i f f e r e nt a ge a n d ge n de r gro up s ma y h a v e h a d d i f f e r e nt
p r i or i t i es a nd s t r a t e g i e s i n re co v e ri n g f ro m the pa nd e mi c . H o w e v e r , d i st r i c t ,
ye a r s i n bus i n e s s , a n d typ e o f b usi n e ss di d n o t si gni f i c a nt l y i nf l u e nc e t h e
s t r a t eg i c dec i s i o n s ma d e duri n g the re co v e ry p e ri od .
RECOMMENDATION
 RECOMMENDATION
1. To Business & Accounting Students:
a. Businesses can be
extremely susceptible if they
depend solely on one
commodity or service, as the
pandemic has
demonstrated. To reduce
risk and boost revenue
streams, business students
should understand how to
diversify the item that a
business offers.
 RECOMMENDATION
1. To Business & Accounting Students:
a. Businesses can be b. The digitalization movement
extremely susceptible if they has intensified due to the
depend solely on one pandemic, and many firms have
commodity or service, as the forced to quickly adopt new
pandemic has
technologies. Accounting
demonstrated. To reduce
students can explore digital
risk and boost revenue
accounting tools and
streams, business students
recommend the best ones for
should understand how to
diversify the item that a businesses to use to manage
business offers. their finances more effectively.
 RECOMMENDATION
2. To Local Government:
a. The data presented in the study indicates that female respondents and those from District
2 were the most represented in the sample. The majority of respondents had been in
business for 3-5 years, with the largest age group being 26-35 years old. These findings
provide valuable insights for policy maker. Policy makers can use this information to tailor
policies and programs for specific demographic groups and provide more a. support for
entrepreneurs in the early stages of their business. It is highly recommended to support
them while on recovery, specifically to financial aspects. Moreover, it is highly recommended
that fair access on technology and modernization is supported and budgeted to small food
stalls and create seminars to improve businesses' income. With partnership of government
agencies such as the Department of Trade and Industry, Department of Finance, Bureau of
Internal Revenue, and Local Government Unit this can be successfully organized and
implemented.
 RECOMMENDATION
2. To Local Government:
a. The data presented in the study indicates that female b. To help business owners, especially those
respondents and those from District 2 were the most running food stalls, navigate crises and stay
represented in the sample. The majority of respondents had viable over the long term, local government
been in business for 3-5 years, with the largest age group should offer training and tools on efficient
being 26-35 years old. These findings provide valuable company management and accounting
insights for policy maker. Policy makers can use this techniques.
information to tailor policies and programs for specific
demographic groups and provide more support for
entrepreneurs in the early stages of their business. It is highly
recommended to support them while on recovery,
specifically to financial aspects. Moreover, it is highly
recommended that fair access on technology and
modernization is supported and budgeted to small food
stalls and create seminars to improve businesses' income.
With partnership of government agencies such as the
Department of Trade and Industry, Department of Finance,
Bureau of Internal Revenue, and Local Government Unit this
can be successfully organized and implemented.
 RECOMMENDATION
3. To Food Business Owners:
a. It is advised that owners of food stalls think about making contingency
plans for the future. Given the unpredictability of crises, like pandemics, and
their propensity to interrupt business operations, this is especially crucial.
 RECOMMENDATION
3. To Food Business Owners:
a. It is advised that owners of food stalls think about making contingency
plans for the future. Given the unpredictability of crises, like pandemics, and
their propensity to interrupt business operations, this is especially crucial.

Vendors can focus their marketing efforts on the age group that is most
b.
represented in the sample, while also creating targeted marketing
strategies for businesses at different stages of development.
 RECOMMENDATION
3. To Food Business Owners:
a. It is advised that owners of food stalls think about making contingency
plans for the future. Given the unpredictability of crises, like pandemics, and
their propensity to interrupt business operations, this is especially crucial.

Vendors can focus their marketing efforts on the age group that is most
b.
represented in the sample, while also creating targeted marketing
strategies for businesses at different stages of development.

Participating in food events like fairs, festivals, and pop-up markets can be
c. a terrific way for small food stalls to reach a wider audience and draw in
new customers. Additionally, networking with potential business partners
and collaborating with other food-related businesses may be possible at
these events.
 RECOMMENDATION
3. To Food Business Owners:
a. It is advised that owners of food stalls think about making contingency
plans for the future. Given the unpredictability of crises, like pandemics, and
their propensity to interrupt business operations, this is especially crucial.

Vendors can focus their marketing efforts on the age group that is most
b.
represented in the sample, while also creating targeted marketing
strategies for businesses at different stages of development.

Participating in food events like fairs, festivals, and pop-up markets can be
c. a terrific way for small food stalls to reach a wider audience and draw in
new customers. Additionally, networking with potential business partners
and collaborating with other food-related businesses may be possible at
these events.

d. Food stalls should leverage customer feedback to improve their services

and offerings. Conducting surveys or asking for reviews on social media
platforms can help them better understand their customers' needs and
preferences.
 RECOMMENDATION
4. To Future Researchers:

observation and study about the topic which
a. The researchers have conducted first an initial
considers comparing the changes experienced by food stall businesses during and recovering
from pandemic Covid-19 since it is timely, contemporary and helpful to food businesses.
Researchers assessed the different factors included in the study from Related Literature and
Studies which are Performance, Sales or Cash Inflow, Strategic Business Techniques,
Consumer Behavior and Expenses or Cash outflow to extract attentively and point-out the
assessment of the business owners. Classifying and arranging the type of business are well-
extracted from the given population by Mandaluyong Municipal Office. Most of the data
gathered are done and managed through a face-to-face survey interview. It helped the
researchers distinguish, analyze and organize the data they gathered. Therefore, future
researchers can also use the strategy made by researchers and the researchers highly
recommend to always have a basis by searching and reviewing first for Related Literature and
Studies.Managing resources and time is very important also. Lastly, future researchers may
also consider conducting face-to-face interviews for data gathering. Aside from giving you
credible information from respondents, researchers can also get good teamwork and
research experience.
 RECOMMENDATION
4. To Future Researchers:

b.
a. The researchers have conducted first an initial observation and
In depth analysis about
study about the topic which considers comparing the changes
experienced by food stall businesses during and recovering from
pandemic Covid-19 since it is timely, contemporary and helpful to
unique challenges or
food businesses. Researchers assessed the different factors
included in the study from Related Literature and Studies which
opportunities that are specific to
are Performance, Sales or Cash Inflow, Strategic Business
Techniques, Consumer Behavior and Expenses or Cash outflow to
certain types of food businesses
extract attentively and point-out the assessment of the business and years of business. Thus, more
owners. Classifying and arranging the type of business are well-
extracted from the given population by Mandaluyong Municipal investigation is advised to
Office. Most of the data gathered are done and managed through
a face-to-face survey interview. It helped the researchers explore these nuanced topics and
distinguish, analyze and organize the data they gathered.
Therefore, future researchers can also use the strategy made by learn more about how various
researchers and the researchers highly recommend to always
have a basis by searching and reviewing first for Related food businesses can successfully
Literature and Studies.Managing resources and time is very
important also. Lastly, future researchers may also consider
recover and prosper both during
conducting face-to-face interviews for data gathering. Aside from
giving you credible information from respondents, researchers
and after the pandemic.
can also get good teamwork and research experience.
Thank You