Chapter 1 4

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION
Km. 30 Old National Highway, Brgy. Nueva, San Pedro City,

Laguna
EFFECTS OF BUSINESS STRATEGIES ON THE PROFITABILITY

OF THE SMALL BUSINESS OF SENIOR HIGH SCHOOL
STUDENTS IN SAN PEDRO, LAGUNA
AMIDST PANDEMIC
A Research Presented to the

Senior High School Department
San Pedro College of Business Administration
San Pedro City, Laguna
In Partial Fulfilment of the Requirements for the

Accountancy, Business, and Management (ABM)
BENITO, Zarina Bianca

NAGRAMPA, Einna
PARALES, Carmela Jean
March 2023
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CHAPTER 1
THE PROBLEM AND ITS SETTING
Background of the Study
Everyone requires a strategy. It is crucial that came to the point where no serious
organization can afford to be without one at this. According to Freedman (2013), despite the
fact that finding ways through the uncertainty and confusion of human affairs is difficult, a
strategic approach is thought to be preferable to one that is merely practical, let alone random.
Having a strategy implies the ability to look beyond the short term and the trivial to consider
the long term and the essential, to address causes rather than symptoms, and to see the forest
rather than the trees. Without a strategy, being encountered with any problem or attempting for
any objective would be considered negligent. When it comes to applications of strategy, it can
be applied to everything such as leaders of armies, major corporations, political parties, and
more.
One use of strategy is in business. Business Strategy is known as something that
requires the integration of a wide range of information followed by communication in such a
way as to drive the organization toward its vision. Understanding the context for business
strategy is much like assembling a jigsaw puzzle, where one organization gathers various bits
of information and then assembles a picture of the competitive environment in which the
organization operates for instance is small business.
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Small business is an important factor in the health economy of every country as this is
one of the main contributors when it comes to our economy. Business strategy is also can be
used in small businesses. As business strategy aims to increase the profit of an organization.
However it still depends on the execution of the strategies. Business strategy is one of the most
important factors in operating a small business. As specified by Vo (2022), business strategy is
one that helps one’s employees to understand the goals and objectives of an organization that
will surely contribute to the growth and success of one’s small business. There is also a process
of conducting efforts to determine any challenges or opportunities that one’s business will face
in the future.
Constructing a small business is natural in our world today. There is even a point where
when the lockdown happened in the year 2020, and most of the small businesses weren't able to
sustain and make their business survive due to the changes that were brought about by the
pandemic. However, entrepreneurs must always consider how to conduct business in the midst
of a crisis. They need to know how can they manage the business that they are thinking of to be
a longer business because according to studies, the number of new small business firms that
open each year is nearly equal to the number of small businesses that close due to failure. The
general business problem here is that people start small business ventures without adequate
planning. The specific business issue is that some small business owners lack strategies and
even lack knowledge about the effects of business strategy on the profitability of their business.
The purpose of the study is to provide knowledge and explore on what are the facts that
business strategies have an effect on the profitability of the business. The population is
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comprised of small business owners inside San Pedro, Laguna and currently studying as a
senior high school.
Statement of the Problem
The study aimed to determine the effects of various business strategies on how senior
high school students regarding the profitability of their small businesses amidst the pandemic in
the City of San Pedro.
Specifically, the researchers sought to answer the following questions:
1. What is the demographic profile of the respondents in terms of age, gender, grade level, and
profit?
2. What are the positive effects of business strategies on the profitability of a small business in
San Pedro City amidst the pandemic if it is applied in terms of the business:
a. Marketing Objectives;
b. Operational Objectives;
3. What are the negative effects of business strategies on the profitability of a small business in
San Pedro City amidst the pandemic if it is applied in terms of the business:
a. Improper Execution of Strategies;
b. Lack of Monitoring and Controlling;
4. Are business strategies effective in increasing the profitability of a small business in San
Pedro City amidst the pandemic?
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5. Is there a significant difference in the effects of business strategies on the profitability of a
small business amidst the pandemic when the respondents are grouped based on their
demographic profile?
6. Is there a significant difference in the effectiveness of business strategies in increasing the
profitability of a small business amidst the pandemic when the respondents are grouped based
on their demographic profile?
Objectives of the Study
The study aims to determine the effects of the different business strategies of senior high school
students on the profitability of their small businesses in San Pedro City amidst the pandemic.
To achieve this, the objectives are:
1. To identify the demographic profile of the respondents in terms of age, sex, grade level, and
income.
2. To understand the positive effects of business strategies on the profitability of a small
business in San Pedro City amidst the pandemic if it is applied in terms of the business
marketing objectives and operational objectives.
3. To understand the negative effects of business strategies on the profitability of a small
business in San Pedro City amidst the pandemic if it is applied in terms of the business's
improper execution of strategies and lack of monitoring and controlling.
4. To determine business strategies effective in increasing the profitability of a small business
in San Pedro City amidst the pandemic
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5. To determine the significant difference in the effects of business strategies on the
on their demographic profile.
6. To determine the significant difference in the effectiveness of business strategies in
increasing the profitability of a small business amidst the pandemic when the respondents are
grouped based on their demographic profile.
Theoretical Framework
The theory of Smith (2011), which was called Strategic Theory, stated that the term
strategy denotes the endeavor to relate ends to means. He also added that the strategic analysis
thus refers to the study, in Michael Howard’s words, of the ‘use of available resources to gain
any objective’. Here, the term ‘resources’ or means’ refers not simply to the tangible power that
may be employed to gain objectives but also to the many intangible factors that may impose
themselves on any decision-maker, most notably, the degree of small business owner’s will that
they must exert to attain its goals. However, in order to achieve these goals, one should adopt
perseverance when it comes to the process of relating ends to means.
The following is the model of the theory of Smith, (2011), The Strategic Theory:
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Figure 1: Strategic Theory, Smith, 2011
Conceptual Framework
In the theory of Smith (2011), known as Strategic Theory, the term "strategy" refers to
the effort to connect ends to means. In addition, he said that the term "strategic analysis" refers
to the study of how to use available resources to achieve any objective, to use Michael
Howard's words. The term "resources" or "means" in this context refers not only to the physical
force that may be used to achieve goals but also to the numerous intangible factors that may be
imposed on any decision-maker, most notably the level of willpower required of small business
owners to achieve their organizations' objectives. This theory is associated with the
researcher’s study because the inputs of the study are the ones who will relate the ends to
means in order to achieve the output which is knowing the different strategies for generating
income.
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The following are the Input-Process-Output or IPO models of the study:
INPUT PROCESS OUTPUT
B
1. Data collection
through survey SHS who owns a small
usiness business will not
Strategies questionnaires understand the effects of
P 2. Organization of business strategies on the
andemic the student’s profitability of his
B
usiness
answers in the business.
Profitability survey.
SHS now can identify
S 3. Thorough the importance of
mall business Analysis of the business strategies in
owners data. operating small
businesses.
SHS who owns a small

business can now use
owned resources to
properly execute
business strategies.
Figure 2: Conceptual Framework
An analysis of the performance and processing system will be one of the inputs to
assure the validity of the study's findings. They are variables from which the researcher will
obtain the knowledge necessary to arrive at a suitable response that is topic-oriented. The
procedure that must be carried out in order to obtain the inputs more effectively is referred to as
the process. This keeps the data arranged so that the researchers can comprehend it better. The
output is the one that is transformed by the internal system process.
Hypothesis
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The following hypotheses were tested at a .05 significance level.
Ho1: There is no significant difference in the effects of business strategies on the
on their demographic profile.
Ho2: There is no significant difference in the effectiveness of business strategies in
increasing the profitability of a small business amidst the pandemic when the respondents are
grouped based on their demographic profile.
Scope and Delimitations
This study focuses on a senior high school student who owns a small business during
the pandemic. The research will be conducted by using survey questionnaires via Google
Forms. The study will administer only inside the City of San Pedro, Laguna.
It considers students’ information that concerns the various business strategies they use
to ensure the profitability of their small businesses. The results of this research will be analyzed
through Descriptive Statics Analysis. The findings will help researchers to identify how the
business strategies affect Senior High School Student’s small businesses. Lastly, the potential
“subject” of the study should have started or built up, or experienced having a small business
during the pandemic (2020– 2023).
Significance of the study
This research is made with the aim to provide crucial information and knowledge
regarding the various business strategies from the respondents. This serves as a source of
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information for determining how the various business strategies will affect the profitability of
Senior High School students’ small businesses amidst the pandemic. The result will give
knowledge and benefits to the following:
Student: The study is beneficial to aspire students who plan to build/start a small business at a
young age. This might motivate or inspire them to become future business
owners/entrepreneurs.
Future Small Business Owners: The study will give them enough knowledge and awareness
regarding the various business strategies once they start to build a small business. This might
serve as their “guide” or will help them to do the first basic steps. They will also acknowledge
the do’s and don’ts and the essential factors of business strategies.
Future Researchers: The study will serve as a credible resource material for the researchers
whose venturing into the field of Business or any other field.
Definition of Terms
Diversification. A technique that reduces risk by allocating investments across various
financial instruments, industries, and other categories.
Small Business. A sole proprietorship, partnership, or corporation with fewer employees and
less annual revenue compared to a regular-size business.
Income. Money received, especially regularly for work or through investment
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Pandemic. an epidemic occurring worldwide, or over a very wide area, crossing international
boundaries and usually affecting a large number of people
Strategy. A plan of action or policy designed to achieve a major overall aim.
Income-generating strategy. A strategic plan for generating income.
Iterative Process. The one that helps the business to optimize its products, services, and
business processes.
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CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES
The following related works of literature are presented by the researchers to provide the
reader with the different strategies on how Senior High School students generate an income.
This chapter offered the Related Literature and Related Studies from foreign and local studies.
Related Literature (Foreign)
According to Mckeown (2011) in The Strategy, he stated that Strategy is about moving
from where you are to where you want to be. Moreover, he explained that Strategy is as much
about deciding what to do, where to go, why, when, and how as about choosing what not to do.
Yes. No. What if. Why not. Planning backward from a better future. Strategy is about shaping
the future, he added. Furthermore, Mckeown (2011) also introduced terms such as Smart
Strategy. He argued that Smart Strategy is the shortest route to desirable ends with available
means
As specified by Freedman (2013) in Strategy; A History, he asserts the importance of
Strategy. He believes that everyone needs a Strategy. Leaders of armies, major corporations,
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and political parties have long been expected to have strategies, but now no serious
organization could imagine being without one. Despite the problems of finding ways through
the uncertainty and confusion of human affairs, a strategic approach is still considered
preferable to that is merely tactical, let alone random. Having strategy suggests an ability to
look up from the short term and trivial to review the long term and essential, to address causes
rather than symptoms, to see words rather than trees. Without a strategy, facing up to any
problem or striving for any objective would be considered negligent. Certainly, no military
campaign, company investment, or government initiative is likely to receive backing unless
there is a strategy to evaluate. If a decision can be described as strategically significant, then it
is more obviously more important than decisions of a more routine nature. By extension, people
making such decisions are more important than those who only offer advice or are tasked with
implementation.
Freedman (2013) also suggest where strategist are offered. He stated that strategies are
now offered not only for the life-or-death, make-or-break decisions of great states and large
corporations but also for more mundane matters. There is a call for a strategy every time the
path to a given destination is not straightforward or whenever judgments are required on
resources needed, their effective application, and their appropriate sequence. In business, chief
executives may take responsibility for overall strategy, but there are separate strategies for
procurement, marketing, human resources, and so on. Doctors have clinical strategies, lawyers
have prosecution strategies, and social workers have counseling strategies. Individuals have
their own strategies for developing a career, coping with bereavement, filling in tax returns, or
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even potty-training an infant or buying a car. In fact, there is no human activity so lowly, banal,
or intimate that it can reasonably be deprived of strategy.
However, Gray (2015) in The Future of Strategy, points out the limitation of Strategy.
He started by saying that the chapter has begun to signal reasons why it would be unwise to
look to expectantly towards the ‘strategy bridge’ in search of solutions to more troubling
problems of the day. By far the most restricting of reasons for not placing substantial faith in
strategy is the sheer difficulty of the enterprise.
To argue on the statement of Gray (2015), Clegg., Et al (2011) said in Strategy: Theory
and Practice simply that everything is in the capabilities. Specifically, they said that knowledge
is needed in order to be able to have both the concept with which to imagine a future state of
affairs and the know-how skills which to try and get there. Capabilities, as the power to get
things done., are needed in order to be in a position to implement ideas, visions, and plans.
Strategy as (knowledge + capability/power has a double edge; it is both what conceivable and
what is doable- as such it is a practice.
Just like what Freedman (2013) said about strategy being applied in anything, strategy
can also be use in business. As specified by Vo (2022), business strategy is one that helps one’s
employees to understand the goals and objectives of an organization that will surely contribute
to the growth and success of one’s small business. There is also a process of conducting efforts
to determine any challenges or opportunities that one’s business will face in the future.
However, before it was stated that strategy can be applied in a small business, several
debates have been launched wether small business can have a strategy or not. According to
Butler (n.d), small businesses are often known for being enable of thinking strategically. It was
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also supported by Rizzo & Fulford (2012) that small business simply has no power of having
strategy. But in the same book of Rizoo & Fulford (2012), they furtherly explained that the
concept of strategy in small business is a big factor in every kind of operation— either it in a
big enterprise or small. They defined strategy in a small business as a type of behavioral
perspective, as opposed to the more normative strategic planning education that small
businesses rarely follow. This concept of strategy as "behavior" includes the actions of the
owner-manager, the context of the small firm, and the consequences of those actions. It
considers strategy to be both deliberate and emergent, allowing for both external influences and
internal decision-making. Furthermore, grounded theory research on small firms in one location
has revealed strategy to be a dynamic phenomenon, one that can be viewed as a set of defined
pathways between identifiable life cycle states.
One strategy that can be considered in this time given the fact that it is not about the
profitability but the idea of gaining money is when the senior highschool students found an
opportunity in the crisis. in which they were able to identify the needs and wants in the time of
pandemic and use that information productively. Although the impact of COVID-19 on
business could not have been predicted, it was a real challenge for entrepreneurs who had to
learn and were determined to develop their creativity in order to come up with solutions. and
proposals for survival. The pandemic has created numerous opportunities for business owners
to meet consumers' ever-changing needs and demands. Only those entrepreneurs who think
ahead will identify and capitalize on opportunities, and they will eventually become successful
entrepreneurs (Mihali,. et al).
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Related Literature (Local)
According to Estern (2021), the COVID-19 pandemic disrupted the status quo since
March 2019, which affected institutions like schools and the economy. The learners,
specifically working students, encountered opportunities and numerous challenges posed by the
new modality utilized to resume classes in the new normal. Furthermore, working students, as
self-sustaining, persist in earning despite additional challenges because of motivations like their
socioeconomic problems, academic fees, and an opportunity for personal development
(Abenoja et al., 2019). The challenges that are faced by working students amidst the pandemic
have distinct factors compared to the pre-pandemic situation. According to (Inoue et al., 2021),
the number of working students has significantly decreased since the onset of the pandemic.
However, some students still choose to work despite the threats of the virus. The changes in the
academic environment and working conditions affected several factors that can become a
challenge or an opportunity for working students (Choi et al., 2021). The study of Ciu and
Ermac (2021) reveals diverse results gathered from different schools in which there are
numerous determinants. It conveys that the challenges and opportunities differ at varying
locations and have established specific solutions. Consequently, having a specified set of
informants could garner a discrete result to determine precise conclusion strengths (Caler et al.,
2021).
In some marginalized locations, acquiring a job is a necessity rather than a choice. They
must work to save and raise finances (College Board, 2022). On the other hand, Ben (2019)
discovers that working students spend money efficiently and work incredibly hard for the
things required. Students must pay for the necessities of being a student, such as rent, buying
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books and food, and paying for transportation and social activities, in addition to contributing
to their learning experience. In contrast to the benefits of working while studying, college
students face numerous challenges in achieving their best academic performance (Hindrayani et
al., 2021).
Related studies (Foreign)
Given that 74% of undergraduates work an average of 25.5 hours per week while going
to school (NPSAS, 2000), we know surprisingly little about how off-campus employment
affects undergraduates and to what extent its impact varies by the number of hours worked. As
anxiety rises about escalating tuition costs and loan amounts (Boehner & McKeon, 2003;
College Board, 2003), there are mounting concerns about whether fiscal pressures drive more
students to work, which could adversely affect their performance in college. Intuitively, since
time and energy are finite resources, one might expect off-campus jobs to detract from
academic achievement and persistence to graduation (outcomes which are highly 107 2006,
Baywood Publishing Co., Inc. correlated [Pascarella & Terenzini, 1991]). The literature in this
area indicates that this is indeed the case, but only when students’ work schedules exceed a
threshold ranging from 15 to 20 hours per week. In fact, students who work fewer than 15-20
hours often have higher grade point averages (GPA) and graduation rates than their nonworking
counterparts.
According to Norman (2010) financial education refers to knowledge or an
understanding of the importance of money and the use of money, it answers the question, why
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spend on this as opposed to that. It can literally be summed up as the wise use of money.
Financial literacy is the ability to understand finance. More specifically, it refers to the set of
skills and knowledge that allow an individual to make informed and effective decisions through
their understanding of finances. Empirical studies have established the influence of financial
literacy on financial behaviour. People with low financial literacy are more likely to have
problems with debt (Lusardi & Tufano, 2009). This implies that without proper financial
literacy, Ghanaian working students in view of their financial challenges could run into debts.
van Rooij, Lusardi, and Alessie (2007) showed that individuals who have low financial literacy
are significantly less likely to participate in the stock market. Similarly, van Rooij et al. (2008)
provided evidence of an independent and positive effect of financial literacy on wealth
accumulation over and above the effect of other determinants such as income, age, education,
risk tolerance, patience, and basic cognitive ability.
Financial literacy is an important component of sound financial decision-making, and many
young people wish they had more financial knowledge (Lusardi, Mitchell & Curto, 2010).
There is the need to improve financial literacy of individuals, especially students at university
level so they can have positive cash management attitudes before they enter the job market.
This positive attitude will help them to practice proper personal financial management as
working adults (Dahlia, Rabitah & Zuraidah, 2009)
Low-income, first-generation college students are a growing population in higher
education (e.g., Engle & Tinto, 2008; McCarron & Inke las, 2006; Tinto, 2004; Warburton,
Bugarin, & Nunez, 2001). They represent a large share of our entering college students.
However, despite their increasing access to higher education, institutions are struggling to
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retain these students and help them persist through graduation. The Pell Institute's recent report
prepared by Engle and Tinto (2008) revealed some troubling statistics. The report indicated that
among the Beginning Postsecondary Students Longitudinal Study 1996/2001 (BPS:96/01)
student cohort, only 11% of low-income, first-generation students had earned bachelor's
degrees within 6 years, compared to 55% of their peers. Even more concerning, the data show
that for many of these low-income, first-generation students, the college experience often ends
soon after it begins (Engle & Tinto, 2008). Engle and Tinto (2008) reported that low-income,
first-generation students were almost four times more likely to leave college right after their
first year than their more advantaged peers.
Related studies (Local)
Poverty is defined as “the state of one who lacks usual or socially acceptable amount of
money or material possessions” (Kanbur & Squire, 2002, p.3). The literature on poverty
suggests that it has an effect on education. For example, it has been reported that poverty has a
negative association with academic achievement due to the limited resources available to low
income students (Lacour & Tissington, 2011). Likewise, it has been reported that children from
poorer households are more likely to delay the start of their education and are also most likely
to drop out before completing their education (United Nations, 2013). In view of the Philippine
government’s goal of alleviating poverty through education, this study aimed to develop a
model of innovative pedagogical strategies in addressing the needs of learners living in poverty.
The pedagogical model was grounded on the experiences and encounters of economically
disadvantaged students as they pursue their education. When a pedagogical approach or
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strategy is grounded from the actual experiences of the students, it will address their actual
needs.
Equity to access in education is a formidable challenge in developing economies made
worse by the COVID-19 pandemic. Closures of higher educational institutions, restrictions on
mobility, and the threat of infection have led to a crisis in the learning community necessitating
drastic changes in the way education is delivered (Brand, 2020; Joaquin et al., 2020; Wilcha,
2020). In developed economies, financial support from the government is widely available,
enabling university students to sustain their education (Barada et al., 2020; Helin et al., 2020).
However, in developing economies, these opportunities are limited, resulting in some students
discontinuing their studies for financial reasons (Auger et al., 2020; Onyema, 2020). This
sudden shift to the online learning environment is an opportunity to close this gap as this will
allow university students to learn and work at the same continually. However, past research has
identified the lack of motivation among university students as a critical challenge to online
learning during COVID-19 (Aboagye et al., 2020; Rahiem, 2021).
According to an old review of published psychology research in the Philippines, stress
and coping has been one of the most intensively researched topics among Filipino psychology
researchers (Bernardo, 1997). But there were hardly any studies that focus on stress experiences
of Filipino students in that review, a trend that has improved somewhat in the last decade with
the publication of some studies on Filipino students’ stress-related experiences. This
observation reflects a similar trend in other parts of the world where research on stress
experienced by higher education students came relatively late compared to stress research on
other populations (Michie, Glachan, & Bray, 2001). As a reflection of this trend in other
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Synthesis
The gathered related literature and studies show how strategies are beneficiary as they
can be applied to all situations. However, according to the other works of literature and studies
that were conducted by the researchers, it is not advisable to always trust the strategy that was
planned. Therefore, having numerous strategies to be prepared for different circumstances that
might happen is a solution for these. In the case of the topic of the researchers, a strategy is
needed because a student can not earn a bigger income without it. Despite being flexible with
the pandemic, it is still a proble and with the pandemic still going on, money is much more
needed in this situation.
In the related pieces of literature and studies, they confirm that in the long debate run of
whether to consider a small business as an organization or not, it was proven that small
enterprise can do have a strategy. In fact, it was found that concept of strategy in small business
is a big factor in every kind of operation— either it in a big enterprise or small. It was also
found that small business strategies ensures that every aspect of a firm's operations is planned.
This means greater efficiency and more effective plans. Everyone on the team is aware of what
needs to be done, and the capital is properly allocated. It can assist businesses in gaining a
competitive advantage over their competitors in the segment.
The discoveries in these literatures and studies will help the researcher to present more
thorough information when it comes to the different strategies on how SHS students generate
an income amidst the pandemic. Moreover, it helps the researcher to understand how relevant
our topic is to the world.
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CHAPTER 3
RESEARCH METHODOLOGY
This Chapter presents a description of the research process. It provides information
concerning the method that was used in undertaking this research as well as a justification for
the use of this method. The Chapter also describes the various stages of the study, which
include the selection of participants, the data collection process, and the process of data
analysis.
Research Design
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According to Bentensky (2003), The research design refers to the overall strategy that
the researchers choose to integrate the different components of the study coherently, thereby,
ensuring that the researchers will effectively address the research problem; it contributes to the
blueprint for the collection, measurement, and analysis of the data.
The researchers used a Quasi-Experimental Research Design for the study. According
to the University of Minnesota (2023), the prefix quasi means “resembling.” Thus quasi-
experimental research resembles experimental research but is not true experimental research.
Although the independent variable is manipulated, participants are not randomly assigned to
conditions or orders of conditions (Cook & Campbell, 1979) Quasi-experiments are studies that
aim to evaluate interventions but that do not use randomization. Similar to randomized trials,
quasi-experiments aim to demonstrate causality between an intervention and an outcome
(Assoc, 2006).
This research design will help the researchers identify, analyze, and evaluate the various effects
of business strategies that a respondent used in establishing their small businesses during the
pandemic.
Subject/ Respondents of the Study
The potential respondent/s of the study shall meet all the following characteristics:
1. A Senior High School Student this school year (2022 -2023).
2. A student who lives inside the premises of San Pedro City.
3. A student who operates his/her business in San Pedro City
4. A Small Business Owner who has experienced operating a business amidst a pandemic.
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Sampling Technique
Non-probability sampling was used to select the respondents to validate the outcome of
the study. A purposive method was used to identify the respondent based on their grade level.
A. total of 210 respondents composed of 25 grade 11 and 185 grade 12 voluntarily participated
in the survey. According to (Nikoloupolou, 2022), this sampling technique was used to refer to
a collection of non-probability sampling techniques where groups are chosen because they
possess qualities that your sample needs. In other words, in purposive sampling, units were
chosen "on purpose".
Purposive sampling's main objective was to pinpoint the situations, people, or
communities that will be most useful in helping you in addressing your research question.
Because of this, purposive sampling works best when you have a great deal of background
knowledge regarding your research topic. The quality of the sample increased as you have more
information.
Research Instrument
The researchers decided to use survey questionnaires to collect data from the
respondents. Quantitative survey questions are defined as objective questions used to gain
detailed insights from respondents about a survey research topic. The answers received for
these quantitative survey questions are analyzed and a research report is generated based on this
quantitative data. These questions form the core of a survey and are used to gather numerical
data to determine statistical results (Bhat, 2023).
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To specify, researchers used the relationship survey questions, according to Adi Bhat
(2023). Relationship survey questions are used to understand the association, trends, and causal
relationship between two or more variables. When discussing research topics, the term
relationship/causal survey questions should be carefully used since it is a widely used type of
research design, i.e., experimental research – where the cause and effect between two or more
variables. These questions do start with “What is the relationship” [between or amongst]
followed by a string of independent [gender or ethnicity] and dependent variables [career,
political beliefs, etc.]?
Table 1 shows the results of reliability testing using Cronbach’s alpha. It shows that the
questionnaire was reliable in terms of marketing objectives with a .853 reliability index,
operational objectives with a .85 reliability index, improper execution of strategies with a .778
reliability index, lack of monitoring and controlling with a .748 reliability index, and
effectiveness of business strategy with a .888 reliability index having acceptable and good
interpretation.
Table 1
Questionnaire’s Reliability Indices using Cronbach’s alpha
Variable n Interpretation
α
Marketing Objectives 7 .853 Good
Operational Objectives 7 .857 Good
Improper Execution of Strategies 5 .778 Acceptable
Lack of Monitoring and Controlling 5 .748 Acceptable
Effectiveness of the Business 5 .888 Good
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Strategy
Procedures of Data Gathering
Construction of Questionnaire. The research problems were examined by the
researchers. Researchers create questions from the research problems that are then related to the
goals of the research along with how they are connected.
Asking for consent, limitations, and validations. The researchers asked
permission/consent to conduct to the authority. The researchers also put the limitations that
occurred in the study Upon the approval of the research instrument (questionnaire, by
statistician), the researcher will formally write a letter to the Superintendent thru the respective
School Heads of the (SCHOOL) in Luzon, namely, (SCHOOL BRANCHES) for their consent
to conduct the study and the request to get the email address of the respondents to facilitate the
research instrument and interviews via google form and google meet, respectively. Due to the
current health crisis brought on by COVID – 19 pandemic, they may not be allowed to go to
these schools and would opt to send this formal letter via the school’s official email address.
Once the request has been granted, the online survey questionnaire using Google form will be
administered to the entire full-time and part-time faculty and administrators of these three
schools. To validate their responses from the instrument, the researcher will also conduct a
structured interview via google meet with the selected respondents including the students
through a focused group discussion.
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Distribution and Recovery of the Instrument. The researchers distributed the survey
questionnaires to the subjects. Then after a week or 2, the surveys were returned to the
researchers for further evaluation and examination of collected data.
Statistical Treatment of the Data
The researchers organized, tallied, and tabulated the data gathered through survey
questionnaires. To analyze quantitative data with the Statistical Package for the Social Sciences
(SPSS) version 23, the following statistical tools were used.
Frequency and Percentage – These were used to determine the proportion of each given data.
The demographic profile of the respondents was determined by using the formula.
f
%= x 100 %
n
where:
% = percentage of the data concerned;
f = frequency of the data concerned;
n = total number of data
Likert Scale - used to measure the responses to questions in the given variables using the
"four-point-scale" or Likert Scale system. It measured the positive and negative effects of
business strategies on the profitability of a small business in San Pedro City amidst the
pandemic if it is applied in terms of the business and gives the weight as follows:
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Table 2
Range Limit Used in Interpreting the Likert Scale
Scale Range Interpretation for Interpretation of

Effect Effectiveness
1 1.00 – 1.75 No Effect Not Effective
2 1.76 – 2.51 Minimal Effect Slightly Effective
3 2.52 – 3.27 Significant Effect Moderately Effective
4 3.28 – 4.00 Major Effect Highly Effective
Weighted Mean - used to determine the positive and negative effects of business strategies on
the profitability of a small business in San Pedro City amidst the pandemic if it is applied in
terms of the business This method was computed to get the average or central value of the
responses in every statement using this formula:
x 1 ( w1 ) + x 2 ( w 2) + … xn (wn )
X w=
w1 +w2 + … wn
where:
X w= Weighted Mean of the data concerned;
X n = represents the data considered;
W n = represents the weight of the data considered
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The General Weighted Mean was computed using this formula:
where:
GWM – general weighted mean
∑x – summation of the weighted mean
Standard Deviation – a measure of variability that tells the homogeneity of responses for
positive and negative effects of business strategies on the profitability of a small business in
San Pedro City amidst the pandemic if it is applied in terms of the business.
√
❑
∑ ❑(x−x)2
SD= ❑
n−1
Where: s = standard deviation
x i = individual score
= mean
n = sample size
Cronbach’s alpha - a measure used to assess the reliability, or internal consistency, of a set of
scale or test items. This formula computes the reliability index as a requirement in constructing
and validating the questionnaire.
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where:
k - is the number of scale items.
V i - refers to the variance associated with the item
i - it relates to the conflict related to the observed total scores
Table 3
Interpretation of Cronbach’s Alpha Coefficient
Cronbach’s alpha Internal Consistency
α ≥ 0.9 Excellent
0.9 > α ≥ 0.8 Good
0.8 > α ≥ 0.7 Acceptable
0.7 > α ≥ 0.6 Questionable
0.6 > α ≥ 0.5 Poor
0.5 > α Unacceptable
Shapiro-Wilk Test. To test again the normality of the distribution involved in the study before
proceeding with the inferential statistics, Shapiro-Wilk Test will be used to determine if the
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distributions of the samples involved are considered normal and of good fit using frequency
statistics principles.
Interpretation:
If p ≤ 0.05: the null hypothesis can be rejected, and the variable is
not normally distributed.
If p > 0.05: the null hypothesis cannot be rejected, the variable MAY BE normally distributed.
Levene’s Test. A test of homogeneity of variances is one of the assumptions of using a
parametric test. This tells us the equality of variances among groups.
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Kruskal-Wallis H test - sometimes also called the "one-way ANOVA on ranks") is a rank-
based nonparametric test that can be used to determine if there are statistically significant
differences between two or more groups of an independent variable on a continuous or ordinal
dependent variable. It is considered the nonparametric alternative to the one-way ANOVA, and
an extension of the Mann-Whitney U test to allow the comparison of more than two
independent groups. It was used to determine the significant difference in the positive and
effects of business strategies on the profitability of a small business in San Pedro City amidst
the pandemic if it is applied in terms of the business when the respondents were grouped based
on their demographic variables like age, gender, and profit.
Where:
H = Kruskal-Wallis
n = number of observations in sample k
❑
∑
❑
❑2
❑ Ri = Sum of squared ranks in sample k
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ni = number of samples in a group
Mann-Whitney U Test, sometimes called the Mann-Whitney Wilcoxon Test or the Wilcoxon
Rank Sum Test, is conducted to determine whether two models are likely to have the same
population as their source (i.e., the two people have the same shape). According to some
researchers, this test compares the medians of the two populations. It was used to determine the
significant difference in the positive and effects of business strategies on the profitability of a
small business in San Pedro City amidst the pandemic if it is applied in terms of the business
when the respondents were grouped based on their grade level
Where:
U1 = U value for sample 1
U2 = U value for sample 2
n1 = number of observations in sample 1
R1 = ranks in sample 1
R2 = ranks in sample 2
n2 = number of observations in sample 2
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CHAPTER 4
RESULT AND DISCUSSION
This chapter presents, analyzes, and interprets the collected data from twenty-five grade
11 students and one hundred eighty-five grade 12 students. Demographic profiles of the
students like age, gender, grade level, and profit were considered. Also, the positive and
negative effects of business strategies on the profitability of a small business in San Pedro City
amidst the pandemic if it is applied in terms of the business.
I. Demographic profile
Table 4
Demographic Profile of the Respondents in Terms of Age
Age frequency %
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17 years old or below 53 25.20
18-20 years old 150 71.40
21-23 years old 5 2.40
24-26 years old 1 .50
More than 26 years old 1 .50
Total 210 100
Table 4 shows the demographic profile of the respondents in terms of age. It can be
gleaned from the table that the majority of respondents were between the ages of 18 and 20,
followed by those who were 17 or below, and then by those who were 21 to 23 years old. There
is only one respondent between the ages of 24 to 26 and more than 26 years old. Overall, there
are 210 respondents in total.
Table 5
Demographic Profile of the Respondents in Terms of Gender
Gender frequency %
Male 73 34.80
Female 125 59.50
LGBTQIA+++ 12 5.70
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Total 210 100
Table 5 indicates the demographic profile of the respondents in terms of gender. It
demonstrates that there are more female respondents than male respondents, and only a few
respondents identify as LGBTQIA+++.
Table 6
Demographic Profile of the Respondents in Terms of Grade Level
Grade Level frequency %
Grade 11 25 11.90
Grade 12 185 88.10
Total 210 100
Table 6 depicts the demographic profile of the respondents in terms of grade level. It
was shown that there are more grade 12 respondents than grade 11 respondents.
Table 7
Demographic Profile of the Respondents in Terms of Profit
Profit frequency %
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Less than 10,000 pesos 151 71.90
10,001 - 20,000 pesos 29 13.80
20,001 - 30,000 pesos 16 7.60
30,001 - 40,000 pesos 8 3.80
Above 40,000 pesos 6 2.90
Total 210 100
Table 7 presents the demographic profile of the respondents in terms of profit. It reveals
that the majority of respondents earn less than 10,000 pesos, followed by 10,001–20,000 pesos,
then 20,001–30,000 pesos, and finally 30,001–40,000 pesos, with just a few respondents earning
more than 40,000 pesos.
II. Positive Effects of Business Strategies on the Profitability of a Small Business
Table 8
Positive Effects of Business Strategies on the Profitability of a Small Business in Terms of

Marketing Objectives
Statement Mean s Interpretation
1. Social media allows me to keep my 3.65 .53 Major Effect
customers up to date on new
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products/goods and other activities
related to my small business.
2. Due to the pandemic, I use social
media to make my goods available

3.62 .52 Major Effect
so that my business can still be
easily accessed.
3. To ensure that my customers' needs
are met, I distribute my goods in

both my online and my physical
stores.
4. I promote my small businesses to
my customers through self-

promotion to get word-of-mouth
recommendations.
5. Customer reviews are one of the
contributors to my small business’s 3.64 .52 Major Effect
social credibility
6. I always offer discounts and sales to 3.38 .70 Major Effect
my customers and return customers
to broaden their engagement with
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my small business.
7. I have all of the payment methods
that my customers could access to make

our transactions faster and more flexible
(gcash, paymaya, credit card)
1.
Composite Mean 3.54 Major Effect
Table 8 depicts the positive effects of business strategies on the profitability of a small
business in terms of marketing objectives. It can be gleaned from the first statement of the table
that Social media is a tool used by business owners to keep their customers informed about new
goods or products and other activities related to their small business. This statement was
supported by Jones et al. (2015) when they said that social media helps in increasing product
awareness among its customers and also helps in customer engagement related to the other
activities of their small business. Furthermore, this finding is similar to the findings of Bilgin
(2018) in that both findings stated that social media is great and effective for keeping
customers/future customers well informed about the activities of a business. However, it is quite
opposite to the findings of Connor et al. (2018) because, according to their studies, despite the
rapid increase in users of social media, many senior marketers are still skeptical of its impact on
their company's overall performance and are failing to incorporate it into their marketing
objectives.
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Based on the second statement, it can be gleaned that in times of pandemic, business
owners use social media as a tool to market and sell their goods so that customers can still
easily access them. The effectiveness of selling online during the pandemic is increased by
people's fear of going out to buy necessities. And because customers can now easily access
their needs through social media, it has been found that social media plays a significant role in
making things easier for them (Tran et al., 2021). The results of the second statement are in line
with those of Sheth (2022), who asserted that selling through social media is convenient for
both consumers and sellers, as well as for business owners. However, it goes against the
findings of the study by Akram et al. (2020), which found that there are difficulties with selling
through social media, particularly during a pandemic. A few examples include extended
delivery times, challenges with canceling orders, and product returns that can be inconvenient
for sellers, also known as business owners. For consumers, one negative impact is getting
scammed online.
Based on the statement number three, it can be interpreted that having both physical
stores and an online store allows business owners to fulfill their obligation to their clients. This
claim is supported by Lian and Yang (2022), who found that having both physical stores and
online stores helps small businesses make their products available and accessible to customers.
Similarly, based on the findings of Mosquera et al. (2018) Customers' purchase intentions are
positively influenced by the incorporation of both physical and online stores because it is more
convenient and easy, depending on their preferred buying process, whether online or in person.
Despite this, Chakravorty (2021) stated that having online and offline stores (especially online)
is killing retailers, and if there are no retailers, there will be no goods to purchase, which means
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that business owners will no longer be able to perform their responsibilities as sellers and their
responsibilities to their consumers.
According to statement number four, self-promotion is a strategy used by business
owners to increase word-of-mouth referrals. Cascjo (2015) agrees with this statement because
according to him, self-promotion influences well-known customers to provide word-of-mouth
recommendations. Comparably to the study of Gildin (2003), she stated that self-promotion
encourages customers to provide recommendations because, according to their study, for
businesses that want to develop long-lasting relationships with consumers, it's critical to
comprehend what makes word-of-mouth such a persuasive and effective communication tool.
Khong et al. (2016) disagree with this assertion, claiming there is no connection between self-
promotion and word-of-mouth recommendations. Additionally, they stated that self-promotion
has no bearing on what clients will say about their business in the future.
It can be gleaned from statement number five that one of the major contributors or proofs
of one’s business credibility is through customer reviews. This statement was supported by
Elwalda et al. (2016) in their study, wherein they stated that customers' trust in a business is
based on the reviews of the customer they transacted with. Likewise, in a study by Thakur
(2018) that demonstrates the value of a customer review to a business, he claims that customer
engagement satisfaction through review writing greatly contributes to future consumer
confidence in engaging with a small business's goods or services. In contrast to this statement is
Ziegele and Weber (2014) because they discovered that customer reviews vary according to a
customer's personality and that the credibility ascribed to customer reviews did not moderate
the direct credibility of the business.
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The sixth statement implies that business owners provide discounts to their customers in
order to entice them to return and keep on transacting with them. According to Kaveh et al.
(2021), allowing customers to choose the type of promotional discount that best suits their
personal preferences and needs is positively associated with purchase intent, and this
relationship is mediated in part by perceived value and customer satisfaction. These results are
in line with those of Himidi et al. (2016), who found that discounts and sales are crucial tools
for luring customers into a store and keeping them interested in the goods. However, based on
the findings of Pak (2021), customers might develop the habit of "waiting" for sales before
making purchases, thus losing their engagement with your business.
The last statement in Table 8 gleaned that the business owner used various methods for
their customers’ payments such as Gcash, paymaya, and credit cards to make the transaction
faster. According to Hassan et al. (2015), having a variety of payment options gives customers
convenience because it gives customers the freedom to accept any option, which speeds up and
simplifies payment processes. Similar to the conclusions of Pham and Ho's (2015) study, which
explained why alternatives are appealing. They claimed that offering a variety of payment
options helps to draw customers because they will pay using whichever option they deem to be
the quickest and most convenient. According to Lowry et al. (2016), who disagree with this
assertion, having a variety of payment options is unnecessary, and business owners should just
stick with the traditional method of payment because other payment methods have flaws that
will make transactions take longer.
Overall, the composite mean for marketing objectives is 3.54, which means it has a major
effect.
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Table 9
Positive Effects of Business Strategies on the Profitability of a Small Business in Terms of

Operational Objectives
1. I am able to keep my small
business expenses low in all of the 3.30 .61 Major Effect
business operations that I conduct.
2. My business operations are
flexible enough to adapt to any 3.32 .59 Major Effect
changes in the business environment.
always available at any time of the

3.25 .72 Significant Effect
day whenever my customers need
them.
4. I use all of my resources to
quickly respond to my customer's 3.41 .59 Major Effect
demands.
5. I always utilize information 3.53 .62 Major Effect
technology to make it easier for
customers to buy online and share
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information about the business at the
most advantageous costs.
6. I enhanced the quality of my
products/goods to boost brand 3.61 .53 Major Effect
awareness for my small business.
7. I add value to every good that

I'm selling to attract customers.
Table 9 depicts the positive effects of business strategies on the profitability of a small
business in terms of operational objectives. It can be gleaned from the first statement the table
above that in all of the business operations that the business owners conduct, they are able to
keep the business expenses low. This finding was supported by the statement from Amar and
Pono (2014). It is said that in this situation, a company is trying to operate with low levels of
production costs (Heineke and David, 2005). Those companies compete directly on price, the
cost can be a majorly competitive performance objective (Slack and Lewis, (2002). Another
finding from Milano (2020) stated when a business is lack working capital, it cannot support its
expenses. This can cause legal problems, including the seizure and closure of businesses. It’s
important to make sure that a business has credit sources ready to help out whenever the business
is at the peak of bankruptcy. These can include credit cards, loans from family and friends, bank
loans, and lines of credit.
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Statement number 2 shows that the business owner’s business operations are flexible
enough to adapt to any changes in the business environment.While in statement number 3, it said
that the business owner’s operations are always available at any time of the day, whenever their
customers need them. These findings were supported by Krajewski and Ritzman (2005). It is
stated that companies gave top priority to flexibility as a means of beating competitors. Another
piece of literature seems to give a different perspective, according to (Todd, 2023), workplace
flexibility has become more popular over the last few years because it enables employees to live
better lives and strike a healthy work-life balance, which will increase their engagement with
their jobs and result in higher and better productivity, which increases profits for the employers.
However, some drawbacks must be addressed if one is to reap the full rewards of this
arrangement.
The fourth statement shows that to quickly respond to their customer's demands, the
business owner uses all their resources. It efficiently manages all of your resources so that their
potential being is maximized (planettogether, 2020). However, a statement from Banda (2023)
seems to contradict this. It is stated that when a business spreads its resources thin, it can lead to
a lack of attention to detail and poor quality control. Employees may be overworked, stressed,
and unable to deliver the level of service that customers expect. This can lead to a decrease in
customer satisfaction and loyalty, ultimately resulting in lost revenue and a tarnished reputation.
The fifth statement shows that business owners always utilize information technology to
make it easier for customers to buy online and share information about the business at the most
advantageous cost. The most effective tool now available for increasing operational effectiveness
is probably the Internet. It facilitates and accelerates the flow of real-time data, enabling benefits
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across the whole value chain, in practically every business and industry (Porter, 2021). However,
a statement by Papiewsk (2019) seems to show its disadvantages. Almost every useful piece of
technology may be accompanied by a variety of expenses, such as one-time prices, ongoing fees,
and maintenance costs. It pays to compare vendors and weigh costs and benefits before investing
a company's hard-earned money in technology to see if the investment is worthwhile.
The sixth statement result shows that business owners enhanced the quality of their
products or goods to boost brand awareness for their small businesses. The product's quality is
determined by two factors. The first is conformance quality, which measures how well the
producer liked the way the product was created. Second, the designed quality refers to the
development of the product's intrinsic quality or the quality of the product as it was
manufactured (Clak et al., 1992; Fynes et al., 2005; Zahra Lotfi et al., However, according to
Oppong (2021), on occasion, having strong brand recognition can backfire if a company
launches an ineffective marketing strategy. An accidentally offensive advertising campaign, for
instance, might significantly damage a brand's reputation overnight. Brand awareness initiatives
have the power to build favorable connections in the minds of consumers, but they also have the
potential to do the opposite and harm a brand's reputation.
And the last statement shows that business owners add value to every good that they sell
to attract customers. It was supported by the statements from Clak et al. (1992), Fynes et al.,
(2005); Zahra Lotfi et al., (2013). The company's ability to offer extra value to its clients would
be impacted by the product's quality enhancement. Another piece of literature from Keneipp
(2023) gives a different aspect from the literature above. A VAS is something added to an
otherwise homogenous good or service to give the customer the impression that they got more
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for their money than they would have otherwise. Since carriers controlled the variables affecting
the products that agencies could offer and the prices they could charge clients, this industry-wide
development became a crucial component of competitive selling. Agencies were able to have a
modicum of control in a model where they didn't have much by adding these services to the
offering.
Overall, the composite mean is 3.42 for operational objectives, which means it has a
major effect
III. Negative Effects of Business Strategies on the Profitability of a Small Business
Table 10
Negative Effects of Business Strategies on the Profitability of a Small Business in Terms of

Improper Execution of Strategies
1. When it comes to putting my
business strategy into action, my 3.54 .51 Major Effect
mind is always set.
2. I sometimes have a hard time
implementing my business strategy 3.23 .68 Significant Effect
in my business.
3. I stopped second-guessing my 3.15 .71 Significant Effect
business strategy once I had
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established it.
4. It's difficult for me to be assertive
with my business strategy because it 3.13 .73 Significant Effect
requires a period of time.
5. My business strategy is based on

trial and error depending on the
result.
Composite Mean 3.27 Significant Effect
Table 10 depicts the negative effects of business strategies on the profitability of a small
business in terms of improper execution of strategies. It can be gleaned from the first statement
of Table 8 that business owners' minds cannot be changed when they are putting their business
strategies to work. This statement is supported by Wann (2023), who said that implementing
business strategy requires the certainty of the one who's making that decision. Comparably,
Miller (2020) also said that, as a business owner, being sure of your business strategy has an
influence on the way you implement it. Candido and Santos (2015) disagree with this statement
because, according to their findings, having your mind set on your strategy when you are feeling
a bit concerned can lead to mistrust in your business strategy and affect the way you implement
it, resulting in strategy failure.
Statement two shows that business owners sometimes find it difficult to implement their
business strategy. According to Hrebiniak (2006), despite the difficulty of developing a business
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strategy, putting it into action—implementing it—is even more challenging. Similarly to the
finding of the study by Radomska (2014), due to the obstacle of effective implementation,
making business strategies work is tough. Contrary to this is Bondar & Fondar (n.d) findings
wherein they claimed that if you have faith in your business strategy or make trust an objective
of your strategy, implementing it will be simple.
Moving forward to statement number three, it can be gleaned that business owners do not
second guess their business strategies once they created one. Agreeing with this is Nelison et al.
(2008) because according to their findings, once a business strategy is developed, the decision to
implement it is rarely questioned or second-guessed. This finding is related to the information
discovered by Allio (2005), who stated that second-guessing business strategy can lead to a
fallback in strategy implementation, which is why business owners should never do it. However,
Alio (2005) refuted this statement himself by stating that, due to changes in the small business
industry, second-guessing is important once a business strategy is implemented to determine
whether it fits the changes in the industry.
Based on the findings in statement number 4 of table 8, it can be interpreted that because
the business strategy requires a period of time, business owners sometimes have a hard time
being committed to it. According to Hrebiniak (2006), one of the reasons why business owners
lose interest in continuing their business strategy is the length of time that it takes. This is
consistent with Wann's (2023) findings that business owners have struggled with embracing the
change that the business strategy will bring to them, which is why doubt is always present.
However, it is the opposite in the findings of Eccles & Krzus (2010) because, according to them,
one business owner's sincere commitment to sustainability business strategy exists, and business
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owners do not lose interest in implementing their business strategy because it is time-consuming;
rather, it is because the strategies that they are planning are not the right ones.
It can be gleaned from the last statement of Table 8 that the outcome of a trial-and-error
process determines the business strategy of the owner. Itaya (2022) confirmed that one
determinant of the result of a business strategy can be known through trial and error. Maqueda &
Fernandez (2002) relate their findings to this because they discovered that trial-and-error is the
microfoundation of what results the business strategy will bring. However, Markides (1999)
challenged this, arguing that regardless of how many trials and errors a business strategy
experiences, it is not the basis of what will be the result of the business strategy because, in his
view, the strategy is what underpins result and success.
In conclusion, the composite mean of Table 10 is 3.27, which depicts that improper
execution of strategies has a significant effect on the profitability of a senior high school’s small
business.
Table 11
Negative Effects of Business Strategies on the Profitability of a Small Business in Terms of

Lack of Monitoring and Controlling
1. In every business operation I
undertake, I always set goals for 3.59 .49 Major Effect
myself that I intend to meet
2. I constantly monitor and measure the 3.60 .52 Major Effect
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performance of my business to see if
there is an improvement.
3. I always make it a point to make use
of creative thinking while

3.11 .73 Significant Effect
maintaining control over my
business strategy.
4. I track my business strategies so that
I can adjust them in response to
changing circumstances in the 3.49 .56 Major Effect
market especially now that we are in
the pandemic.
5. Due to the changing circumstances
in the market, I tend to doubt my 3.16 .75 Significant Effect
business strategy.
Table 11 depicts the negative effects of business strategies on the profitability of a small
business in terms of a lack of monitoring and controlling. It can be gleaned from the first
statement of table 11 that business owners set goals in every business operation they take. This
finding is supported by a statement from Chron (2020). It said that Goal orientation describes the
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actions of people and organizations regarding reaching their primary aims, according to
Organizational Psychology Degrees. In business, goal orientation is a type of strategy that affects
how the company approaches its revenues and plans for future projects. While all businesses are
naturally goal-oriented in some way, goal orientation plays an important role in focus and fund
allocation. Goal orientation also plays a part in management styles and information technology
projects (Chron, 2020). However, a statement from Wise seems to disagree, A goal-oriented
strategy makes the present moment irrelevant and forces us to focus solely on the
accomplishment of milestones and objectives. The basic issue with a goal-oriented strategy is
that we constantly postpone achieving depth, involvement, and contentment until the next stage.
We categorize life into clearly defined success and achievement categories, into stepping-stones
of increasing heights, and continue seeking them (Wise, 2017).
The second statement gleaned that to see if there is an improvement, the business owner
monitors and measures the performance of their business. One of the important aspects of
business monitoring is remaining aware of all business operations. Their progress over time and
individual processes are important because they help business owners to understand how a
business functions. Engaging in business monitoring processes allows owners to have increased
visibility on all aspects of the business, as they can better track or supervise activities throughout
all departments. Having this visibility also allows departments to communicate about business
processes more effectively (Indeed, 2022). Yet a statement from Chisambra (2013) stated that for
measurement to deliver the hoped-for results and improvements, management should create an
environment and provide structures that facilitate conversations around the topic. The
performance environment has a greater influence on how employees perceive and respond
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emotionally to measurement. Instead of being instrumental to the success of the organization,
negative measurement becomes the key to its downfall. In order to reduce employee frustration
and drive performance improvements, managers must first identify the causes of these employee
frustrations, evaluate the causes, monitor the causes, apply remedies, and continuously improve.
The third statement shows that, while maintaining control over their business strategy, the
business owner always makes it a point to make use of their creative thinking. According to
Indeed (2020), creative thinking allows individuals to develop new or innovative ideas and
challenge norms or old ways of thinking. These behaviors can help businesses create products,
services, and other offerings that differentiate themselves from their competitors and address
consumers' demands in new ways. But a statement from Jenkins seems to contradict the
literature, it says that being creative takes us into the realm of imagination and exploration, and
that means our minds aren’t always in balance. And that’s on purpose. During the creative
process, our minds can become unstable or negative, which can be very difficult. Creative
thinking is associated with mood swings and depression. (Jenkins, 2021)
The fourth statement shows that, especially now that it is a pandemic, business owners
use their business strategies to make adjustments in response to changing circumstances in the
market. According to Faster Capital (2020), crises are inevitable. They come in all shapes and
sizes, from natural disasters to financial meltdowns, and can strike at any time. That's why it's so
important for businesses to have a plan in place to maintain operations during a crisis. But,
according to Ingram (2023), initiatives for change are typically done for a company's benefit,
although the outcomes of change might be unpredictable. Even if the majority of organizational
changes are the result of extensive analysis and discussion, it is nevertheless possible for a
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company to suffer negative effects from a change. The success of the firm will be impacted
whether there is a change in the business model, target market, organizational structure, or even
leadership. To be as certain as you can of a good impact, conduct comprehensive investigation
and testing before implementing company-wide changes
In the fifth and last statement of the table above,, it can be gleaned that business owners
have doubts about their business strategies because of the changing circumstances in the market.
As stated by Shaffel (2020), doubt might be a sign of reluctance to commit to a result. It's a way
of not taking responsibility for a choice. Externalizing decision-making to others makes it harder
for us to believe in our capacity to deal with unforeseen results and grow in self-esteem.
However, as stated by the same author, The upside to second-guessing occasionally is that it can
indicate that you’re thoughtful or a perfectionist, and that might sometimes serve you well.
Second-guessing can be positive (in moderation) when it prevents impulsive actions. It can make
us more self-aware and able to learn from our mistakes (Shaffel, 2020).
Overall, the composite mean is 3.39 for lack of monitoring and controlling which means
it has a major effect.
IV. Effectiveness in Increasing the Profitability of a Small Business
Table 12
Effectiveness in Increasing the Profitability of a Small Business in San Pedro City Amidst the
Pandemic
1. When I use a business strategy, I 3.47 .56 Highly Effective
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notice a difference in the income of
my small business.
2. Business strategy helps in improving
the overall performance,
productivity, and profit of my small 3.52 .54 Highly Effective
business, especially during the
pandemic.
3. Business Strategy helps in increasing
the value of my small business’s 3.49 .55 Highly Effective
sales (revenue).
4. I considered business strategy as a
tool that could help me maintain my
business operations and keep them 3.53 .53 Highly Effective
running smoothly even during a
pandemic.
5. Overall, business strategies are 3.53 .55 Highly Effective
effective in increasing the
productivity, performance, sales,
revenue, and profit of my small
business, especially during the
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pandemic.
Composite Mean 3.51 Highly Effective
Table 12 depicts the effectiveness of increasing the profitability of a small business in
San Pedro City amidst the pandemic. It can be gleaned from the first statement of table 8 that
when business owners employ business strategies, they observe a difference in their income.
According to Tesfaye et al. (2012), using business strategies makes a difference in a small
enterprise's or business's income because, in the first place, their purpose is to alter a business's
income—producing increased revenue. The finding relates to the finding of the study by
Markgraf (n.d) when he said that business owners uses business strategy to see changes in their
income. The use of business strategies, however, does not immediately result in changes in
income, as Markgraf (n.d.) found; rather, it takes time for a small business's income to change as
a result of using business strategies, according to his study's findings.
It can be gleaned from the second statement of table 8 that business owners use strategies
to improve the overall performance, productivity, and profit of their small businesses,
especially during pandemics. This statement was supported by Kien & That (2022) because
according to them bsuiness strategy have an impact on the business performance of a business,
either it may be the standing of the business and on the way it operates. Similarly to the study
of Parnel (2010) wherein he stated that through business strategy, the business could present a
higher performance, resulting in a higher income, and can moderately inspire owners to
perform better in their small business. However, this was opposite to the finding again by
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Markgraf (n.d) because according to his finding using business strategy does not mean that it
will improve the business performance as well as the income. Oliver (2001) supported this in
his study, stating that time is always present after business strategy because it is the one that
will determine whether the business strategy will have an effect on the performance and
profitability of the business given that business strategy induced a period of time.
Statement 3 of table 8 depicts that through business strategy business owners experience
an increase in the value of their business sales. According to Abed and Haghighi (2009), the
perception of adopting business strategy contributes to the creation of strong and long-term
positive relationships with customers, which can improve value of sales. In comparison to
Cesperedes' (2014) study and findings, he stated that aligning your business strategy with the
way your market your business could help you increase the value of your sales. This finding
might relate to the third statement; however, in Craven et al. (2013), it is quite the opposite
because, according to the findings in his study, business strategy and increasing the value of
business sales have a weak relationship; therefore, the business strategy might not increase the
value of business sales at all.
It can be gleaned from the fourth statement of table 8 that business owners thinks of
business strategy as a tool that can make business operation smooth in th epandemic. The
existence of a business strategy has been shown to have an impact on how business owners can
operate their businesses more effectively (Oltra & Flor, 2010). Same with the study of
Lawrence (2007), who said that business strategy contributes to the smooth operation of
business operations and thus helps in the improvement of small businesses. In contrast to this
statement is Anderson et al. (2021) who does not believe any of this concept because according
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to them, a more careful and consistent definition of how to handle business operations could
benefit further understanding of these premises rather than focusing on how the business
strategy will improve business operations.
Last statement of table 8 depicts that busines strategy is one of reason in the increase of
the overall performace, sales, productivity, and profit of the business especially during
pandemic.This was low-key supported by Cabarcos (2015) when he stated that business
strategy may be the key to increasing the profitability of a small business. Cabaracos (2015)
then confirmed that business strategy is the key to increasing the profitability of a business
because, according to his further findings, small businesses use business strategies based on
their organizational capabilities, which affects the profitability of the business because an
effective strategy contributes to the improvement of the business.
Overall, the composite mean of effectiveness in increasing the profitability of a small
business in San Pedro City amidst the pandemic is 3.51, which means that it is highly effective.
V. Hypothesis Testing
Table 13
Normality Test and Homogeneity of Variances of Quantitative Data
Shapiro-Wilk Levene’s test

Variable
Statistic Sig Statistic Sig
Marketing Objectives .868 .000 3.301 .039
Operational Objectives .921 .000 3.857 .023
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Improper Execution of Strategies .916 .000 .624 .537
Lack of Monitoring and Controlling .908 .000 1.286 .279
Effectiveness of the Business

.854 .000 1.581 .208
Strategy
The table above depicts the normality test using the Shapiro - Wilk test and the
homogeneity of variances using Levens’ test as requirements before computing any parametric
test for hypothesis testing (Hanusz & Tarasińska, 2015). The quantitative data did not resemble a
normal distribution as depicted by the p-values remarkable than the critical value of alpha .05.
Also, the variances for marketing objective, and operational objectives are not homogeneous as
shown by their p-values which are less than the significant level of .05. However, the variances
for improper execution of strategies, lack of monitoring and controlling, and effectiveness of the
business strategy are homogeneous as shown by their p-values which are more than the
significant level of .05. Since the normality failed to hold and some variances are not almost
equal, a non-parametric test of difference is best statistical tools to test the hypothesis,
particularly the Kruskal Wallis H Test and Mann-Whitney U Test for a significant difference.
Table 14
Kruskal Wallis H Test for the Significant Difference in the Effects of Business Strategies on the
Profitability of a Small Business Amidst the Pandemic when the Respondents are Grouped
Based on Age
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Kruskal Wallis H values
Variable Interpretation
df Statistic p-value
Marketing Objectives 4 2.160 .706 Not significant
Operational Objectives 4 .384 .984 Not significant
Improper Execution of
4 1.812 .770 Not significant
Strategies
Lack of Monitoring and

Controlling
Table 14 depicts the Kruskal Wallis H test for the significant difference in the effects of
business strategies on the profitability of a small business amidst the pandemic when the
respondents are grouped based on age. It means that no significant difference in the effects of
business strategies on the profitability of a small business in terms of marketing objectives,
operational objectives, improper execution of strategies, and lack of monitoring and controlling
amidst the pandemic when the respondents are grouped based on age. The p-values are greater
than a .05 significance level which means regardless of age, the respondents have the same
negative and positive experiences with the effects of business strategies on the profitability of a
small business amidst the pandemic. According to Bustillo et al. (2022), when they looked for a
significant difference in the level of effectiveness of their respondents' business strategy based
on their age, they discovered that there is no significant difference in the level of effectiveness
of business strategy when the respondents are based on profile variables such as age.
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Table 15
Based on Gender

Marketing Objectives 2 2.185 .335 Not significant
Operational Objectives 2 3.077 .215 Not significant
Strategies

2 .136 .934 Not significant
Controlling
Table 15 depicts the Kruskal Wallis H test significant difference in the effects of business
strategies on the profitability of a small business amidst the pandemic when the respondents are
grouped based on gender. It means that no significant difference in the effects of business
strategies on the profitability of a small business in terms of marketing objectives, operational
objectives, improper execution of strategies, and lack of monitoring and controlling amidst the
pandemic when the respondents are grouped based on gender. The p-values are greater than a .05
significance level which means regardless of gender, all respondents have the same experience.
When Guzman et al. (2022) looked for a significant difference in the level of effectiveness of the
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business strategy in their study, they discovered that there is no significant difference when
respondents are based on profile variables such as gender.
Table 16
Mann-Whitney U Test for the Significant Difference in the Effects of Business Strategies on the
Based on Grade Level
Mann-Whitney U values
Statistic p-value
Marketing Objectives 2037 .326 Not significant
Operational Objectives 1826.50 .085 Not significant
2130.50 .518 Not significant
Strategies

2019.50 .296 Not significant
Controlling
Table 16 shows the Mann-Whitney U test significant difference in the effects of business
strategies on the profitability of a small business amidst the pandemic when the respondents are
grouped based on grade level. It means that no significant difference in the effects of business
strategies on the profitability of a small business in terms of marketing objectives, operational
objectives, improper execution of strategies, and lack of monitoring and controlling amidst the
pandemic when the respondents are grouped based on grade level. The p-values are greater than
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a .05 significance level which means both grades 11 and 12 have the same assessment. This was
supported by Siddayao et al. (2022), who discovered that there is no significant difference in the
level of effectiveness of business strategy when respondents are based on profile variables such
as grade level when they looked for a significant difference in the level of effectiveness of the
business strategy in their study.
. Table 17
Based on Profit

Marketing Objectives 4 12.719 .013 Significant
Operational Objectives 4 7.605 .107 Not significant
4 19.104 .001 Significant
Strategies

4 10.582 .032 Significant
Controlling
Table 17 depicts the Kruskal Wallis H Test significant difference in the effects of
business strategies on the profitability of a small business amidst the pandemic when the
respondents are grouped based on profit. At a .05 level of significance, a significant difference
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in the effects of business strategies on the profitability of a small business amidst the pandemic
in terms of marketing objectives, improper execution of strategies, and lack of monitoring and
controlling when the respondents are grouped based on profit. Cornelio et al. (2022) confirmed
these findings because their discoveries also indicate a significant difference in small business
performance based on the median monthly income during the pandemic. However, no
significant difference in the effects of business strategies on the profitability of a small business
amidst the pandemic in terms of operational objectives since the p-value does not exceed
the .05 significance level.According to the study, The Advantages and Disadvantages of
Operational Management (2020), the drawbacks of operational management are outlined. And
that the common issue here is the tendency for human error to be a problem in manufacturing
operations. As a result, it is critical that operations management properly coordinate a wide
range of areas.
Table 18
Mann-Whitney U Test for the Significant Difference in the Marketing Objectives, Improper
Execution of Strategies, and Lack of Monitoring and Controlling When Grouped Based on
Profits
Marketing Improper Execution Lack of Monitoring and
Groups Objectives of Strategies Controlling
p-values VI p-values VI p-values VI
X1 vs X2 .013 S .081 NS .344 NS
X1 vs X3 .119 NS .000 S .005 S
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X1 vs X4 .024 S .202 NS .841 NS
X2 vs X3 .784 NS .012 S .048 S
X3 vs X4 .417 NS .192 NS .011 S
X4 vs X5 .414 NS .662 NS .043 S
Legend: X1 = Business with less than 10,000 pesos V I = Verbal Interpretation

X2 = Business with 10,001 - 20,000 pesos S = Significant
X3 = Business with 20,001 - 30,000 pesos NS = Not Significant
X4 = Business with 30,001 - 40,000 pesos
X5 = Business with Above 40,000 pesos
Table 18 shows the Mann-Whitney U test significant differences in the marketing
objectives, improper execution of strategies, and lack of monitoring and controlling when
grouped based on profits. It can be gleaned from the table that there is a significant difference
in marketing objectives of a business with less than 10, 000 pesos monthly profit than a
business with 10,001 to 20,000 pesos monthly profit. It means a business with less than 10, 000
pesos monthly profit perceived more the positive effect of marketing objectives of business
strategies on the profitability of a small business amidst the pandemic compared with a
business with 10,001 to 20,000 pesos monthly profit. Sacramento et al. (2022) confirmed the
positive effects of marketing strategy on the income of the business. Also, there is a significant
difference in improper execution of strategies and lack of monitoring and controlling of a
business with less than 10, 000 pesos monthly profit than a business with 20,001 to 30,000
pesos monthly profit. It means a business with less than 10, 000 pesos monthly profit
perceived more the negative effect of improper execution of strategies and lack of monitoring
and controlling of business strategies on the profitability of a small business amidst the
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pandemic compared with a business with 20,001 to 30,000 pesos monthly profit. Hayes (2022)
supported this statement because according to him, business strategy neglect has a negative
impact on businesses, particularly those with low incomes because they lack the ability to
improve and commit to their strategy due to a limited budget. And for this reason, some do not
prioritize business strategies.
It can be gleaned from the table that there is a significant difference in marketing
objectives of a business with less than 10, 000 pesos monthly profit than a business with 30,001
to 40,000 pesos monthly profit. It means a business with less than 10, 000 pesos monthly profit
perceived more the positive effect of marketing objectives of business strategies on the
profitability of a small business amidst the pandemic compared with a business with 30,001 to
40,000 pesos monthly profit. Sacramento et al. (2022) proved the beneficial effects of
marketing strategy on business income. Also, there is a significant difference in improper
execution of strategies and lack of monitoring and controlling of a business with 10, 000 to
20,000 pesos monthly profit than a business with 20,001 to 30,000 pesos monthly profit. It
means a business with 10, 001 to 20, 000 pesos monthly profit perceived more the negative
effect of improper execution of strategies and lack of monitoring and controlling of business
strategies on the profitability of a small business amidst the pandemic compared with a
business with 20,001 to 30,000 pesos monthly profit. Business strategy neglect, according to
Hayes (2022), has an adverse effect on businesses, especially those with lower incomes, given
that they lack the capacity to make improvements and engage in their strategy due to limited
resources. As a result, some of them disregard business strategies.
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There is a significant difference in the lack of monitoring and controlling of a business
with 20,001 - 30,000 pesos monthly profit than a business with 30,001 to 40,000 pesos monthly
profit. It means a business with 30,001 to 40,000 pesos monthly profit perceived more the
negative effect of lack of monitoring and controlling of business strategies on the profitability
of a small business amidst the pandemic compared with a business with 20,001 to 30,000 pesos
monthly profit. Similarly, there is a significant difference in the lack of monitoring and
controlling of a business with 30,001 - 40,000 pesos monthly profit than a business with above
40,000 pesos monthly profit. It means a business with 30,001 to 40,000 pesos monthly profit
perceived more the negative effect of lack of monitoring and controlling of business strategies
on the profitability of a small business amidst the pandemic compared with a business with
above 40,000 pesos monthly profit. In the words of Hayes (2022), neglecting business strategy
has a significant impact on business profitability, and small businesses that can pass the bare
minimum implementation of business strategy but cannot provide them all are more likely to
experience the negative effect of it because they are only at the trial and error stage when it
comes to increasing their business's profitability.
Table 19
Kruskal Wallis H Test for the Significant Difference in the Effectiveness of Business Strategies
in Increasing the Profitability of a Small Business Amidst the Pandemic when the Respondents
are Grouped Based on their Demographic Profile
Variable Computed values Interpretation
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Age 4 2.517 .642 Not significant
Gender 2 2.533 .282 Not significant
Grade Level 1 2212.50 .719 Not significant
Profit 4 7.114 .130 Not significant
Table 19 depicts the Kruskal Wallis H Test significant difference in the effectiveness of
business strategies in increasing the profitability of a small business amidst the pandemic when
the respondents are grouped based on their demographic profile. It can be gleaned from the
table that the no significant difference in the effectiveness of business strategies in increasing
the profitability of a small business amidst the pandemic when the respondents are grouped
based on their demographic profiles like age, gender, grade level, and profit. It means that
regardless of age, gender, grade level, or profit, the respondents have the same perception
effectiveness of business strategies in increasing the profitability of a small business amidst the
pandemic. The p-values are greater than a .05 significance level which means they agreed that
business strategies are effective in increasing the profitability of a small business amidst the
pandemic. Guzman et al. (2022) supported this finding because according to the findings of
their research, there is no significant difference in the level of effectiveness of their business
strategies in increasing business profitability based on the respondents' profile variables.
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INFORMED CONSENT
Good Day! We — Zarina Bianca Benito, Einna Nagrampa, and Carmela Jean Parales —
aspiring students of Accountancy, Business, and Management (ABM) from San Pedro College
of Business Administration, are conducting a study titled "The Effects of Various Business
Strategies of SHS on the Profitability of their Small Business in San Pedro, Laguna Amidst
Pandemic"
All information obtained must be handled and used in complete secrecy with the
respondent's participation. The responses won't be shared with other parties or used for any
other purposes. Under Republic Act 10173, also known as the Data Privacy Act of 2012, It
upholds the freedom of information to foster innovation and development while recognizing the
fundamental human right to privacy and communication. Your involvement will be greatly
valued.
By answering this form, you authorize the use and disclosure of your data to be used for
school purposes: _____yes
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SURVEY QUESTIONNAIRE
Direction: Please fill the provided circle with the correct information. Rest assured that this
information will remain confidential.
Part 1: Demographic Profile
Which category below includes your age?
○ 17 years old or below
○ 18-20 years old
○ 21-23 years old
○ 24-26 years old
○ More than 26 years old
What is your gender?
○ Male
○ Female
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○ LGBTQIA+++
What is your grade level?
○ Grade 11
○ Grade 12
What is the range of the profit of your small business per month?
○ Less than 10,000 pesos
○ 10,001 - 20,000 pesos
○ 20,001 - 30,000 pesos
○ 30,001 - 40,000 pesos
○ Above 40,000 pesos
Direction. Please indicate your level of agreement or disagreement with each of these
statements regarding your experiences with using the business strategy as a senior high school
student who owns a small business.
Part 2: Positive effects of business strategies on the profitability of a small business in San
Pedro City amidst the pandemic if it is applied in terms of the business’s: Marketing
Objectives and Operational Objectives
Statement Strongly Agree Disagre Strongly Disagree

Agree e
I. Marketing Objectives
2. Social media allows me to
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keep my customers up to
date on new
products/goods and other
activities related to my
small business.
3. Due to the pandemic, I use

social media to make my
goods available so that
my business can still be
easily accessed.
4. To ensure that my
customers' needs are met,
I distribute my goods in
both my online and my
physical stores.
5. I promote my small
businesses to my
customers through self-
promotion to get word-of-
mouth recommendations.
6. Customer reviews are one

of the contributors to my
small business’s social
credibility
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7. I always offer discounts

and sales to my customers
and return customers to
broaden their engagement
with my small business.
8. I have all of the payment

methods that my
customers could access to
make our transactions
faster and more flexible
(gcash, paymaya, credit
card)
II. Operational Objectives
1. I am able to keep my small

business expenses low in
all of the business
operations that I conduct.

flexible enough to adapt
to any changes in the
business environment.

always available at any
time of the day whenever
my customers need them.
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4. I use all of my resources to

quickly respond to my
customer's demands.
5. I always utilize information

technology to make it
easier for customers to
buy online and share
information about the
business at the most
advantageous costs.
6. I enhanced the quality of

my products/goods to
boost brand awareness for
my small business.
7. I add value to every good

that I'm selling to attract
customers.
Part 3: Negative effects of business strategies on the profitability of a small business in

San Pedro City amidst the pandemic if it is applied in terms of the business’s: Improper
Execution of Strategies and Lack of Monitoring and Controlling
Statement Strongly Disagree Agree Strongly Agree

Disagree
I. Execution
1. When it comes to putting

my business strategy into
action, my mind is
always set.
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2. I sometimes have a hard

time implementing my
business strategy in my
business.
3. I stopped second-
guessing my business
strategy once I had
established it.
4. It's difficult for me to be

assertive with my
business strategy because
it requires a period of
time.
5. My business strategy is
based on trial and error
depending on the result.
II. Monitoring and Controlling
1. In every business operation

I undertake, I always set
goals for myself that I
intend to meet
2. I constantly monitor and

measure the performance
of my business to see if
there is an improvement.
3. I always make it a point to

make use of creative
thinking while
maintaining control over
my business strategy.
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4. I track my business
strategies so that I can
adjust them in response to
changing circumstances
in the market especially
now that we are in the
pandemic.
5. Due to the changing

circumstances in the
market, I tend to doubt
my business strategy.
Part 4: The effectiveness of the business strategy in increasing the profitability of a small
business in San Pedro City amidst the pandemic.
Statement Strongly Agree Disagre Strongly Disagree

Agree e
1. When I use a business

strategy, I notice a
difference in the income
of my small business.
2. Business strategy helps in

improving the overall
performance, productivity,
and profit of my small
business, especially
during the pandemic.
3. Business Strategy helps in

increasing the value of my
small business’s sales
(revenue).
4. I considered business
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strategy as a tool that

could help me maintain
my business operations
and keep them running
smoothly even during a
pandemic.
5. Overall, business
strategies are effective in
increasing the
productivity, performance,
sales, revenue, and profit
of my small business,
especially during the
pandemic.
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Significance of study edited - Significance of the study The findings of the study may be
StuDocu. (n.d.).
(PDF) Determinants of University Working Students’ Financial Literacy at the University
Of Cape Coast, Ghana. (n.d.). ResearchGate.
Anderson, T., Lott, R., & Wieczorek, L. (1998). Improving Time Management for the
Working Student. In ERIC. N/A.
Christie, H., Munro, M., & Rettig, H. (2001). Making Ends Meet: Student incomes and
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debt. Studies in Higher Education, 26(3), 363–383.
Clegg, S. R., Schweitzer, J., Whittle, A., & Pitelis, C. (2019). Strategy: Theory and
Practice. In Google Books. SAGE
Dundes, L., & Marx, J. (2006). Balancing Work and Academics in College: Why Do
Students Working 10 to 19 Hours per Week Excel? Journal of College Student Retention:
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Ebardo, R., & Wibowo, S. (2021). I Work to Learn: The Lived Experiences of Working
Students in Online Learning during COVID-19.
Ferguson, K. M. (2006). Responding to children’s street work with alternative
income-generation strategies. International Social Work, 49(6), 705–717.
Freedman, L. (2015). Strategy: A History. In Google Books. Oxford University Press.
Henderson, B. (1989, November). The Origin of Strategy. Harvard Business Review.
Mamiseishvili, K. (2010). EFFECTS OF EMPLOYMENT ON PERSISTENCE OF
LOW-INCOME, FIRST-GENERATION. Affairs Journal; Fall, 29(1).
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Mckeown, M. (2019). The Strategy Book. In Google Books. Pearson UK.
Reyes, W., Rungduin, T., David, A., & Bayten, E. (2018). A model of pedagogical
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Scope and Delimitation of the Study 011 - SCOPE AND LIMITATION This research will
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Trochim, W. M. K. (2020). The Research Methods Knowledge Base.
Types of Descriptive Statistics. (2018). Baseline Help Center.
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Computation
Reliability Statistics
Cronbach'
s Alpha
Based on
Cronbach' Standardi N of
s Alpha zed Items Items
.853 .858 7
Cronbach'
s Alpha
Based on
.857 .861 7
Cronbach'
s Alpha
Based on
.778 .775 5
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.748 .764 5
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.888 .888 5
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Age
Frequenc Valid Cumulative
y Percent Percent Percent
Vali 17 years old or below 53 25.2 25.2 25.2
d 18-20 years old 150 71.4 71.4 96.7
21-23 years old 5 2.4 2.4 99.0
24-26 years old 1 .5 .5 99.5
More than 26 years old 1 .5 .5 100.0
Total 210 100.0 100.0
Gender
Vali Male 73 34.8 34.8 34.8
d Female 125 59.5 59.5 94.3
LGBTQIA++
12 5.7 5.7 100.0
+
Total 210 100.0 100.0
Grade level
Vali Grade
25 11.9 11.9 11.9
d 11
Grade
185 88.1 88.1 100.0
12
Total 210 100.0 100.0
Profit
Vali Less than 10,000 pesos 151 71.9 71.9 71.9
d 10,001 - 20,000 pesos 29 13.8 13.8 85.7
20,001 - 30,000 pesos 16 7.6 7.6 93.3
30,001 - 40,000 pesos 8 3.8 3.8 97.1
Above 40,000 pesos 6 2.9 2.9 100.0
Total 210 100.0 100.0
Descriptive Statistics
Maximu Std.
N Minimum m Mean Deviation
M1 210 2.00 4.00 3.6476 .52645
M2 210 2.00 4.00 3.6238 .52352
M3 210 1.00 4.00 3.5143 .67227
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M4 210 2.00 4.00 3.5571 .56962
M5 210 2.00 4.00 3.6381 .51992
M6 210 1.00 4.00 3.3762 .70297
M7 210 1.00 4.00 3.4286 .76848
O1 210 2.00 4.00 3.3048 .61284
O2 210 2.00 4.00 3.3190 .59352
O3 210 1.00 4.00 3.2524 .72423
O4 210 2.00 4.00 3.4095 .59011
O5 210 2.00 4.00 3.5286 .61996
O6 210 2.00 4.00 3.6095 .52671
O7 210 1.00 4.00 3.5095 .59697
Valid N (listwise) 210
Maximu Std.
E1 210 2.00 4.00 3.5429 .50884
E2 210 2.00 4.00 3.2333 .67621
E3 210 1.00 4.00 3.1524 .70921
E4 210 1.00 4.00 3.1333 .73291
E5 210 1.00 4.00 3.2857 .67369
MC1 210 3.00 4.00 3.5857 .49378
MC2 210 2.00 4.00 3.6000 .51948
MC3 210 1.00 4.00 3.1095 .72706
MC4 210 2.00 4.00 3.4905 .56400
MC5 210 1.00 4.00 3.1619 .75297
Maximu Std.
EF1 210 1.00 4.00 3.4714 .56335
EF2 210 2.00 4.00 3.5238 .53750
EF3 210 1.00 4.00 3.4857 .54666
EF4 210 2.00 4.00 3.5333 .52800
EF5 210 1.00 4.00 3.5333 .55452
Tests of Normality
Kolmogorov-Smirnova Shapiro-Wilk
Statistic df Sig. Statistic df Sig.
Marketing Objectives .189 210 .000 .868 210 .000
Operational Objectives .153 210 .000 .921 210 .000
Execution .183 210 .000 .916 210 .000
Monitoring and Controlling .165 210 .000 .908 210 .000
effectiveness of the
.182 210 .000 .854 210 .000
business strategy
a. Lilliefors Significance Correction
Test of Homogeneity of Variances
82
Laguna
Levene
Statistic df1 df2 Sig.
Marketing Objectives 3.301a 2 205 .039
Operational Objectives 3.857b 2 205 .023
Execution .624c 2 205 .537
Monitoring and Controlling 1.286d 2 205 .279
effectiveness of the
1.581 e
2 205 .208
business strategy
a. Groups with only one case are ignored in computing the test of homogeneity of
variance for Marketing Objectives.
b. Groups with only one case are ignored in computing the test of homogeneity of
variance for Operational Objectives.
c. Groups with only one case are ignored in computing the test of homogeneity of
variance for Execution.
d. Groups with only one case are ignored in computing the test of homogeneity of
variance for Monitoring and Controlling.
e. Groups with only one case are ignored in computing the test of homogeneity of
variance for effectiveness of the business strategy .
Test Statisticsa,b
effectiveness
Monitoring of the
Marketing Operational Executio and business
Objectives Objectives n Controlling strategy
Chi-Square 2.160 .384 1.812 2.275 2.517
df 4 4 4 4 4
Asymp.
.706 .984 .770 .685 .642
Sig.
a. Kruskal Wallis Test
b. Grouping Variable: Age
Test Statisticsa,b
effectiveness
Monitoring of the
Chi-Square 2.185 3.077 2.708 .136 2.533
df 2 2 2 2 2
Asymp.
.335 .215 .258 .934 .282
Sig.
b. Grouping Variable: Gender
Test Statisticsa
effectiveness
Monitoring of the
Mann-Whitney U 2037.000 1826.500 2130.500 2019.500 2212.500
Wilcoxon W 2362.000 2151.500 2455.500 2344.500 2537.500
Z -.983 -1.725 -.646 -1.045 -.360
Asymp. Sig. (2-tailed) .326 .085 .518 .296 .719
a. Grouping Variable: Grade level
Test Statisticsa,b
83
Laguna
effectiveness
Monitoring of the
Chi-Square 12.719 7.605 19.104 10.582 7.114
df 4 4 4 4 4
Asymp.
.013 .107 .001 .032 .130
Sig.
b. Grouping Variable: Profit
Test Statisticsa
Monitoring
Marketing Executio and
Objectives n Controlling
Mann-Whitney U 1562.500 1747.500 1951.000
Wilcoxon W 1997.500 2182.500 2386.000
Z -2.495 -1.744 -.947
Asymp. Sig. (2-tailed) .013 .081 .344
a. Grouping Variable: Profit
Test Statisticsa
Monitoring
Mann-Whitney U 929.000 518.500 707.000
Wilcoxon W 1065.000 654.500 843.000
Z -1.559 -3.802 -2.778
Asymp. Sig. (2-tailed) .119 .000 .005
Test Statisticsa
Monitoring
Mann-Whitney U 326.000 444.500 579.000
Wilcoxon W 362.000 480.500 12055.000
Z -2.250 -1.276 -.201
Asymp. Sig. (2-tailed) .024 .202 .841
Test Statisticsa
Monitoring
Mann-Whitney U 303.000 274.500 301.000
Wilcoxon W 324.000 295.500 322.000
Z -1.412 -1.659 -1.420
Asymp. Sig. (2-tailed) .158 .097 .156
84
Laguna
Test Statisticsa
Monitoring
Mann-Whitney U 220.500 128.000 150.000
Wilcoxon W 655.500 264.000 286.000
Z -.275 -2.505 -1.980
Asymp. Sig. (2-tailed) .784 .012 .048
Test Statisticsa
Monitoring
Mann-Whitney U 50.000 42.000 23.000
Wilcoxon W 86.000 178.000 159.000
Z -.862 -1.378 -2.550
Asymp. Sig. (2-tailed) .389 .168 .011
Exact Sig. [2*(1-tailed
.417b .192b .011b
Sig.)]
b. Not corrected for ties.
Test Statisticsa
Monitoring
Mann-Whitney U 17.500 20.000 8.500
Wilcoxon W 53.500 41.000 29.500
Z -.849 -.531 -2.090
Asymp. Sig. (2-tailed) .396 .595 .037
Exact Sig. [2*(1-tailed
.414b .662b .043b
Sig.)]
b. Not corrected for ties.
Descriptives
95%
Confidence
Interval for
Mean
Low
Std. Std. er Upper Mini
Deviat Erro Bou Boun mu Maxi
N Mean ion r nd d m mum
Marketi Less than 10,000 15 3.603 .4340 .035 3.53 3.673
2.57 4.00
ng pesos 1 8 5 32 40 6
Objectiv 10,001 - 20,000 29 3.393 .4619 .085 3.21 3.569 2.29 4.00
es pesos 4 6 78 77 2
85
Laguna
20,001 - 30,000 3.392 .5609 .140 3.09 3.691
16 2.29 4.00
pesos 5 6 24 36 4
30,001 - 40,000 3.267 .3615 .127 2.96 3.569
8 2.57 3.71
pesos 5 3 82 52 8
Above 40,000 pesos 3.426 .2984 .121 3.11 3.739
6 3.00 3.71
7 4 84 35 9
Total 21 3.540 .4513 .031 3.47 3.602
2.29 4.00
0 8 3 14 94 2
Executi Less than 10,000 15 3.351 .4920 .040 3.27 3.430
2.40 4.00
on pesos 1 0 5 04 19 1
10,001 - 20,000 3.151 .4197 .077 2.99 3.311
29 2.20 4.00
pesos 7 1 94 21 4
20,001 - 30,000 2.875 .2909 .072 2.72 3.030
16 2.40 3.60
pesos 0 8 74 00 0
30,001 - 40,000 3.125 .4267 .150 2.76 3.481
8 2.60 3.60
pesos 0 8 89 82 8
Above 40,000 pesos 3.033 .3881 .158 2.62 3.440
6 2.60 3.60
3 6 46 60 7
Total 21 3.269 .4839 .033 3.20 3.335
2.20 4.00
0 5 3 39 37 4
Monitori Less than 10,000 15 3.434 .4500 .036 3.36 3.506
2.40 4.00
ng and pesos 1 4 4 62 21 8
Controll 10,001 - 20,000 3.351 .3987 .074 3.20 3.503
ing 29 2.80 4.00
pesos 7 7 05 00 4
20,001 - 30,000 3.087 .3721 .093 2.88 3.285
16 2.60 4.00
pesos 5 6 04 92 8
30,001 - 40,000 3.475 .2604 .092 3.25 3.692
8 3.00 3.80
pesos 0 9 10 72 8
Above 40,000 pesos 3.133 .3011 .122 2.81 3.449
6 2.60 3.40
3 1 93 73 3
Total 21 3.389 .4380 .030 3.32 3.449
2.40 4.00
0 5 1 23 99 1
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SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

Km. 30 Old National Highway, Brgy. Nueva, San Pedro City,

EFFECTS OF BUSINESS STRATEGIES ON THE PROFITABILITY

A Research Presented to the

In Partial Fulfilment of the Requirements for the

BENITO, Zarina Bianca

THE PROBLEM AND ITS SETTING

Background of the Study

One use of strategy is in business. Business Strategy is known as something that

requires the integration of a wide range of information followed by communication in such a

organization operates for instance is small business.

important factors in operating a small business. As specified by Vo (2022), business strategy is

senior high school.

Statement of the Problem

the City of San Pedro.

Specifically, the researchers sought to answer the following questions:

a. Improper Execution of Strategies;

b. Lack of Monitoring and Controlling;

Pedro City amidst the pandemic?

6. Is there a significant difference in the effectiveness of business strategies in increasing the

on their demographic profile?

Objectives of the Study

To achieve this, the objectives are:

2. To understand the positive effects of business strategies on the profitability of a small

marketing objectives and operational objectives.

3. To understand the negative effects of business strategies on the profitability of a small

improper execution of strategies and lack of monitoring and controlling.

4. To determine business strategies effective in increasing the profitability of a small business

in San Pedro City amidst the pandemic

on their demographic profile.

6. To determine the significant difference in the effectiveness of business strategies in

grouped based on their demographic profile.

perseverance when it comes to the process of relating ends to means.

Figure 1: Strategic Theory, Smith, 2011

The following are the Input-Process-Output or IPO models of the study:

INPUT PROCESS OUTPUT

SHS who owns a small

Figure 2: Conceptual Framework

output is the one that is transformed by the internal system process.

Ho1: There is no significant difference in the effects of business strategies on the

on their demographic profile.

Ho2: There is no significant difference in the effectiveness of business strategies in

grouped based on their demographic profile.

Scope and Delimitations

during the pandemic (2020– 2023).

Significance of the study

knowledge and benefits to the following:

whose venturing into the field of Business or any other field.

Diversification. A technique that reduces risk by allocating investments across various

financial instruments, industries, and other categories.

less annual revenue compared to a regular-size business.

Income. Money received, especially regularly for work or through investment

boundaries and usually affecting a large number of people

Strategy. A plan of action or policy designed to achieve a major overall aim.

Income-generating strategy. A strategic plan for generating income.

REVIEW OF RELATED LITERATURE AND STUDIES

Related Literature (Foreign)

As specified by Freedman (2013) in Strategy; A History, he asserts the importance of

campaign, company investment, or government initiative is likely to receive backing unless

there is a strategy to evaluate. If a decision can be described as strategically significant, then it

path to a given destination is not straightforward or whenever judgments are required on

or intimate that it can reasonably be deprived of strategy.