‭Impact‬‭of‬‭COVID-19‬‭on‬‭Business‬

‭Operations‬‭in‬‭the‬‭Philippines:‬

‭Strategies‬‭for‬‭Resilience‬‭and‬‭Digital‬

‭Transformation‬

‭OLPSEC05‬‭-‬‭OLCA211N032‬

‭Christian‬‭C.‬‭Mañozo‬

‭Anthony‬‭Calderon‬

‭November‬‭26,‬‭2023‬
‭Introduction‬

‭Corona‬‭-‬‭virus‬‭is‬‭also‬‭known‬‭as‬‭COVID-19‬‭caused‬‭by‬‭SARS‬‭COV-2.‬‭It‬‭is‬‭a‬

‭severe‬‭respiratory‬‭illness‬‭that‬‭affects‬‭your‬‭respiratory‬‭organs‬‭that‬‭can‬‭cause‬‭fatality‬‭to‬

‭every‬‭person‬‭who‬‭can‬‭be‬‭infected‬‭with‬‭this‬‭disease.‬‭It‬‭can‬‭affect‬‭anyone,‬‭even‬

‭male,female,‬‭old,‬‭young‬‭people.‬‭It‬‭started‬‭in‬‭December‬‭2019‬‭that’s‬‭why‬‭it‬‭is‬‭called‬

‭Covid‬‭19‬‭It‬‭originated‬‭from‬‭Wuhan,‬‭China.‬‭And‬‭started‬‭to‬‭spread‬‭and‬‭outbreak‬‭all‬‭over‬

‭the‬‭world‬‭that’s‬‭why‬‭it‬‭became‬‭a‬‭pandemic.‬‭When‬‭the‬‭year‬‭2020‬‭started,‬‭a‬‭lot‬‭of‬

‭countries‬‭declared‬‭an‬‭immediate‬‭Public‬‭Health‬‭Emergency‬‭of‬‭International‬

‭Concern(PHEIC)‬‭including‬‭the‬‭Philippines.The‬‭global‬‭crisis‬‭addresses‬‭the‬‭need‬‭for‬

‭coordination‬‭and‬‭cooperation‬‭between‬‭national‬‭government‬‭agencies‬‭and‬‭regional‬

‭governments‬‭in‬‭the‬‭private‬‭sector.‬‭The‬‭international‬‭economy‬‭suffered‬‭disruption‬‭by‬‭the‬

‭COVID-19‬‭epidemic,‬‭which‬‭also‬‭brought‬‭about‬‭the‬‭worst‬‭economic‬‭crisis‬‭in‬‭nearly‬‭one‬

‭century.‬‭Inequality‬‭both‬‭inside‬‭and‬‭across‬‭nations‬‭dramatically‬‭increased‬‭as‬‭a‬‭result‬‭of‬

‭the‬‭crisis.‬‭Since‬‭the‬‭Philippines‬‭did‬‭not‬‭expect‬‭that‬‭COVID‬‭-‬‭19‬‭pandemic‬‭will‬‭affect‬‭our‬

‭country,‬‭our‬‭health‬‭and‬‭government‬‭are‬‭not‬‭prepared‬‭for‬‭this‬‭kind‬‭of‬‭problem.‬‭That's‬

‭why‬‭our‬‭country‬‭experiences‬‭big‬‭challenges‬‭to‬‭protect‬‭our‬‭citizens.‬‭After‬‭a‬‭year‬‭there‬

‭were‬‭a‬‭lot‬‭Covid‬‭19‬‭variants‬‭discovered,‬‭which‬‭is‬‭why‬‭our‬‭government‬‭forced‬‭us‬‭to‬‭lock‬

‭down‬‭all‬‭the‬‭cities‬‭in‬‭the‬‭Philippines.‬‭This‬‭is‬‭the‬‭first‬‭step‬‭they‬‭did‬‭in‬‭order‬‭to‬‭lessen‬‭the‬
‭transmission‬‭of‬‭the‬‭virus‬‭since‬‭we‬‭do‬‭not‬‭know‬‭who‬‭is‬‭the‬‭infected‬‭and‬‭not.‬‭When‬‭an‬

‭infected‬‭person‬‭coughs,‬‭sneezes,‬‭speaks,‬‭sings,‬‭or‬‭breathes,‬‭tiny‬‭liquid‬‭particles‬‭from‬

‭their‬‭mouth‬‭or‬‭nose‬‭may‬‭transmit‬‭the‬‭virus‬‭to‬‭other‬‭people.‬‭These‬‭particles‬‭can‬‭be‬

‭minuscule‬‭aerosols‬‭or‬‭larger‬‭droplets‬‭that‬‭pass‬‭through‬‭the‬‭nose.‬‭It's‬‭crucial‬‭that‬‭you‬

‭observe‬‭respiratory‬‭protocol,‬‭such‬‭as‬‭coughing‬‭into‬‭a‬‭bent‬‭elbow,‬‭and‬‭to‬‭remain‬‭at‬

‭home‬‭and‬‭take‬‭care‬‭of‬‭yourself‬‭until‬‭you‬‭feel‬‭better.‬

‭Up‬‭until‬‭now‬‭there’s‬‭no‬‭particular‬‭cure‬‭or‬‭medicine‬‭for‬‭this‬‭type‬‭of‬‭disease‬

‭and‬‭it‬‭is‬‭still‬‭ongoing.‬‭It‬‭is‬‭important‬‭for‬‭us‬‭to‬‭know‬‭and‬‭understand‬‭the‬‭importance‬‭of‬

‭knowing‬‭the‬‭effect‬‭of‬‭Covid-19‬‭not‬‭just‬‭in‬‭our‬‭body‬‭but‬‭also‬‭in‬‭our‬‭society‬‭especially‬

‭when‬‭it‬‭comes‬‭to‬‭business,‬‭economy,‬‭etc.‬‭Covid‬‭-‬‭19‬‭has‬‭had‬‭a‬‭big‬‭impact‬‭on‬‭our‬

‭economy‬‭ever‬‭since‬‭the‬‭pandemic‬‭started‬‭to‬‭affect‬‭the‬‭Philippines.‬‭Our‬‭economy‬

‭became‬‭low‬‭because‬‭a‬‭lot‬‭of‬‭businesses‬‭were‬‭forced‬‭to‬‭close‬‭their‬‭business‬‭because‬‭of‬

‭big‬‭losses.‬‭Even‬‭the‬‭school‬‭stopped‬‭that‬‭time‬‭and‬‭carried‬‭out‬‭virtual‬‭learning‬‭for‬

‭students‬‭so‬‭that‬‭they‬‭can‬‭still‬‭study‬‭even‬‭if‬‭they’re‬‭home‬‭to‬‭prevent‬‭the‬‭circulation‬‭of‬‭the‬

‭virus‬‭to‬‭the‬‭children‬‭since‬‭there‬‭are‬‭a‬‭million‬‭cases‬‭of‬‭covid‬‭19‬‭infected‬‭and‬‭some‬‭of‬

‭them‬‭are‬‭severe‬‭and‬‭sadly‬‭that‬‭take‬‭their‬‭lives.‬‭In‬‭order‬‭to‬‭maintain‬‭governments'‬

‭capacity‬‭to‬‭successfully‬‭assist‬‭the‬‭recovery,‬‭the‬‭crisis‬‭response‬‭must‬‭also‬‭incorporate‬

‭measures‬‭that‬‭minimize‬‭dangers‬‭associated‬‭with‬‭high‬‭levels‬‭of‬‭public‬‭borrowing.‬‭The‬

‭government's‬‭capacity‬‭to‬‭invest‬‭in‬‭social‬‭safety‬‭nets,‬‭which‬‭may‬‭minimize‬‭the‬‭effects‬‭of‬
‭the‬‭crisis‬‭on‬‭poverty‬‭and‬‭inequality‬‭and‬‭help‬‭people‬‭and‬‭businesses‬‭in‬‭the‬‭case‬‭of‬

‭setbacks‬‭during‬‭the‬‭recovery,‬‭is‬‭hampered‬‭by‬‭high‬‭levels‬‭of‬‭public‬‭debt,‬‭making‬‭this‬‭an‬

‭essential‬‭policy‬‭priority.‬

‭Technology‬‭has‬‭a‬‭big‬‭contribution‬‭to‬‭us‬‭during‬‭the‬‭pandemic.‬‭It‬‭helps‬‭us‬‭to‬

‭communicate‬‭and‬‭purchase‬‭or‬‭take‬‭an‬‭order‬‭of‬‭food,‬‭clothes‬‭and‬‭necessities‬‭and‬‭so‬‭on‬

‭and‬‭so‬‭forth,‬‭which‬‭makes‬‭the‬‭Philippine‬‭economy‬‭stay‬‭balanced.‬‭Digital‬‭technology‬

‭enhances‬‭user‬‭experiences,‬‭lowers‬‭operating‬‭costs,‬‭boosts‬‭economic‬‭efficiency,‬

‭expands‬‭business‬‭scale,‬‭and‬‭manages‬‭financial‬‭risks,‬‭among‬‭other‬‭ways‬‭that‬‭it‬‭modifies‬

‭the‬‭pattern‬‭of‬‭economic‬‭operation.‬‭Digital‬‭technology‬‭played‬‭a‬‭significant‬‭role‬‭in‬

‭stabilizing‬‭the‬‭economy‬‭during‬‭COVID-19,‬‭by‬‭precisely‬‭locating‬‭verified‬‭cases‬‭of‬

‭infection,‬‭shifting‬‭a‬‭great‬‭deal‬‭of‬‭economic‬‭activity‬‭online,‬‭and‬‭allowing‬‭local‬

‭governments‬‭to‬‭issue‬‭coupons‬‭for‬‭consumption.‬

‭LITERATURE‬‭REVIEW‬

‭According‬‭to‬‭Aurora‬‭H.(2021)‬‭The‬‭School‬‭of‬‭Economics‬‭at‬‭the‬‭University‬

‭of‬‭Asia‬‭and‬‭the‬‭Pacific‬‭(UA&P)‬‭was‬‭tasked‬‭by‬‭the‬‭Management‬‭Association‬‭of‬‭the‬

‭Philippines‬‭(MAP)‬‭with‬‭carrying‬‭out‬‭a‬‭study‬‭to‬‭comprehend‬‭the‬‭COVID-19‬‭outbreak's‬

‭effects‬‭on‬‭different‬‭industry‬‭sectors‬‭and‬‭to‬‭develop‬‭potential‬‭policy‬‭measures‬‭for‬‭both‬
‭public‬‭and‬‭private‬‭institutions‬‭to‬‭help‬‭the‬‭affected‬‭sectors‬‭deal‬‭with‬‭the‬‭pandemic's‬

‭negative‬‭effects‬‭and‬‭gradually‬‭return‬‭to‬‭stable‬‭business‬‭operations.‬

‭According‬‭to‬‭Paolo‬‭F(2021)‬‭Major‬‭industries‬‭have‬‭been‬‭greatly‬‭impacted‬

‭by‬‭the‬‭COVID-19‬‭epidemic,‬‭which‬‭has‬‭changed‬‭the‬‭business‬‭environment.‬‭Small‬

‭enterprises‬‭have‬‭been‬‭particularly‬‭hard‬‭hit.‬‭Micro,‬‭small,‬‭and‬‭medium-sized‬‭companies‬

‭(MSMEs)‬‭are‬‭often‬‭more‬‭vulnerable‬‭than‬‭large‬‭firms‬‭during‬‭times‬‭of‬‭crisis.‬‭Numerous‬

‭small‬‭firms‬‭have‬‭experienced‬‭immediate‬‭losses‬‭as‬‭a‬‭result‬‭of‬‭these‬‭difficulties.‬‭Some‬

‭people‬‭find‬‭it‬‭difficult‬‭to‬‭adjust‬‭and‬‭endure,‬‭while‬‭others‬‭manage‬‭to‬‭flourish‬‭in‬‭atypical‬

‭circumstances.‬‭This‬‭study‬‭examines‬‭the‬‭performance‬‭and‬‭conduct‬‭of‬‭MSMEs‬‭in‬‭the‬

‭Philippines'‬‭National‬‭Capital‬‭Region‬‭(NCR)‬‭and‬‭Calabarzon‬‭Region‬‭almost‬‭half‬‭a‬‭year‬

‭after‬‭lockdown‬‭measures‬‭under‬‭"community‬‭quarantine"‬‭were‬‭put‬‭into‬‭place‬‭in‬‭March‬

‭2020.‬

‭According‬‭to‬‭Aubrey‬‭D.(2020)‬‭The‬‭entire‬‭world‬‭is‬‭currently‬‭dealing‬‭with‬‭its‬

‭most‬‭difficult‬‭public‬‭health‬‭crisis‬‭in‬‭a‬‭century‬‭due‬‭to‬‭the‬‭extraordinary‬‭coronavirus‬

‭disease‬‭pandemic,‬‭or‬‭COVID-19.‬‭It‬‭has‬‭overloaded‬‭the‬‭infrastructure‬‭for‬‭disaster‬

‭management,‬‭the‬‭national‬‭and‬‭international‬‭health‬‭services,‬‭and‬‭brought‬‭economies‬‭to‬

‭a‬‭complete‬‭stop.‬‭It‬‭acts‬‭as‬‭a‬‭wake-up‬‭call‬‭and‬‭an‬‭encouragement‬‭for‬‭advance‬‭changes‬

‭that‬‭strengthen‬‭governance‬‭frameworks‬‭and‬‭mechanisms.‬‭It‬‭encourages‬‭us‬‭to‬‭develop‬
‭new‬‭ideas‬‭and‬‭implement‬‭more‬‭progressive‬‭policies‬‭and‬‭procedures‬‭that‬‭will‬‭provide‬‭us‬

‭the‬‭ability‬‭to‬‭overcome‬‭the‬‭many‬‭difficult‬‭obstacles‬‭we‬‭face‬‭both‬‭now‬‭and‬‭in‬‭the‬‭future.‬

‭The‬‭worldwide‬‭outbreak‬‭highlights‬‭the‬‭need‬‭for‬‭coordination‬‭and‬‭cooperation‬‭between‬

‭national‬‭government‬‭agencies‬‭and‬‭municipalities‬‭in‬‭the‬‭private‬‭sector.‬

‭According‬‭to‬‭the‬‭World‬‭Bank(2020)‬‭a‬‭report‬‭published‬‭recently‬‭by‬‭the‬

‭National‬‭Economic‬‭and‬‭Development‬‭Authority‬‭(NEDA),‬‭the‬‭Philippines‬‭can‬‭overcome‬

‭the‬‭effects‬‭of‬‭the‬‭Covid-19‬‭pandemic,‬‭recover‬‭from‬‭the‬‭economic‬‭recession,‬‭and‬

‭understand‬‭its‬‭goal‬‭of‬‭becoming‬‭a‬‭middle-class‬‭society‬‭free‬‭of‬‭poverty‬‭with‬‭rapid‬

‭implementation‬‭of‬‭digital‬‭technologies.Lead‬‭creator‬‭of‬‭the‬‭analysis‬‭and‬‭World‬‭Bank‬

‭Economist‬‭Kevin‬‭Chua‬‭claims‬‭that‬‭increasing‬‭digital‬‭adoption‬‭by‬‭the‬‭public‬‭sector,‬

‭private‬‭sector,‬‭and‬‭people‬‭is‬‭essential‬‭to‬‭the‬‭Philippines'‬‭goal‬‭of‬‭becoming‬‭a‬

‭poverty-free‬‭society‬‭by‬‭2040‬‭as‬‭well‬‭as‬‭to‬‭assist‬‭the‬‭country‬‭in‬‭adjusting‬‭to‬‭the‬

‭post-COVID-19‬‭environment.‬

‭According‬‭to‬‭Shinozaki‬‭S.(2021)The‬‭new‬‭coronavirus‬‭disease,‬‭COVID-19,‬

‭has‬‭drastically‬‭altered‬‭people's‬‭lives‬‭and‬‭business‬‭operations‬‭on‬‭a‬‭national,‬‭regional,‬

‭and‬‭international‬‭scale.‬‭In‬‭order‬‭to‬‭contain‬‭the‬‭pandemic,‬‭the‬‭Philippines‬‭moved‬‭quickly,‬

‭implementing‬‭enhanced‬‭community‬‭quarantines‬‭(ECQs)‬‭and‬‭initiating‬‭a‬‭massive‬‭public‬

‭spending‬‭emergency‬‭subsidy‬‭program‬‭to‬‭support‬‭affected‬‭households‬‭and‬‭businesses.‬
‭The‬‭national‬‭capital‬‭region‬‭and‬‭high-risk‬‭provinces‬‭were‬‭placed‬‭under‬‭a‬‭strict‬‭lockdown‬

‭that‬‭lasted‬‭from‬‭mid-March‬‭to‬‭the‬‭end‬‭of‬‭May‬‭2020,‬‭resulting‬‭in‬‭significant‬‭economic‬

‭losses.‬‭The‬‭Philippine‬‭economy‬‭has‬‭entered‬‭the‬‭recovery‬‭stage‬‭six‬‭months‬‭after‬‭the‬

‭March‬‭lockdown,‬‭but‬‭micro,‬‭small,‬‭and‬‭medium-sized‬‭enterprises‬‭(MSMEs)‬‭are‬‭still‬

‭dealing‬‭with‬‭a‬‭significant‬‭decline‬‭in‬‭demand‬‭and‬‭revenue.‬

‭Up‬‭until‬‭the‬‭COVID-19‬‭crisis,‬‭many‬‭businesses‬‭struggled‬‭to‬‭keep‬‭up‬‭with‬

‭the‬‭rapid‬‭advancement‬‭of‬‭technology.‬‭The‬‭challenge‬‭has‬‭grown‬‭since‬‭the‬‭pandemic‬

‭began,‬‭and‬‭people‬‭are‬‭starting‬‭to‬‭think‬‭more‬‭and‬‭more‬‭about‬‭the‬‭future‬‭of‬‭work‬‭and‬‭life.‬

‭Future‬‭business‬‭resilience‬‭will‬‭depend‬‭more‬‭and‬‭more‬‭on‬‭technological‬‭advances,‬‭as‬

‭almost‬‭all‬‭businesses‬‭will‬‭need‬‭to‬‭use‬‭digitalization,‬‭digital‬‭tools,‬‭and‬‭data‬‭analytics.‬

‭Recent‬‭reports‬‭have‬‭ignored‬‭the‬‭dual‬‭nature‬‭of‬‭business‬‭resiliency‬‭in‬‭favor‬‭of‬

‭emphasizing‬‭its‬‭strength.‬‭Contrary‬‭to‬‭popular‬‭belief,‬‭it‬‭is‬‭not‬‭lifted‬‭from‬‭an‬‭emergency;‬

‭rather,‬‭it‬‭suggests‬‭a‬‭new‬‭reality.‬

‭METHODOLOGY‬

‭In‬‭conducting‬‭this‬‭research‬‭I‬‭used‬ ‭books‬‭and‬‭the‬‭internet‬‭in‬‭obtaining‬‭the‬

‭sufficient‬‭data‬‭and‬‭information.‬‭This‬‭research‬‭study‬‭aims‬‭to‬‭know‬‭what’s‬‭the‬‭possible‬

‭strategies‬‭and‬‭techniques‬‭in‬‭order‬‭for‬‭businesses‬‭to‬‭survive‬‭in‬‭the‬‭middle‬‭of‬‭the‬
‭pandemic.‬‭This‬‭study‬‭may‬‭be‬‭used‬‭as‬‭a‬‭reference‬‭for‬‭assessing‬‭businesses‬‭in‬

‭anticipating‬‭the‬‭successful‬‭outcome‬‭of‬‭operation‬‭of‬‭a‬‭certain‬‭business.‬‭This‬‭research‬

‭can‬‭serve‬‭as‬‭a‬‭contribution‬‭in‬‭fulfilling‬‭the‬‭knowledge‬‭gap‬‭of‬‭aspiring‬‭business‬‭owners‬‭in‬

‭achieving‬‭their‬‭goals‬‭and‬‭goals‬‭and‬‭avoiding‬‭the‬‭losses‬‭of‬‭their‬‭company‬‭in‬‭a‬‭middle‬‭of‬

‭crisis‬‭or‬‭pandemic.‬

‭DATA‬‭COLLECTION‬

‭I‬‭used‬‭Secondary‬‭sources‬‭in‬‭order‬‭for‬‭me‬‭to‬‭create‬‭this‬‭Qualitative‬

‭research.‬‭With‬‭the‬‭help‬‭of‬‭google‬‭scholar‬‭platform‬‭I‬‭gather‬‭different‬‭types‬‭of‬‭evidence‬

‭and‬‭data‬‭that‬‭can‬‭validate‬‭this‬‭research.‬‭According‬‭to‬‭Aurora‬‭H.(2020)‬‭An‬‭online‬‭survey‬

‭was‬‭administered‬‭to‬‭thirty-three‬‭(33)‬‭pre-selected‬‭representatives‬‭from‬‭major‬‭priority‬

‭sectors‬‭that‬‭saw‬‭significant‬‭reductions‬‭in‬‭the‬‭first‬‭two‬‭quarters‬‭of‬‭2020‬‭and‬‭whose‬‭GDP‬

‭share‬‭was‬‭greater‬‭than‬‭1%.‬‭Stakeholder‬‭interviews‬‭were‬‭carried‬‭out‬‭with‬‭over‬‭ten‬

‭companies‬‭using‬‭the‬‭Zoom‬‭video‬‭conferencing‬‭tool‬‭in‬‭order‬‭to‬‭verify‬‭the‬‭survey‬‭results.‬

‭The‬‭survey's‬‭findings‬‭verified‬‭the‬‭pandemic's‬‭detrimental‬‭effects‬‭on‬‭businesses,‬

‭including‬‭reduced‬‭employee‬‭pay,‬‭a‬‭reduction‬‭in‬‭headcount,‬‭decreased‬‭revenue‬‭and‬

‭other‬‭cash‬‭flow‬‭issues,‬‭extended‬‭collection‬‭times,‬‭logistical‬‭issues,‬‭postponed‬‭or‬

‭canceled‬‭projects,‬‭disrupted‬‭supply‬‭chains,‬‭and‬‭difficulty‬‭finding‬‭labor,‬‭among‬‭other‬

‭issues.‬‭Some‬‭have‬‭been‬‭forced‬‭to‬‭shut‬‭down‬‭all‬‭of‬‭their‬‭locations‬‭or‬‭their‬‭branches.‬
‭IMPACT‬‭ON‬‭BUSINESS‬‭OPERATION‬

‭According‬‭to‬‭Glory‬‭Dee‬‭A.(2021)Global‬‭effects‬‭have‬‭resulted‬‭from‬‭the‬

‭COVID-19‬‭pandemic,‬‭as‬‭numerous‬‭nations‬‭have‬‭implemented‬‭mobility‬‭restrictions‬‭and‬

‭other‬‭measures‬‭to‬‭prevent‬‭the‬‭virus‬‭from‬‭spreading.‬‭Global‬‭economic‬‭activity‬‭has‬

‭decreased‬‭as‬‭a‬‭result,‬‭affecting‬‭all‬‭industries.‬‭The‬‭pandemic‬‭has‬‭had‬‭an‬‭adverse‬‭effect‬

‭on‬‭businesses,‬‭resulting‬‭in‬‭higher‬‭operating‬‭costs,‬‭lower‬‭sales,‬‭and‬‭employment-related‬

‭problems‬‭like‬‭compensation‬‭or‬‭reductions‬‭in‬‭staff.‬‭This‬‭research‬‭showed‬‭that‬

‭implementing‬‭planning‬‭strategies‬‭and‬‭other‬‭high-practice‬‭ready‬‭for‬‭transformation‬‭traits‬

‭was‬‭a‬‭major‬‭contributing‬‭factor‬‭in‬‭the‬‭businesses'‬‭decrease‬‭in‬‭workforce‬‭size‬‭during‬‭the‬

‭COVID-19‬‭pandemic.‬‭When‬‭this‬‭characteristic‬‭is‬‭combined‬‭with‬‭either‬‭a‬‭poor‬‭system‬‭or‬

‭poor‬‭leadership,‬‭an‬‭organization‬‭is‬‭more‬‭likely‬‭to‬‭lay‬‭off‬‭workers.‬‭Thus,‬‭a‬‭key‬‭element‬‭of‬

‭adaptation‬‭is‬‭being‬‭prepared‬‭for‬‭changes,‬‭particularly‬‭in‬‭times‬‭of‬‭unanticipated‬‭and‬

‭unpredictable‬‭circumstances‬‭like‬‭the‬‭COVID-19‬‭pandemic.‬ ‭The‬‭COVID-19‬‭pandemic‬

‭has‬‭had‬‭worldwide‬‭effects‬‭as‬‭many‬‭countries‬‭have‬‭implemented‬‭measures‬‭like‬‭mobility‬

‭restrictions.‬‭Overall,‬‭our‬‭results‬‭showed‬‭that‬‭enterprises‬‭that‬‭practice‬‭a‬‭single‬

‭organizational‬‭resilience‬‭attribute‬‭(at‬‭a‬‭high‬‭level)‬‭are‬‭associated‬‭with‬‭encountering‬

‭either‬‭higher‬‭costs‬‭or‬‭sales‬‭decreases‬‭during‬‭the‬‭pandemic‬‭to‬‭stop‬‭the‬‭virus‬‭from‬
‭spreading‬‭further.‬‭Global‬‭economic‬‭activity‬‭has‬‭decreased‬‭as‬‭a‬‭result,‬‭affecting‬‭all‬

‭industries.‬‭The‬‭pandemic‬‭has‬‭had‬‭a‬‭detrimental‬‭effect‬‭on‬‭businesses,‬‭resulting‬‭in‬‭higher‬

‭expenses,‬‭lower‬‭sales,‬‭and‬‭labor-related‬‭issues‬‭like‬‭compensation‬‭or‬‭layoffs.‬

‭I‬‭enumerated‬‭the‬‭psychological‬‭and‬‭behavioral‬‭aspects‬‭of‬‭technology‬‭use‬‭and‬‭remote‬

‭work,‬‭emphasizing‬‭both‬‭the‬‭advantages‬‭and‬‭disadvantages,‬‭based‬‭on‬‭the‬‭literature‬

‭analysis.‬‭Based‬‭on‬‭my‬‭study‬‭to‬‭identify,‬‭from‬‭the‬‭list‬‭of‬‭suggested‬‭aspects,‬‭those‬‭that‬

‭might‬‭influence‬‭their‬‭decision‬‭to‬‭continue‬‭working‬‭remotely‬‭from‬‭an‬‭economic‬‭and‬

‭financial‬‭standpoint.‬

‭Strategies‬‭for‬‭Business‬‭Resilience‬

‭Strategies‬‭for‬‭lockdown‬‭and‬‭containment‬‭pushed‬‭micro,‬‭small‬‭and‬

‭medium-sized‬‭businesses‬‭(MSMEs)‬‭into‬‭an‬‭threatening‬‭cycle‬‭of‬‭limited‬‭resources‬‭that‬

‭results‬‭in‬‭increased‬‭unpredictability‬‭while‬‭postponing‬‭their‬‭healing‬‭process.‬‭A‬‭policy‬

‭short‬‭and‬‭summary‬‭report‬‭highlight‬‭methods‬‭that‬‭are‬‭strategic‬‭in‬‭opening‬‭doors‬‭for‬

‭MSMEs,‬‭making‬‭the‬‭most‬‭of‬‭numerous‬‭cooperative‬‭attempts‬‭to‬‭recover‬‭from‬‭the‬

‭pandemic‬‭and‬‭reestablishing‬‭a‬‭better‬‭normal‬‭encouraging‬‭the‬‭development‬‭of‬

‭gender-inclusive‬‭greener‬‭fields‬‭while‬‭building‬‭good‬‭jobs‬‭in‬‭the‬‭process.‬‭Encouraging‬

‭and‬‭assisting‬‭inclusive‬‭business‬‭models‬‭to‬‭meet‬‭the‬‭needs‬‭of‬‭the‬‭most‬‭vulnerable‬
‭sectors:‬‭Banks‬‭or‬‭other‬‭financial‬‭institutions‬‭could‬‭give‬‭priority‬‭to‬‭MSMEs‬‭utilizing‬

‭inclusive‬‭business‬‭models,‬‭which‬‭involve‬‭a‬‭contractual‬‭arrangement‬‭between‬‭the‬

‭primary‬‭enterprise‬‭and‬‭the‬‭smaller‬‭businesses‬‭in‬‭the‬‭value‬‭chain.‬‭This‬‭would‬‭provide‬‭a‬

‭more‬‭structured‬‭relationship‬‭structure‬‭than‬‭the‬‭value‬‭chain‬‭model.‬‭These‬‭configurations‬

‭could‬‭change.‬‭Relationships‬‭based‬‭on‬‭contracts‬‭or‬‭suppliers,‬‭or‬‭those‬‭using‬‭a‬‭big‬

‭brother‬‭approach,‬‭in‬‭which‬‭an‬‭ableMSME‬‭serves‬‭as‬‭the‬‭big‬‭brother‬‭by‬‭offering‬

‭assistance,‬‭market‬‭access,‬‭business‬‭guidance,‬‭and‬‭other‬‭resources‬‭to‬‭the‬‭supply‬

‭chain's‬‭smaller‬‭participants.‬‭Nonetheless,‬‭the‬‭risks‬‭might‬‭be‬‭justified‬‭and‬‭the‬‭stability‬‭of‬

‭the‬‭larger‬‭company‬‭could‬‭act‬‭as‬‭a‬‭guarantee‬‭if‬‭banks‬‭could‬‭view‬‭MSMEs‬‭as‬‭a‬‭link‬‭in‬‭a‬

‭value‬‭chain‬‭that‬‭connects‬‭to‬‭it.‬‭One‬‭could‬‭focus‬‭on‬‭investigating‬‭whether‬‭these‬

‭arrangements‬‭are‬‭feasible‬‭within‬‭the‬‭existing‬‭legal‬‭and‬‭fiscal‬‭contexts.The‬‭government‬

‭used‬‭previously‬‭created‬‭programs‬‭and‬‭created‬‭new‬‭ones‬‭in‬‭response‬‭to‬‭the‬‭pandemic‬

‭to‬‭meet‬‭the‬‭urgent‬‭needs‬‭of‬‭MSMEs.‬‭Numerous‬‭programs‬‭on‬‭funding,‬‭training,‬

‭digitization,‬‭market‬‭access,‬‭and‬‭employee‬‭support‬‭were‬‭provided‬‭by‬‭government‬

‭organizations.‬‭The‬‭majority‬‭of‬‭MSMEs,‬‭however,‬‭were‬‭unable‬‭to‬‭access‬‭these‬‭programs‬

‭since‬‭they‬‭were‬‭unaware‬‭of‬‭them.‬‭MSMEs‬‭wouldn't‬‭know‬‭where‬‭to‬‭look‬‭for‬‭the‬

‭appropriate‬‭information,‬‭even‬‭if‬‭they‬‭were‬‭interested.MSMEs‬‭play‬‭a‬‭significant‬‭role‬‭in‬

‭the‬‭story‬‭of‬‭recovery‬‭in‬‭this‬‭industry.‬‭All‬‭of‬‭these‬‭businesses‬‭support‬‭a‬‭safe‬‭food‬‭system‬

‭in‬‭addition‬‭to‬‭making‬‭a‬‭significant‬‭economic‬‭impact.‬‭They‬‭fulfill‬‭a‬‭social‬‭need‬‭by‬

‭ensuring‬‭that‬‭everyone‬‭has‬‭access‬‭to‬‭the‬‭appropriate‬‭nourishment‬‭at‬‭the‬‭appropriate‬
‭time‬‭and‬‭costs.‬‭One‬‭may‬‭argue‬‭that‬‭since‬‭they‬‭are‬‭so‬‭important,‬‭any‬‭disturbances‬‭have‬

‭to‬‭be‬‭dealt‬‭with‬‭right‬‭away,‬‭and‬‭all‬‭necessary‬‭measures‬‭ought‬‭to‬‭be‬‭taken‬‭to‬‭guarantee‬

‭their‬‭resilience.‬

‭Digital‬‭Transformation‬‭Initiatives‬

‭The‬‭SMEs‬‭improved‬‭their‬‭selling‬‭and‬‭shipping‬ ‭from‬‭the‬‭retail‬‭industry‬‭and‬

‭exclusive‬‭shops‬‭to‬‭internet‬‭marketing,‬‭in‬‭order‬‭to‬‭accomplish‬‭the‬‭digitalization‬‭of‬‭the‬

‭sales‬‭function.‬‭As‬‭a‬‭result‬‭of‬‭this‬‭alteration,‬‭tasks‬‭have‬‭been‬‭remodeled‬‭among‬‭the‬

‭employees,‬‭with‬‭related‬‭tasks‬‭being‬‭consolidated‬‭and‬‭given‬‭to‬‭the‬‭same‬‭personnel.‬‭In‬‭a‬

‭similar‬‭way,‬‭resources‬‭were‬‭redistributed‬‭and‬‭assigned‬‭to‬‭specific‬‭tasks‬‭in‬‭order‬‭to‬

‭increase‬‭value‬‭and‬‭productivity.‬‭For‬‭instance,‬‭a‬‭few‬‭of‬‭the‬‭staff‬‭members‬‭were‬‭given‬

‭new‬‭responsibilities‬‭as‬‭online‬‭sales‬‭staff,‬‭who‬‭were‬‭in‬‭charge‬‭of‬‭overseeing‬‭pre-,‬‭during,‬

‭and‬‭post-sale‬‭activities,‬‭after‬‭previously‬‭serving‬‭customers‬‭at‬‭the‬‭boutiques‬‭shop.‬‭The‬

‭boutique's‬‭operating‬‭hours‬‭were‬‭shortened,‬‭and‬‭the‬‭amount‬‭of‬‭electricity‬‭and‬‭water‬‭bills‬

‭dropped.‬‭In‬‭order‬‭to‬‭avoid‬‭having‬‭an‬‭excessive‬‭quantity‬‭of‬‭finished‬‭products‬‭in‬‭stock,‬

‭the‬‭companies‬‭made‬‭the‬‭decision‬‭to‬‭lower‬‭their‬‭production‬‭volume.As‬‭a‬‭result,‬‭it‬

‭became‬‭clear‬‭that‬‭efficiency‬‭and‬‭resilience‬‭had‬‭to‬‭be‬‭traded‬‭off,‬‭and‬‭just-in-time‬

‭implementation‬‭was‬‭sort‬‭of‬‭neglected‬‭in‬‭an‬‭effort‬‭to‬‭keep‬‭the‬‭companies‬‭running.The‬

‭acceptance‬‭of‬‭digital‬‭technology‬‭has‬‭prompted‬‭research‬‭study‬‭companies‬‭to‬‭research‬
‭new‬‭ways‬‭to‬‭maximize‬‭their‬‭resource‬‭structures‬‭in‬‭order‬‭to‬‭increase‬‭productivity.‬‭The‬

‭resources‬‭are‬‭concentrated‬‭on‬‭revenue-generating‬‭activities,‬‭prioritizing‬‭them‬‭over‬

‭non-revenue-generating‬‭activities‬‭like‬‭finding‬‭new‬‭suppliers,‬‭developing‬‭new‬‭products,‬

‭and‬‭training‬‭staff.‬‭Through‬‭digitalization,‬‭businesses‬‭can‬‭find‬‭previously‬‭undiscovered‬

‭opportunities‬‭to‬‭make‬‭better‬‭use‬‭of‬‭their‬‭current‬‭resources‬‭in‬‭addition‬‭to‬‭owned‬

‭assets(Anjar‬‭P,2020).‬

‭Digital‬‭technologies‬‭have‬‭an‬‭influence‬‭on‬‭marketing‬‭by‬‭enhancing‬‭pricing,‬

‭channel‬‭management,‬‭market‬‭analytics,‬‭and‬‭client‬‭connection‬‭building‬‭skills‬‭to‬‭facilitate‬

‭value‬‭co-creation.‬‭Through‬‭the‬‭use‬‭of‬‭different‬‭knowledge‬‭and‬‭diverse‬‭experiences,‬

‭organizational‬‭processes‬‭are‬‭becoming‬‭more‬‭effective‬‭and‬‭adaptable,‬‭and‬‭professional‬

‭abilities‬‭are‬‭being‬‭enhanced‬‭in‬‭a‬‭variety‬‭of‬‭ways.‬‭The‬‭primary‬‭risks‬‭and‬‭obstacles‬

‭associated‬‭with‬‭implementing‬‭digital‬‭transformation‬‭are‬‭explored,‬‭along‬‭with‬‭research‬

‭and‬‭management‬‭consequences.‬

‭CASE‬‭STUDIES‬‭AND‬‭INDUSTRIES‬‭ANALYSIS‬

‭The‬‭COVID-19‬‭pandemic‬‭has‬‭had‬‭an‬‭impact‬‭on‬‭industrial‬‭enterprises,‬

‭requiring‬‭adjustments‬‭to‬‭their‬‭operational‬‭procedures.‬‭There‬‭is‬‭an‬‭absence‬‭of‬

‭systematic‬‭analysis‬‭in‬‭spite‬‭of‬‭the‬‭growing‬‭interest‬‭in‬‭this‬‭topic.‬‭This‬‭paper‬‭does‬‭a‬
‭comprehensive‬‭evaluation‬‭of‬‭previous‬‭studies‬‭on‬‭the‬‭COVID-19‬‭pandemic‬‭as‬‭it‬‭relates‬

‭to‬‭the‬‭industrial‬‭sector.‬‭The‬‭primary‬‭effects‬‭of‬‭the‬‭COVID-19‬‭pandemic‬‭on‬‭the‬

‭manufacturing‬‭industry‬‭are‬‭to‬‭be‬‭emphasized‬‭in‬‭this‬‭study‬‭from‬‭the‬‭standpoint‬‭of‬

‭operations‬‭management,‬‭together‬‭with‬‭useful‬‭adaptation‬‭strategies‬‭and‬‭potential‬

‭directions‬‭for‬‭further‬‭research.‬‭Open‬‭research‬‭questions‬‭and‬‭avenues‬‭for‬‭more‬‭study‬

‭are‬‭formulated‬‭and‬‭evaluated‬‭from‬‭the‬‭viewpoints‬‭of‬‭organizations,‬‭processes,‬‭and‬

‭technologies.‬‭Lockdowns,‬‭forced‬‭remote‬‭work,‬‭and‬‭social‬‭isolation‬‭are‬‭a‬‭few‬‭of‬‭the‬

‭factors‬‭influencing‬‭how‬‭manufacturing‬‭is‬‭changing‬‭to‬‭fit‬‭into‬‭a‬‭new‬‭normal.(Marco,A‬

‭2022).‬

‭This‬‭impact‬‭is‬‭felt‬‭widely‬‭across‬‭all‬‭sectors‬‭of‬‭the‬‭economy‬‭because‬

‭MSMEs‬‭account‬‭for‬‭approximately‬‭62‬‭percent‬‭of‬‭all‬‭employment.‬‭Of‬‭these,‬‭75‬‭percent‬

‭reported‬‭that‬‭they‬‭had‬‭temporarily‬‭stopped‬‭operations‬‭during‬‭this‬‭time‬‭and‬‭then‬

‭attempted‬‭to‬‭resume‬‭by‬‭implementing‬‭strategies‬‭like‬‭reducing‬‭work‬‭hours‬‭to‬‭save‬‭jobs‬

‭and‬‭keep‬‭their‬‭businesses‬‭running.‬‭Thus,‬‭household‬‭spending‬‭levels‬‭will‬‭return‬‭to‬‭their‬

‭usual‬‭state‬‭sooner‬‭rather‬‭than‬‭later,‬‭opening‬‭the‬‭door‬‭for‬‭economic‬‭recovery,‬‭the‬‭sooner‬

‭MSMEs‬‭become‬‭fully‬‭operational‬‭and‬‭employment‬‭is‬‭restored.In‬‭fact,‬‭the‬‭epidemic‬‭has‬

‭brought‬‭about‬‭a‬‭complicated‬‭a‬‭circumstance‬‭that‬‭is‬‭proving‬‭to‬‭be‬‭incredibly‬‭difficult‬‭and‬

‭extremely‬‭difficult‬‭to‬‭regulate.‬‭However,‬‭there‬‭are‬‭growing‬‭chances‬‭to‬‭create‬‭a‬‭better‬

‭benchmark.‬‭An‬‭awareness‬‭of‬‭how‬‭these‬‭previous‬‭initiatives‬‭and‬‭programs‬‭can‬‭more‬
‭effectively‬‭organize‬‭and‬‭enable‬‭opportunities‬‭for‬‭businesses‬‭to‬‭succeed‬‭and‬‭take‬‭the‬

‭lead‬‭in‬‭the‬‭evolving‬‭workplace‬‭conditions‬‭and‬‭business‬‭operation‬‭examining‬‭ways‬‭to‬

‭improve‬‭tactics‬‭and‬‭improve‬‭procedures‬‭in‬‭place.‬

‭COMPARATIVE‬‭ANALYSIS‬

‭According‬‭to‬‭the‬‭study,‬‭the‬‭use‬‭of‬‭digital‬‭technologies‬‭such‬‭as‬

‭e-commerce,‬‭digital‬‭payments,‬‭a‬‭telemedicine‬‭and‬‭online‬‭education‬‭is‬‭growing‬‭in‬‭the‬

‭Philippines‬‭and‬‭has‬‭played‬‭a‬‭role‬‭in‬‭the‬‭execution‬‭of‬‭public‬‭services‬‭during‬‭the‬

‭pandemic,‬‭as‬‭well‬‭as‬‭in‬‭helping‬‭individuals,‬‭businesses,‬‭and‬‭the‬‭government‬‭deal‬‭with‬

‭social‬‭distancing‬‭measures‬‭and‬‭maintain‬‭business‬‭continuity.‬‭Enhancing‬‭the‬‭digital‬

‭infrastructure‬‭of‬‭the‬‭Philippines‬‭would‬‭bring‬‭about‬‭significant‬‭adjustments‬‭that‬‭will‬‭boost‬

‭the‬‭supply‬‭of‬‭programs‬‭and‬‭services,‬‭increase‬‭resilience‬‭to‬‭shocks,‬‭and‬‭open‬‭up‬‭new‬

‭economic‬‭prospects‬‭for‬‭all‬‭Filipinos.‬

‭Remote‬‭employment‬‭has‬‭had‬‭a‬‭major‬‭beneficial‬‭impact‬‭on‬‭the‬

‭Philippines,‬‭particularly‬‭in‬‭the‬‭wake‬‭of‬‭the‬‭COVID-19‬‭epidemic.‬‭This‬‭change‬‭is‬‭in‬

‭keeping‬‭with‬‭the‬‭proficiency‬‭with‬‭the‬‭technology‬‭labor‬‭force‬‭in‬‭the‬‭Philippines,‬‭where‬‭a‬

‭variety‬‭of‬‭industries‬‭have‬‭adopted‬‭online‬‭collaboration‬‭tools‬‭and‬‭digital‬‭technologies.‬

‭Because‬‭of‬‭this,‬‭a‬‭lot‬‭of‬‭companies‬‭in‬‭the‬‭nation‬‭have‬‭realized‬‭how‬‭effective‬‭remote‬
‭work‬‭can‬‭be‬‭in‬‭attraction‬‭and‬‭retention‬‭of‬‭top‬‭workers,‬‭particularly‬‭in‬‭fields‬‭where‬‭there‬

‭is‬‭a‬‭talent‬‭scarcity.The‬‭roles‬‭that‬‭are‬‭primarily‬‭in‬‭charge‬‭of‬‭regulating‬‭international‬

‭remote‬‭working‬‭initiatives‬‭are‬‭among‬‭the‬‭many‬‭ways‬‭that‬‭the‬‭governance‬‭models‬‭of‬‭this‬

‭type‬‭of‬‭work‬‭are‬‭changing.‬‭The‬‭results‬‭show‬‭that‬‭this‬‭duty‬‭increasingly‬‭relies‬‭on‬‭the‬‭HR‬

‭and‬‭Global‬‭Mobility‬‭departments‬‭as‬‭compared‬‭to‬‭our‬‭2022‬‭research.‬‭The‬‭continuous‬

‭administration‬‭of‬‭the‬‭programs‬‭is‬‭now‬‭less‬‭commonly‬‭the‬‭responsibility‬‭of‬‭fiscal‬

‭departments,‬‭who‬‭during‬‭the‬‭early‬‭waves‬‭of‬‭COVID-19‬‭associated‬‭remote‬‭working‬

‭regularly‬‭found‬‭themselves‬‭directly‬‭involved‬‭in‬‭the‬‭management‬‭of‬‭cases.‬

‭One‬‭of‬‭the‬‭nations‬‭most‬‭hit‬‭by‬‭the‬‭COVID-19‬‭epidemic‬‭was‬‭Italy,‬‭where‬‭at‬

‭least‬‭3‬‭million‬‭employees‬‭or‬‭roughly‬‭13%‬‭of‬‭the‬‭workforce‬‭began‬‭working‬‭remotely.‬‭Italy‬

‭had‬‭the‬‭lowest‬‭percentage‬‭of‬‭remote‬‭employment‬‭in‬‭Europe‬‭before‬‭the‬‭COVID-19‬

‭pandemic,‬‭but‬‭in‬‭a‬‭short‬‭amount‬‭of‬‭time,‬‭the‬‭country‬‭saw‬‭a‬‭sharp‬‭rise‬‭in‬‭this‬‭new‬‭type‬‭of‬

‭work‬‭without‬‭clear‬‭laws‬‭or‬‭appropriate‬‭regulations.‬‭Despite‬‭being‬‭based‬‭on‬‭Italian‬‭data,‬

‭policy‬‭makers‬‭in‬‭other‬‭developed‬‭nations‬‭may‬‭find‬‭our‬‭findings‬‭helpful‬‭in‬‭reconsidering‬

‭production‬‭methods‬‭and‬‭implementing‬‭a‬‭more‬‭consistent‬‭and‬‭extensive‬‭use‬‭of‬‭remote‬

‭work.(Enrico‬‭B,2022)‬

‭CHALLENGES‬‭AND‬‭OPPORTUNITIES‬
 ‭The‬‭macroeconomic‬‭and‬‭socioeconomic‬‭environment‬‭was‬‭difficult,‬‭as‬

‭seen‬‭by‬‭the‬‭economy's‬‭high‬‭but‬‭slowing‬‭growth,‬‭the‬‭possibility‬‭of‬‭struggling‬‭with‬‭debt,‬

‭the‬‭low‬‭mobilization‬‭of‬‭domestic‬‭resources,‬‭the‬‭high‬‭rates‬‭of‬‭inflation‬‭and‬

‭unemployment‬‭not‬‭to‬‭mention‬‭the‬‭difficulties‬‭faced‬‭by‬‭young‬‭people‬‭looking‬‭for‬‭work‬‭in‬

‭an‬‭environment‬‭with‬‭high‬‭levels‬‭of‬‭informality,‬‭low‬‭foreign‬‭exchange‬‭reserves,‬‭and‬

‭considerable‬‭pressure‬‭on‬‭the‬‭the‬‭amount‬‭of‬‭exchange‬‭rate.‬‭Enduring‬‭issues‬‭that‬‭could‬

‭now‬‭be‬‭discussed‬‭in‬‭a‬‭more‬‭transparent‬‭civic‬‭and‬‭political‬‭setting‬‭have‬‭caused‬‭social‬

‭discontent‬‭that‬‭has‬‭resulted‬‭in‬‭struggle,‬‭property‬‭destruction.‬

‭MSMEs‬‭contribute‬‭significantly‬‭to‬‭the‬‭nation's‬‭socio‬‭economic‬‭growth‬‭in‬

‭addition‬‭to‬‭being‬‭essential‬‭in‬‭creating‬‭jobs,‬‭particularly‬‭through‬‭their‬‭position‬‭as‬

‭facilitates‬‭in‬‭the‬‭transition‬‭to‬‭an‬‭industrial‬‭society.‬‭Among‬‭the‬‭many‬‭lessons‬‭this‬

‭epidemic‬‭has‬‭taught‬‭us‬‭is‬‭the‬‭necessity‬‭of‬‭modernizing‬‭the‬‭economy,‬‭which‬‭includes‬

‭examining‬‭the‬‭small‬‭business‬‭sector‬‭and‬‭determining‬‭the‬‭formal‬‭and‬‭informal‬‭sectors‬‭in‬

‭each‬‭country's‬‭sub-cities.‬‭Small‬‭companies‬‭themselves‬‭also‬‭have‬‭a‬‭role‬‭to‬‭play‬‭in‬‭this‬

‭process.‬‭Some‬‭companies‬‭have‬‭relocated‬‭to‬‭other‬‭branches‬‭by‬‭assessing‬‭local‬‭demand‬

‭even‬‭as‬‭an‬‭opportunity,‬‭such‬‭as‬‭those‬‭that‬‭have‬‭converted‬‭to‬‭producing‬‭sanitizers,‬‭face‬

‭masks,‬‭and‬‭other‬‭products,‬‭while‬‭others‬‭are‬‭taking‬‭precautions‬‭to‬‭protect‬‭their‬‭company‬

‭and‬‭put‬‭off‬‭their‬‭ambitions‬‭to‬‭develop.‬
 ‭Because‬‭of‬‭the‬‭scarcity‬‭of‬‭work‬‭possibilities‬‭in‬‭these‬‭kinds‬‭of‬‭difficult‬

‭times,‬‭new‬‭startup‬‭companies‬‭have‬‭a‬‭higher‬‭probability‬‭of‬‭surviving‬‭during‬‭crisis‬‭periods‬

‭than‬‭during‬‭growth‬‭years.‬‭Through‬‭the‬‭preservation‬‭of‬‭the‬‭flow‬‭of‬‭goods‬‭and‬‭services,‬

‭the‬‭restoration‬‭of‬‭the‬‭public‬‭confidence‬‭in‬‭other‬‭business‬‭owners‬‭and‬‭the‬‭community‬‭at‬

‭large,‬‭and‬‭the‬‭pursuit‬‭of‬‭new‬‭opportunities‬‭and‬‭new‬‭directions‬‭for‬‭their‬‭companies,‬

‭entrepreneurship‬‭activities‬‭could‬‭counteract‬‭the‬‭negative‬‭effects‬‭of‬‭crises.‬

‭RECOMMENDATION‬

‭This‬‭study‬‭made‬‭an‬‭effort‬‭to‬‭offer‬‭MSMEs‬‭broad‬‭action‬‭and‬‭policy‬

‭suggestions‬‭as‬‭well‬‭as‬‭targeted‬‭recommendations‬‭for‬‭MSMEs‬‭in‬‭the‬‭food‬‭processing‬

‭and‬‭manufacturing‬‭industry,‬‭all‬‭while‬‭taking‬‭resilience‬‭and‬‭gender-responsive‬‭recovery‬

‭into‬‭account.‬‭In‬‭order‬‭to‬‭guide‬‭the‬‭MSMEs'‬‭recovery‬‭and‬‭facilitate‬‭cooperation‬‭and‬

‭assistance‬‭among‬‭these‬‭economic‬‭heroes,‬‭it‬‭is‬‭envisaged‬‭that‬‭these‬‭would‬‭be‬

‭transformed‬‭into‬‭initiatives.‬‭While‬‭MSMEs‬‭recover‬‭from‬‭the‬‭effects‬‭of,‬‭any‬‭type‬‭of‬

‭assistance‬‭counts‬‭toward‬‭helping‬‭them‬‭develop‬‭resilience.‬‭COVID‬‭19‬‭and‬‭continue‬‭in‬

‭order‬‭to‬‭overcome‬‭this‬‭extraordinary‬‭obstacle.‬‭Giving‬‭rewards‬‭and‬‭assistance‬‭in‬‭the‬

‭Bayanihan‬‭Act‬‭sequence.Going‬‭on,‬‭it‬‭could‬‭require‬‭deliberate‬‭effort‬‭to‬‭avoid‬‭fostering‬

‭constructive‬‭projects,‬‭particularly‬‭individuals‬‭who‬‭have‬‭the‬‭potential‬‭to‬‭create‬‭jobs‬

‭locally‬‭various‬‭sources‬‭of‬‭income.‬‭The‬‭third‬‭stage‬‭of‬‭the‬‭The‬‭National‬‭Action‬‭Plan‬‭of‬‭the‬
‭government‬‭against‬‭COVID-19‬‭released‬‭in‬‭the‬‭latter‬‭part‬‭of‬‭2020‬‭offers‬‭a‬‭framework‬‭for‬

‭operations‬‭to‬‭address‬‭the‬‭pandemic's‬‭effects.‬‭This‬‭final‬‭stage‬‭is‬‭primarily‬‭concerned‬

‭with‬‭preserving‬‭public‬‭health‬‭and‬‭safety‬‭while‬‭promoting‬‭economic‬‭recovery,‬‭and‬‭it‬‭is‬

‭supposed‬‭to‬‭make‬‭it‬‭easier‬‭for‬‭the‬‭economy‬‭to‬‭gradually‬‭reopen.‬‭The‬‭ensuing‬‭policy‬

‭and‬‭program‬‭for‬‭food‬‭security‬‭and‬‭resilience‬‭should‬‭contain‬‭suggestions‬‭specific‬‭to‬‭the‬

‭whole‬‭agrifood‬‭sector,‬‭which‬‭includes‬‭food‬‭manufacturing,‬‭and‬‭that‬‭may‬‭be‬

‭implemented‬‭at‬‭the‬‭local‬‭level‬‭to‬‭assist‬‭MSMEs'‬‭ongoing‬‭operations‬‭and‬‭production‬

‭capacity.A‬‭window‬‭of‬‭opportunity‬‭opens‬‭up‬‭to‬‭boost‬‭the‬‭importance‬‭and‬‭knowledge‬‭of‬

‭green‬‭activities‬‭amongMSMEs.‬‭Green‬‭projects‬‭have‬‭been‬‭positioned‬‭as‬‭a‬‭method‬‭of‬

‭adhering‬‭to‬‭environmental‬‭guidelines‬‭without‬‭having‬‭a‬‭negative‬‭impact‬‭on‬‭the‬

‭operations‬‭or‬‭profits‬‭of‬‭businesses.‬‭Recent‬‭methods‬‭have‬‭demonstrated‬‭that‬‭green‬

‭efforts,‬‭namely‬‭those‬‭pertaining‬‭to‬‭eco-efficiency,‬‭the‬‭effective‬‭use‬‭of‬‭production‬‭inputs‬

‭including‬‭energy,‬‭water,‬‭and‬‭raw‬‭materials‬‭can‬‭serve‬‭as‬‭an‬‭operational‬‭strategy‬‭to‬‭boost‬

‭productivity.‬‭Employee‬‭well-being‬‭and‬‭protection‬‭are‬‭enhanced‬‭in‬‭work‬‭environments‬

‭that‬‭prioritize‬‭environmental‬‭sustainability‬‭in‬‭their‬‭operations,‬‭as‬‭well‬‭as‬‭in‬‭the‬

‭communities‬‭they‬‭serve.‬‭A‬‭business's‬‭total‬‭resilience‬‭is‬‭enhanced‬‭by‬‭the‬‭good‬‭effects‬‭of‬

‭green‬‭initiatives‬‭on‬‭people,‬‭business‬‭processes,‬‭and‬‭the‬‭enterprise‬‭as‬‭a‬

‭whole(UNIDO,2021).‬
‭CONCLUSION‬

‭In‬‭conclusion‬‭COVID‬‭-‬‭19‬‭pandemic‬‭has‬‭a‬‭big‬‭impact‬‭all‬‭over‬‭the‬‭world‬‭not‬

‭just‬‭in‬‭our‬‭health‬‭and‬‭environment‬‭that‬‭takes‬‭a‬‭lot‬‭of‬‭lives‬‭of‬‭many‬‭people‬‭but‬‭also‬‭in‬‭our‬

‭economy.‬‭There‬‭are‬‭a‬‭lot‬‭of‬‭businesses‬‭and‬‭companies‬‭forced‬‭to‬‭close‬‭their‬‭enterprise‬

‭because‬‭of‬‭big‬‭losses‬‭and‬‭avoid‬‭more‬‭losses‬‭in‬‭the‬‭long‬‭run‬‭or‬‭period‬‭of‬‭time.‬‭Many‬

‭firms‬‭found‬‭it‬‭difficult‬‭to‬‭keep‬‭up‬‭with‬‭the‬‭fast‬‭advancements‬‭in‬‭technology‬‭until‬‭the‬

‭COVID-19‬‭crisis.‬‭Since‬‭the‬‭epidemic‬‭started,‬‭the‬‭struggle‬‭has‬‭been‬‭more‬‭difficult,‬‭and‬

‭individuals‬‭are‬‭beginning‬‭to‬‭consider‬‭their‬‭futures‬‭in‬‭both‬‭work‬‭and‬‭life‬‭more‬‭and‬‭more.‬

‭Besides‬‭being‬‭crucial‬‭for‬‭employment‬‭creation,‬‭MSMEs‬‭provide‬‭a‬‭substantial‬

‭contribution‬‭to‬‭the‬‭economic‬‭progress‬‭of‬‭the‬‭country,‬‭especially‬‭because‬‭of‬‭their‬‭role‬‭as‬

‭enablers‬‭in‬‭the‬‭shift‬‭to‬‭an‬‭industrial‬‭society.‬‭There‬‭are‬‭some‬‭companies‬‭that‬‭offer‬‭a‬

‭lower‬‭wages‬‭for‬‭staff‬‭members,‬‭a‬‭reduction‬‭in‬‭headcount,‬‭lower‬‭revenue‬‭and‬‭other‬

‭financial‬‭problems,‬‭longer‬‭collection‬‭periods,‬‭logistical‬‭challenges,‬‭canceled‬‭or‬‭delayed‬

‭projects,‬‭messed‬‭up‬‭supply‬‭chains,‬‭and‬‭trouble‬‭hiring‬‭workers,‬‭among‬‭other‬‭problems‬

‭to‬‭maintain‬‭the‬‭business‬‭stability.‬
‭LIMITATIONS‬

‭Like‬‭other‬‭research‬‭studies,‬‭this‬‭study‬‭has‬‭some‬‭limitations‬‭and‬

‭weaknesses‬‭such‬‭as‬‭the‬‭percentage‬‭of‬‭all‬‭the‬‭businesses‬‭and‬‭enterprises‬‭in‬‭the‬

‭Philippines‬‭that‬‭were‬‭forced‬‭to‬‭close‬‭because‬‭of‬‭the‬‭COVID-19‬‭pandemic.‬ ‭Due‬‭to‬‭some‬

‭issues‬‭I‬‭can‬‭not‬‭conduct‬‭surveys‬‭from‬‭different‬‭people‬‭and‬‭enterprises‬‭or‬‭companies‬

‭but‬‭with‬‭the‬‭help‬‭of‬‭different‬‭types‬‭of‬‭reliable‬‭sites‬‭I‬‭used‬‭their‬‭study‬‭to‬‭prove‬‭that‬‭this‬

‭study‬‭is‬‭also‬‭reliable‬‭and‬‭helpful.‬‭This‬‭study‬‭focuses‬‭more‬‭on‬‭local‬‭studies‬‭since‬‭this‬

‭research‬‭is‬‭all‬‭about‬‭inside‬‭the‬‭Philippines.‬‭highlighting‬‭that‬‭it‬‭only‬‭included‬‭secondary‬

‭data‬‭since,‬‭during‬‭this‬‭epidemic,‬‭it‬‭is‬‭challenging‬‭to‬‭obtain‬‭empirical‬‭or‬‭primary‬‭evidence‬

‭directly‬‭from‬‭businesses;‬‭it‬‭was‬‭preferable‬‭to‬‭include‬‭primary‬‭data.‬‭Additionally,‬‭it‬‭was‬

‭challenging‬‭to‬‭find‬‭additional‬‭relevant‬‭material‬‭for‬‭evaluation‬‭because‬‭COVID-19‬‭is‬‭a‬

‭relatively‬‭new‬‭pandemic.‬‭The‬‭selected‬‭research‬‭methodology‬‭did‬‭not‬‭allow‬‭for‬‭the‬

‭inclusion‬‭of‬‭all‬‭existing‬‭business‬‭and‬‭management‬‭studies‬‭on‬‭digital‬‭transformation.‬‭As‬

‭a‬‭consequence,‬‭the‬‭results‬‭showcase‬‭the‬‭current‬‭state‬‭of‬‭the‬‭field‬‭at‬‭a‬‭particular‬‭point‬‭in‬

‭time‬‭and‬‭it‬‭would‬‭be‬‭helpful‬‭to‬‭expand‬‭the‬‭study‬‭to‬‭include‬‭other‬‭topics‬‭that‬‭the‬‭present‬

‭study‬‭did‬‭not‬‭particularly‬‭relate‬‭to.‬
‭DEFINITION‬‭OF‬‭TERMS‬

‭Resilience‬‭-The‬‭ability‬‭to‬‭endure‬‭or‬‭return‬‭back‬‭rapidly‬‭from‬‭challenges‬‭or‬‭crises.‬

‭Macroeconomic‬‭-‬‭The‬‭area‬‭of‬‭economics‬‭that‬‭studies‬‭how‬‭the‬‭whole,‬‭or‬‭aggregate,‬

‭economy‬‭is‬‭structured,‬‭operates,‬‭behaves,‬‭and‬‭makes‬‭decisions‬

‭Scarcity‬‭-‬‭terminology‬‭used‬‭to‬‭describe‬‭the‬‭discrepancy‬‭between‬‭the‬‭hypothetical‬

‭demands‬‭of‬‭people‬‭for‬‭limited‬‭materials‬‭and‬‭their‬‭actual‬‭availability.‬

‭Digitalization‬‭-‬‭Modify‬‭an‬‭existing‬‭system,‬‭procedure,‬‭etc.‬‭to‬‭run‬‭online‬‭and‬‭on‬

‭computers.‬

‭Enterprise‬‭-‬‭The‬‭business‬‭or‬‭activity‬‭of‬‭the‬‭economy‬

‭Pandemic‬‭-‬‭A‬‭common‬‭infectious‬‭illness‬‭outbreak‬‭that‬‭affects‬‭a‬‭whole‬‭the‬‭country‬‭or‬

‭worldwide‬‭at‬‭a‬‭specific‬‭moment.‬
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‭ub‬

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