Longevity of Microenterprises Among Selected

Municipalities in 4th District of Camarines Sur

Breis, Princess Mae D.

Briguel, Venessa Kimberly A.
Cano, Princess
Galias, Yascel Ann O.
Lanusga, Trexie S.
Luceña, Hyacinth L.
Pascua, Louie Jay S.
Tañada, Alexa Mae R.
Zambrano, Christines Faith B.

Submitted to the Faculty of the Senior High School

Department of Shepherdville College in partial
requirements in Practical Research I and II
ACCOUNTANCY, BUSINESS, and MANAGEMENT

January 2024
 APPROVAL SHEET
The research entitled “Longevity of
Microenterprises Among Selected Municipalities in 4th
District of Camarines Sur”, prepared and submitted by
BREIS, PRINCESS MAE D.; BRIGUEL, VENESSA KIMBERLY A.;
CANO, PRINCESS; GALIAS, YASCEL ANN O.; LANUSGA, TREXIE
S.; LUCEÑA, HYACINTH L.; PASCUA, LOUIE JAY S.; TAÑADA,
ALEXA MAE R.; ZAMBRANO, CHRISTINE FAITH B. in partial
fulfillment of the requirements in Practical Research I
and II has been examined and hereby recommended for
approval and acceptance.
JEAN ANN P. LEE, LPT
Research Adviser

Approved by the committee on oral examination

MENARD JONAS B. MESOGA, LPT

Chairman

ELOISA O. LEUS, LPT RHENNA ELLEN S. BELGADO, LPT

Member Member

REDENTOR D. SEGUENZA, LPT

Member

Accepted in partial fulfillment of the requirements for

the degree of Senior High School

REDENTOR D. SEGUENZA, LPT MENARD JONAS B. MESOGA, LPT

SHS Coordinator Basic Education Principal

2
 ACKNOWLEDGEMENT

The researchers would like to extend their grateful

acknowledgement and recognition to the following
individuals who helped them in making this study
possible.

Ms. Jean Ann P. lee, for the continuous support,

patience, motivation, enthusiasm, tremendous mentoring
and immense knowledge. Her guidance helped us throughout
the research and writing of this work. We could not have
imagined having a better advisor and mentor for our
research. Her advice both on our research as well as on
our career have been invaluable.

Mr. Menard Jonas B. Mesoga, for his valuable

insights and support throughout our research journey. His
dee knowledge expertise, and passion for teaching have
been instrumental in shaping our understanding towards
the research. We are truly grateful for his commitment to
our learning and providing guidance and assistance
whenever we needed.

Lastly, to the other teachers, who have been

similarly encouraging, have our sincere gratitude. Their
tenacity motivated us to carry on and finish what we had
started.

3
 TABLE OF CONTENTS
TITLE PAGE
Title Page…………………………………………………………………………………………………….1
Approval Sheet………………………………………………………………………………………….2
Acknowledgement……………………………………………………………………………………….3
Table of Contents………………………………………………………………………………….4
Abstract………………………………………………………………………………………………………….5
I. Introduction…………………………………………………………………………….6
a. Statement of the Problem……………………………………….8
b. Objectives of the Study………………………………………….9
c. Significance of the Study…………………………………….9
d. Scope and Delimitation…………………………………………….11
II. Review of Related Literature…………………………………….12
a. Review of Related Studies……………………………………… 22
b. Theoretical Framework………………………………………………….25
c. Conceptual Framework…………………………………………………… 27
d. Assumption of the Study…………………………………………….28
e. Definition of Terms……………………………………………………….28
III. Research Methodology……………………………………………………………30
a. Research Design………………………………………………………………….30
b. Locale………………………………………………………………………………………….30
c. Respondents of the Study………………………………………….30
d. Research Instrument……………………………………………………….31
e. Data Gathering Procedure………………………………………….31
f. Statistical Treatment………………………………………………..32
IV. Results and Discussion…………………………………………………….33
V. Summary, Conclusion and Recommendations…………50
a.Recomendations…………………………………………………………………….56
References…………………………………………………………………………………………………………60
Appendices
a. Curriculum Vitae………………………………………………………………………….63

4
 ABSTRACT

The research paper titled "Longevity of

Microenterprises Among Selected Municipalities in 4th
District of Camarines Sur" aims to examine the longevity
of microenterprises in the selected municipalities of
Tigaon, Sagñay, and Goa in the 4th district of Camarines
Sur, Philippines. The study utilized both quantitative
and qualitative approaches, conducting a survey to
accumulate and analyze information from the
questionnaires given to the owners of microenterprises.
The study found that the behavior of the owner, marketing
strategies, products, and type of business have
contributions to the longevity of the microenterprises.
The research also identified benefits of microenterprises
in the selected municipalities and suggested strategies
to enhance the longevity of microenterprises.
This study is significant to microenterprise
owners, consumers, communities, LGUs, future business
owners, and future researchers. The theoretical framework
used in the study is Penrose's Resource-Based Theory and
Spencer's Survival-Based Theory, which provide insights
into the factors that affect the longevity of
microenterprises. The conceptual framework used in the
study is the PC model or criterion model, which assesses
and relates the influence between two variables. The
independent variables are the behavior of the owner,
marketing strategies, products, and type of business,
while the dependent variable is the longevity of
microenterprises. The study assumes that the behavior of
the owner, marketing strategies, products, and type of
business have contributions to the longevity of the
microenterprises, and there are benefits of
microenterprises in the selected municipalities, and
there are suggested strategies to enhance the longevity
of microenterprises.
Overall, the study provides insights into the
factors that affect the longevity of microenterprises in
the selected municipalities of the 4th district of
Camarines Sur and suggests strategies to enhance their
longevity.

5
 CHAPTER I
THE PROBLEM AND ITS BACKGROUND

INTRODUCTION
Microenterprises are small businesses who are

operating on a small scale. It only employs fewer than 10

people and has only limited capital. Even though

microenterprises operate on a small scale, they still

provide jobs, goods, and services to individuals, that is

why they also play an important role in the economy.

On the other hand, longevity in business is the

capacity of a business to endure and prosper over an

extended period of time. Strong leadership, wise

financial management, and adaptive business strategy are

just a few of the factors that affect the longevity of a

business.

According to Natabaalo (2023), there are

approximately 196 million microenterprises worldwide.

Which indicates that there are plenty of microenterprises

globally. Microenterprises along with the small, and

medium enterprises play a critical role in the expansion

and improvement of a nation's economy. They are a

significant driver of innovation, job creation, and

6
economic expansion (Taib, 2023). Particularly in

developing nations like the Philippines, the rapid growth

of businesses in sectors like microenterprises has a

significant economic impact.

Moreover, the Philippines is a country where

plenty of microenterprises operate. According to the

Department of Trade and Industry (DTI) in 2022, the

Philippine Statistics Authority (PSA) reported 1,109,684

business enterprises as functioning in the nation in its

2022 List of Establishments (LE). Of these,

microenterprises constitute 90.49% (1,004,195). These

types of businesses are mostly found in urban areas like

the streets, and along the highways, and are even found

in rural areas where only little number of individual

lives. The primary goal of most of these businesses is to

gain profit or income and make it their primary source of

livelihood. Plenty of microenterprise owners mostly rely

on the income they gain from their business to meet the

needs of their families.

However, microenterprises have a higher rate of

failure than other types of businesses and are more

likely to only operate for a short period. According to

Taib (2023), Microenterprises frequently encounter major

obstacles that can limit their success or, worse, cause

them to close. According to Wu (2010:2371), a

7
comprehensive understanding will reveal that a business

failure can be caused by the acts of stakeholders and the

events occurring in the external environment. It is a

destructive event that not only wipes out the benefits of

stakeholders but also harms the growth of the economy and

society.

Additionally, in the locality of Camarines Sur,

even though it is evident that there are plenty of

operating microenterprises across the province, there are

still very little number of studies about them especially

their longevity. In response, researchers from

Shepherdville College decided to conduct research on the

longevity of microenterprises among selected

municipalities of the 4th District of Camarines Sur.

The purpose of this study is to determine how

different factors contribute to the longevity of

microenterprises such as the behavior of the owner, and

marketing strategies. products, and type of business.

STATEMENT OF THE PROBLEM

This study aims to examine the longevity of the
microenterprises among selected municipalities in the 4th
district of Camarines Sur.
More specifically, this study aims to provide

answers to the following questions:

8
 1. How do the following factors contribute to the

longevity of the microenterprises in terms of;

a. behavior of the owner;

b. marketing strategies;

c. products; and

d. type of business?

2. What are the benefits of microenterprises in the

selected municipalities?

3. What are the suggested strategies to enhance the

longevity of microenterprises?

OBJECTIVES OF THE STUDY

The following are the objectives of the study:

1. to determine how the behavior of the owner,

marketing strategies, products, and type of business

contribute to the longevity of microenterprises;

2. to determine the benefits of microenterprises in the

selected municipalities; and

3. to suggest strategies to enhance the longevity of

microenterprises.

SIGNIFICANCE OF THE STUDY

This study is deemed beneficial to the following:

9
Microenterprise Owners - The respondents of this study

are the owners of the Micro-Enterprise business. The

result of this study will help the owners to be aware of

how to manage their business in the long term. Moreover,

this study will be their guide in helping them on how to

manage a long-term business.

Consumer- This study will be useful to the consumer to

identify the most trustworthy business enterprise.

Community- This study will help the community identify

how different factors affect and contribute to the

longevity of microenterprises in their community.

LGUs/ Other Institutions- This study will benefit the

LGUs and other Institutions to determine ways on how they

can help the microenterprises in terms of their

longevity.

Future Business Owners- This study will help the future

business owners to have knowledge and be their guide to

starting or opening a business. It will help them manage

their business properly and they know the strategies on

how they will keep their business in a long period of

time. they know how to handle the business problems they

will encounter.

Future Researchers - The future researcher will benefit

from the study because this will serve as a guide or

10
source for them as a useful reference for any future

related studies.

SCOPE AND DELIMITATION

The main focus of this study is to examine the

longevity of micro-enterprises among selected

municipalities in the 4th district of Camarines Sur

namely; Tigaon, Sagñay, and Goa only, and will no longer

include the other municipalities because of the

researchers locality.

Furthermore, this study will only focus on the

longevity of micro-enterprises and how the following

factors contribute to their life span such as behavior of

the owner, marketing strategies, products, and type of

business, and will no longer explore on other parameters.

11
 CHAPTER II
REVIEW OF RELATED LITERATURE

Behavior of the owner

The longevity of microenterprises can be greatly

influenced by the actions of their proprietors.

Innovation, optimism, and competitiveness are some of the

entrepreneurial traits that affect the business

resilience of micro, small, and medium-sized firms

(MSMEs) in the Philippines, according to a study by

Moreno (2021). These characteristics can secure the long-

term existence of their companies and assist owners in

overcoming obstacles in the market and calamities. A few

variables that may impact the owners' actions include

their character, sex, upbringing, leadership abilities,

and level of education. An individual with a strong sense

of control over their own future, an optimistic attitude,

and a high demand for achievement, for instance, may be

more likely to engage in entrepreneurial behaviors than

someone without these traits. The external environment,

which includes opportunities, resources, and support, may

also have an impact on the owners. The Department of

Trade and Industry (DTI) of the Philippines, for example,

has developed the 7Ms framework, which tries to help

MSMEs with mindset, mastery, mentoring, money, machine,

12
market, and models. These can help the owners develop

their skills, access financing, acquire technology,

expand their market, and adopt best practices. As a

result, rather than being static, the behaviors of owners

of micro-enterprises are dynamic and flexible in response

to shifting conditions. The owners can extend the life of

their micro enterprises in the typical smaller business

by developing the entrepreneurial traits that strengthen

their business resilience.

Marketing Strategies

The plans and activities a company uses to

accomplish its marketing goals, like boosting sales,

customer happiness, and market share, are known as

marketing strategies. Micro enterprises are small

organizations with less than ten employees and minimal

capitalization that depend on marketing methods to

succeed. In the competitive and unpredictable business

world, micro-enterprises must overcome a variety of

obstacles, including few resources, weak negotiating

positions, difficulty obtaining funding, and regulatory

restrictions. For this reason, in order to endure and

expand, they must implement creative and successful

marketing techniques.

13
 Several studies have examined the effects of

marketing strategies on the performance of micro

enterprises in different contexts and sectors. Affandi et

al. (2020) investigated the optimization of MSMEs'

empowerment in the face of global market rivalry during

the COVID-19 pandemic. They discovered that in order to

reach a wider audience and boost sales, MSMEs must

implement digital marketing, social media marketing, and

e-commerce platforms. Aladejebi (2020) examined the

COVID-19 crisis's effects and small enterprises' survival

tactics in Nigeria. In order to draw in and keep

customers, he advised small firms to implement customer-

focused methods including free delivery, loyalty plans,

discounts, and high-quality customer service. In order to

deal with the epidemic, he also suggested small firms

expand their product offerings, cut expenses, and work

with other companies.

Some studies have also focused on specific aspects

of marketing strategies, such as product, price, place,

and promotion. Tabinas and Paradero (2022) assessed

MSMEs' business strategies in Bato, Leyte, Philippines,

in response to the COVID-19 epidemic. They discovered

that the primary business tactics used by MSMEs included

adhering to health regulations, looking for suppliers in

neighboring cities, looking for alternate sources,

14
raising the cost of the goods they offered, and local

outsourcing. Additionally, they discovered that age and

pandemic susceptibility played a big role on how

corporate strategies were carried out. According to

Ahmed et al. (2020) discussed the role of family in the

care economy as a result of the COVID-19 pandemic

spillovers. They argued that family businesses should

adopt a social marketing strategy that emphasizes the

social and emotional benefits of their products and

services, such as health, safety, comfort, and happiness.

They also suggested that family businesses should

leverage their family values, culture, and reputation to

create a competitive advantage.

Additionally, a few studies have looked into the

variables and procedures that affect micro enterprises'

strategic marketing decision-making. Ong and Tan (2019)

conducted an analysis of the strategic marketing choices

made by a micro-enterprise in the Philippines that

manufactures and markets organic rice. They examined the

internal and external elements influencing the micro

enterprise's marketing decisions using Hunt's (2015)

strategic marketing decision-making model. It was

discovered that the micro enterprise employed a blend of

standardization and adaptability tactics to cater to the

requirements and inclinations of its customers.

15
 Moreover, some studies have investigated the

process and factors that influence the strateguc

marketing decision making of micro enterprises. The

strategic marketing choices made by a micro-enterprise in

the Philippines that manufactures and markets organic

rice were investigated by Ong and Tan (2019). They

examined the internal and external elements influencing

the micro enterprise's marketing decisions using Hunt's

(2015) strategic marketing decision-making model. It was

discovered that the micro firm employed a blend of

standardization and adaption tactics to cater to the

requirements and inclinations of its clientele. They also

discovered that the microbusiness faced a number of

difficulties, including the existence of rivals and

alternatives as well as a lack of funding, market

knowledge, and marketing expertise. According to Ong and

Tan (2019), the microbusiness should enhance its product

quality, pricing, distribution, and promotion in addition

to its marketing research, planning, and assessment.

To summarize, extant literature indicates that

marketing strategies play a crucial role in the longevity

of micro enterprises. They aid in the identification and

fulfilment of customers, the development and

dissemination of value propositions, adaptation to

dynamic market conditions, and the augmentation of

16
innovation and competitiveness. The research also shows

that micro enterprises must overcome numerous obstacles

and limitations in order to execute creative and

successful marketing plans, including a lack of funding,

regulatory impediments, poor negotiating power, and

resource limitations. Consequently, more investigation is

required to determine the most effective strategies and

fixes for micro enterprises to get beyond these obstacles

and enhance their marketing output.

Products

For an economy to function, microenterprises'

longevity is essential. Several elements were found to be

essential for any business firm to survive for an

extended period of time in a study on the characteristics

that support the lifespan of commercial organizations.

These elements consist of organizational structure,

resources, strategy, organizational culture, and

inventive capacity.

A company's ability to be innovative leads to the

creation of new and improved strategies for surviving the

always-shifting environment. Products that are creative

can help microenterprises stand out from the competition

and draw in more business. A microenterprise selling

17
handcrafted goods, for instance, can combine cutting-edge

materials and designs to produce one-of-a-kind goods that

clients cannot find anywhere else. In a congested market,

this can help the micro-enterprises stand out and draw in

more clients.

A further element that prolongs the life of

commercial organizations is the organizational structure.

Products that make it easier for microenterprises to run

their operations can be beneficial. A point-of-sale

system, for instance, can be used by a microenterprise

selling food to track sales and inventories. This can

assist the microbusiness in tracking sales, cutting down

on waste, and improving the selection of things it

offers.

The lifetime of business ventures is contingent

upon the availability of resources. Products that

facilitate microenterprises' access to resources can help

them develop and prosper. A microenterprise in need of

funding, for instance, can obtain capital through

microfinance services. This can support the

microenterprise's efforts to grow, add new jobs, and

invest in new goods.

The organization's culture is another element that

influences how long businesses survive. Products that

assist microenterprises in creating a solid culture that

18
upholds their objectives and core values can be

beneficial. A microenterprise that prioritizes

sustainability, for instance, can show its dedication to

the environment by using eco-friendly goods and

packaging. By doing this, the micro-enterprise may be

able to draw in clients who appreciate its principles and

cultivate loyal customers.

The last element that affects how long businesses

survive is their strategy. Products that assist

microenterprises in creating and implementing a strategy

in line with their objectives and core values can be

beneficial. For instance, a microenterprise looking to

grow can use tools for market research to find new

prospects and create a strategy for breaking into new

markets. It's essential for micro-enterprises to have a

high-quality product that draws clients and makes money.

It implies that improved working capital management and

financing are vital to the long-term viability of

microenterprises and small businesses.

In conclusion, resources, organizational

structures, culture, strategy, and innovative goods are

all critical elements that affect how long

microenterprises survive. Microenterprises can boost

their chances of success and have a positive economic

impact by employing items that support these qualities.

19
Type of Business

This systematic literature review was conducted to

examine the growth constraints affecting micro-businesses

(i.e. businesses with less than 10 employees) and how

they are distinct from larger SMEs (i.e. businesses with

10-249 employees). The aim is to distill how the

experiences of micro-businesses differ from those of

larger SMEs. Therefore the paper contributes to the

micro-business literature and advances the understanding

in relation to growth challenges. An important

clarification must be made: the paper does not assert

that all micro-businesses should grow, that it is

desirable for all micro-businesses to grow, or that it is

the natural tendency of all businesses to grow. Rather

the paper aims to provide an understanding of the factors

that enable and constrain micro-business growth. It goes

beyond providing a simple synthesis of the literature by

developing critical insights to identify new directions

for research and implications for policy. Furthermore, a

distinction must be made between different types of

growth. Gibb (2000) notes the difficulty of defining the

notion of business growth and identifies nine types of

growth, including historical growth, businesses with

potential, businesses wishing or having the ambition to

20
grow, and businesses actively seeking assistance. To

these can be added turnover, employment, and

profitability types of growth which are investigated in

the papers reviewed.

The studies reviewed used various definitions of

micro-businesses, which varied with the country in which

the research was conducted and with the existing legal

framework. This paper uses the OECD (2005) definitions:

businesses with 0-9 employees are microbusinesses those

with 10-49 employees are small businesses, and those

employing between 50 and 249 people are medium-sized

businesses. Therefore the review distinguishes

microbusinesses in the evidence reported in the studies

according to the above definitions. Similarly, multiple

terms are used to refer to an individual who starts and

runs a business, including the owner, owner-manager,

entrepreneur, nascent or aspirant entrepreneur, and

founder. To ensure consistency and clarity, this paper

uses one term as a proxy for the broad range of

definitions namely owner-manager entrepreneur (OME).

The business environment encloses the activity of

businesses, influencing the extent to which OMEs can

pursue their ambitions, and can therefore create an

additional layer of constraints through elements external

to the business. Business growth requires both a

21
supportive business environment and OMEs to perceive the

business environment positively (Morrison et al., 2003).

However, factors such as the state of the economy,

dynamism, hostility, competition, and demand, which are

outside OMEs’ control, can constrain growth regardless of

the level of ambition and capabilities and can even

suppress growth ambition (Lee, 2014; Perren, 1999; 2000;

Wiklund et al., 2009), often influencing whether micro-

businesses remain very small or grow significantly

(Johnson et al., 1999). As a business grows, the business

environment becomes increasingly important as shown by

Scott and Bruce’s (1987) small business growth model

where each growth stage is preceded by a crisis, most

likely of an external nature (competition, information

needs, the complexity of moving into new markets,

external focus need).

Furthermore, the institutional environment can

constrain business growth if it fails to create the

conditions that enable growth-oriented OMEs to pursue

their ambitions. Some of the most problematic issues are

access to resources - particularly finance - and business

support (Fielden et al, 2000; Greenbank, 2000a; Lee,

2014; Perren, 1999). Resources can increase survival

chances and subsequent growth (Coad et al., 2013), and

22
therefore access to adequate resources is vital for

micro-businesses.

REVIEW OF RELATED STUDIES

Foreign Studies

This study "Growth of micro and small scale

enterprises and its driving factors: empirical evidence

from entrepreneurs in emerging region of Ethiopia" by

Hayelom Abrha Meressa (2020). Examine the micro and small

Enterprises growth determinants operating in Benishangul-

Gumuz Regional State of Ethiopia as an emerging region.

The sample of this study was 220 enterprises determined

by Yamane’s formula and selected using a proportional

stratified random sampling technique. The result of

regression analysis revealed that initial investment,

access to land, access to finance, location, sectoral

engagement, market linkage, and business experience are

significant in explaining growth on one hand. On the

other side, however, gender, education, ownership, formal

recording, and financial management practice are found to

be insignificant variables in determining enterprises’

growth. The study might help the entrepreneurs in

addressing the factors affecting growth to take actions

toward developing their performance and in turn

23
contribute to employment, export participation, poverty

alleviation, and women empowerment. This paper adds to

the literature on the determinants of micro- and small-

scale enterprises’ growth.

The above backdrop suggests at least three reasons

why additional research in the area of MSSEs is needed in

the context of Ethiopia in general and Benishangul-Gumuz

in particular as a developing region.

In the existing literature on micro and small

businesses, many empirical studies have been conducted on

enterprises’ growth determinants, covering various scopes

using different sample firms and methods globally. To

identify the most commonly used variables as growth

determinants, a concentrated and careful systematic

review of the literature was carried out on relatively

recent empirical studies. Accordingly, the author

reviewed studies conducted by Victoria et al. 2011;

Tefera et al. 2013; Emmanuel et al. 2013; Assefa et al.

2014; Abay et al. 2014; Nganda et al. 2014; Aynadis and

Mohammednur 2014; Debelo et al. 2015; Nathan et al. 2015;

Wolde and Geta 2015; Nathan et al. 2015; Fissiha 2016;

Alemayehu and Gecho 2016; Tarfasa et al. 2016; Leza et

al. 2016; Kahando et al. 2017 randomly. Fourteen

frequently used variables namely initial investment,

24
enterprises’ location, access to land, business

experience, gender of owner, enterprises’ sectoral

engagement, motivation, education, market linkage,

technology adoption, access to finance, record keeping,

ownership structure, and financial management practice

were collected from the studies.

The study of Taj Hassan, et al. (2021), “The Role

of Micro Enterprises in Employment and Income Generation:

A Case Study of Timergara City Dir (L) Pakistan” states

that Micro Enterprises play an important role in

employment creation and income generation. These provide

an income generation for those low-income groups. Based

on the major findings a number of policy recommendations

are drawn. Among these access to credit, price control,

government check, and the provision of energy is very

important for the development of these micro enterprises.

The result of this study shows that micro and small

enterprises in employment creation and income generation

are increasingly recognized and have become a major

playing field for policymakers. Also, the government of

Pakistan states that SMEs are one of the four important

drivers of growth for the Pakistan economy.

THEORETICAL FRAMEWORK

25
 According to Penrose’s Resource-Based Theory, the

major factors that determine a business's longevity and

competitive advantage are its resources and competencies.

To become more competitive and increase their chances of

surviving and growing, microenterprises need to recognize

and take advantage of their internal resources and

capabilities. Microenterprises can use their expertise to

create innovative products and services that meet

shifting consumer needs. They can also concentrate on

their intangible resources, such as their knowledge and

skill in order to enhance their competitiveness, their

chances of survival, and longevity.

On the other hand, Spencer’s Survival-Based Theory

highlights the necessity of microenterprises' constant

adaptation to their competitive environment in order to

thrive. For microenterprises to thrive and stay

competitive, they need to be adept at adjusting to the

always-shifting environment. By employing survival

strategies, microenterprises can improve their chances of

survival and longevity. For microenterprises to survive

and stay competitive, they need to be efficient at

adjusting to the ever-changing environment.

Microenterprises can increase their chances of survival

and longevity by using survival tactics such as specific

behavioral and psychological measures that people or

26
businesses frequently take to minimize stressful

situations or get through difficult times. These tactics

can aid microenterprises in managing their finances

better, adjusting to market fluctuations, and increasing

their odds of surviving and growing.

These theories can provide insights into the

factors that affect the longevity of microenterprises in

the selected municipalities in the 4th district of

Camarines Sur and suggest that microenterprises must

identify and leverage their internal resources and

capabilities to improve their competitiveness and enhance

their chances of survival and longevity.

CONCEPTUAL FRAMEWORK

Independent Variables

Dependent Variable
 Behavior of the
Owner Benefits of
 Marketing Strategies Microenterprises
 Products  Longevity of
 Type of Business MIcroenterprises

Suggested Strategies to
Enhance Longevity

Figure 1: Conceptual framework

27
 The model used in the conceptual framework is the PC
model or criterion model. It was used for this study to
determine the relationship or impact of the predictor on
the criterion by assessing and relating the influence
between two variables.
The independent variables which are: The behavior of
the owner, marketing strategies, product, and the type of
business affects the longevity of microenterprises. As
you can see that the suggested strategies is connected to
the dependent variable, since it helps enhance the
longevity of microenterprises. When the microenterprise
thrive for a long period of time, it will benefit the
microenterprises and the local economy.

ASSUMPTIONS OF THE STUDY

The study was based on the following assumptions:
1. the behavior of the owner, marketing strategies,

products, and type of business have contributions to

the longevity of the microenterprises.

2. there are benefits of microenterprises in the

selected municipalities.

3. there are suggested strategies to enhance the

longevity of microenterprises.

DEFINITION OF TERMS
The following terms were defined both conceptually and
operationally.
Longevity- Long duration of life of business.The
capability to survive or to work longer.
Microenterprise- A business operating on a very small
scale. They are small businesses that are financed by
microcredit, or small loan available to people who have

28
no collateral or credit history and usually specialize in
providing goods or services for their local areas.
Marketing Strategy- A plan of action designed to promote
and sell a product or service. A business general scheme
for developing customer base of the product or service
that the business provide.
Product- An object, system or service made available for
consumer to use as of the consumer demand. the primary
product or service that sets the company apart from its
rivals. It is the foundation of the company and is what
promotes customer satisfaction, loyalty, and eventually
the company's success.
Type of Business- the legal form of organization of a
corporate parent or recipient corporation, including, but
not limited to, a corporation, partnership, sole
proprietorship, or limited liability company. Used to
easily identify the type of business of the
microenterprises and to determine wether it has benefits
in terms of the longevity of the business.

29
 CHAPTER III
RESEARCH METHODOLOGY
This chapter presents the method, design, and
procedures of the research collecting data for the
present study. Including in are the source of data,
research design, locale, respondents of the study,
instrumentation, data gathering procedure, sampling
method and statistical treatment.

RESEARCH DESIGN
The study utilized both quantitative and
qualitative approaches. The researchers conducted a
survey to accumulate and analyze information from the
questionnaires they given. The focus of this study is to
understand the longevity of microenterprise businesses
among chosen municipalities in 4th District of Camarines
Sur. The study’s respondents are the owners of
microenterprises among selected municipalities and were
selected through purposive and accidental sampling.

LOCALE
The study was conducted in the following three
municipalities which are Tigaon, Goa, and Sagñay which
are all located in Partido in the 4th district of

30
Camarines Sur. The researchers chose the said specific
municipalities due to the certain reason that some of
them are living in those mentioned places and it also
provided the necessary information that their study
needed.

RESPONDENTS OF THE STUDY

The research was conducted to the microenterprises
among the selected municipalities in 4th district of
Camarines Sur. The microenterprise owners of the
municipalities Tigaon, Goa, and Sagñay are the
respondents. The study focuses on the longevity of the
businesses like sari-sari stores. The respondents
completed the questionnaires that were provided,
providing the data analysis in the research. The total
number of respondents were 95 and was determined through
the use of Slovin’s Formula.

RESEARCH INSTRUMENT
The interview was conducted in an organized manner
by the researcher; the instrument contains predetermined
content and is designed to ask questions in a specific
order to the respondents. Questions not included in the
interview script are not asked by the interviewer.
Likert scales allow respondents to indicate their
degree of agreement to a proposition in five points,
usually: (1) Strongly Disagree; (2) Disagree; (3)
Neutral; (4) Agree; and (5) Strongly Agree. Scales offer
versatility in the ways the replies to an instrument can
be produced.

Response Point Scale Range

Categories

Strongly 5 4.21- 5.00

Agree
Agree 4 3.41-4.20
Neutral 3 2.61-3.40
Disagree 2 1.81-2.60
Strongly 1 1.00-1.80
Disagree

31
DATA GATHERING PROCEDURE
The information required for this investigation
will be gathered via the researchers' created survey
questions and interview guides. A letter requesting
permission to conduct the survey among selected
municipalities of the 4th District was drafted and
submitted to the school and to the office of the
barangay. When the letter was approved, the researchers
gave the survey questionnaire to microenterprise owners
who had been hand-picked according to their market
knowledge and experience, using both accidental and
purposeful sampling. The respondents received a detailed
explanation of the purpose of the study and their
participation before they could begin answering the
questionnaire. The same responders will be interviewed in
person as well. The voluntary nature of participation and
the freedom to leave the study at any moment will be made
clear to participants. In order to make inferences and
offer suggestions, the gathered data will be totaled, and
analyzed properly utilizing statistical techniques.

STATISTICAL TREATMENT
To better understand the data collected from the
survey questionnaire, the researcher employed the
following statistical procedures:

1. Weighted Mean
The weighted mean was used to analyze and summarize
key variables or indicators by assigning appropriate
weights to reflect their impact on the overall longevity
of the microenterprise.
The formula for computing this statistics is as follows:
WM= ƩFW/N

Where:
WM= computed weighted mean
Ʃ = summation symbol
F = frequency for each option
W = assigned weight

32
 N = total number of frequency

2. Frequency Distribution and Percentage

This will be used to determine the distribution of
respondents with regards to their demographic profile.
Formula: X=(F/N) x 100

Where:
X correspond the percentage
F is the frequency; and
N is the number of respondents

CHAPTER IV
RESULTS AND DISCUSSIONS
This chapter presents the result and discussion of
the interpretation of the results of the study. The
information includes the survey demographics. It presents
the contributions of behavior of the owner, marketing
strategies, products, and type of business to the
longevity of the business. It also includes the benefits
of microenterprises in the selected municipalities, as
well as the suggested strategies to enhance the longevity
of microenterprises.

33
 Municipaliti es
Tigaon Goa Sagnay

20%

47%

33%

Figure 1. Distribution of Respondents in Terms of the

Municipalities they live in.
Based on the results of conducted survey, the
highest percentage is in Tigaon because it has the most
businesses among the three (selected) municipalities in
4th District in Camarines Sur. Tigaon has the most
population in business over the three municipalities,
followed by Goa, and then Sañgay. Tigaon has 45
respondents, 31 in Goa and 19 in Sañgay.

Type of Business
Service Merchandising Manufacturing

4%

29%

67%

Figure 2. Distribution of Respondents in Terms of the

type of business.
This chart shows the distribution of respondents in
terms of the type of business, namely service,

34
merchandising, and manufacturing types of business.
According to the survey we conducted among the selected
municipalities in the 4th district of Camarines Sur, 29%
of the respondents were under the service type, 4% were
of the manufacturing type, and 67% of the respondents
were in the merchandising type of business.

1,000,000
120,000
100,000
75,000
50,000
35,000
Estimated Monthly Income

30,000
21,000
15,000
11,000
9,000
7,000
5,200
4,500
3,500
1,500
500
0 2 4 6 8 10 12 14 16 18 20

Number of Owners

Figure 3. Bar Graph of the Estimated Monthly Income of

the respondents
Figure 3 shows, 18 out of 95 microenterprise owners
indicate their estimated monthly income for a total of
ten thousand pesos, followed by five thousand pesos
monthly income said by the 12 microenterprise owners,
while the rest earns a monthly income of less than five
thousand pesos.

35
 10
9
8

Number of Employees
7
6
5
4
3
2
1
0 5 10 15 20 25 30 35 40 45 50
Number of microenterprise owners

Figure 4. Bar Graph of the number of employees of the

respondents.
As shown in figure 4, the respondents are
categorized using the number of employees. Among the 95
respondents, 47 have only one (1) employee. Followed by
32 with two (2). Four (4) employees on the other hand
have seven (7), while three (3), five (5), six (6), eight
(8), and ten (10) employees have less than five each.

Table 1.1: Contribution of Owner’s Behavior to the

longevity of Microenterprises.

STAETEMENTS MEAN INTERPRETATION

1. Good management
of raw material
and other 4.42 Strongly Agree
resources improves
the quality of
work in a
business.
2. Adaptability
and flexibility in
decision-making
allow owners to 4.35 Strongly Agree
respond
effectively to
changing market
conditions and

36
ensure long-term
sustainability.
3. Owners who
demonstrate strong
work ethic and
commitment are 4.34 Strongly Agree
more likely to see
their
microenterprises
succeed in the
long term.
4.Resilience and
perseverance in
the face of
challenges and 4.27 Strongly Agree
setbacks are
crucial qualities
for owners who
want to see their
microenterprises
thrive in the long
run.
5.Owners who
actively seek and
respond to
customer 4.51 Strongly Agree
feedback are more
likely to build
loyal customer
bases and secure
long-term business
success.

6. Owners who 4.45 Strongly Agree

value their
customers builds
strong
relationships
which contributes
to the longevity
of their business.
7. Owners should
have a strategic
plan to maintain 3.38 Neutral
the operations of
their business.
8. Being a

37
passionate owner 4.25 Strongly Agree
plays a crucial
role in sustaining
a business.
9. Owners who
ensure the value
of their products 4.31 Strongly Agree
are essential in
ensuring a smooth
operation of a
business.
10. Maintaining
good relationships
with partners help 4.41 Strongly Agree
stabilize a
business.

Grand Total
4.27 Strongly Agree

The table above present the contribution of owner’s

behavior to the longevity of microenterprises among the
selected municipalities in 4th district of Camarines Sur.
The table reveals that the owner’s behavior greatly
contributes to the longevity of microenterprises. With
the highest mean of 4.51 the microenterprise owners
believed that owners who actively seek and respond to
customer feedback are more likely to build loyal customer
bases and secure long-term business success. On the other
hand, the owners who have a strategic plan to maintain
the operations of their businesses gathered the lowest
mean of 3.38.
The results of the study conformed to the previous
research conducted by Moreno (2021) entitled “The Impact
of Entrepreneurial characteristics on the Business
Resilliency of Micro, Small and Medium enterprises in the
Philippines” which states that the behaviors of the
owners of microenterprises are not fixed, but rather
dynamic and adaptable to the changing circumstances
Table 1.2: Contribution of Marketing Strategies to the
longevity of Microenterprises

STATEMENTS MEAN INTERPRETATION

1. Marketing

38
strategies that 3.97 Agree
focus on
innovation
contribute to the
longevity of
microenterprises.

2. A well-defined
business strategy
is crucial for
the long-term 4.06 Agree
success of
marketing
strategies in
microenterprises.
3. A customer-
centric approach
in marketing 4.13 Agree
strategies
significantly
contributes to
the longevity of
microenterprises
4. Marketing
strategies
provides long-
term brand 4.29 Strongly Agree
building which is
essential for the
success of
ensuring the
longevity of
businesses.
5. Marketing
strategies enable
businesses to
increase their
visibility and
influence in 4.23 Strongly Agree
their target
market, allowing
them
to communicate
their message and
build
brand loyalty.
6. Marketing
strategies
creates more 4.36 Strongly Agree
opportunities for

39
generating sales
and revenue.
7. Marketing
strategy helps
businesses make 4.23 Strongly Agree
the most of their
resources while
maximizing the
results, ensuring
that marketing
efforts are
efficient and
impactful.
8. Marketing
strategy enables
businesses to
adapt to changes 4.28 Strongly Agree
in the market,
anticipate future
trends, and seize
new opportunities
for growth.
9. Providing
excellent
customer service
and exceeding 4.38 Strongly Agree
customer
expectations can
build trust and
positive word-of-
mouth,
contributing to
long-term
business success.
10. Continuously
learning and
staying informed
about new
marketing trends
and technologies 4.51 Strongly Agree
can help
microenterprises
stay ahead of the
competition and
ensure their
long-term
viability.

Grand Total
4.24 Strongly Agree

40
 Most of the business owners strongly agreed to the
contributions of marketing strategies to the longevity of
microenterprises with a total mean of 4.24. Both
statements number nine (9) and ten (10) achieved the
highest mean of 4.51 and 4.38. Then came by six (6), four
(4), eight (8), five (5), seven (7), three (3), two (2),
and one (1) which acquired the mean of 4.36, 4.29, 4.28,
4.23, 4.23, 4.13, 4.06, and 3.97.
The table shows that marketing strategies can have
a big impact on the longevity of microenterprises. The
highest mean of 4.51 continuously learning and keeping up
with new market trends and technologies can help
microbusinesses stay ahead competition and ensure their
long term viability. In contrast, the focus on innovation
did not affect marketing strategies, which contributes to
the longevity of microenterprises with the lowest mean of
3.97.
The results of the survey conformed to the previous
research conducted by Affandi et al. (2020) that explored
the optimization of MSMEs empowerment in facing
competition in the global market during the COVID-19
pandemic time. The findings of this study stated that
MSMEs need to adppt digital marketing, and e-commerce
platforms to reach more customers and increase their
sales.
Table 1.3: Contribution of Products to the longevity of
Microenterprises

STATEMENTS MEAN INTERPRETATION

1. Being adaptable
and responsive to
changing market
trends by
introducing new
products or 4.33 Strongly Agree
modifying existing
ones is crucial
for
microenterprises
to stay
competitive and
ensure long-term
success.
2. Product with
good quality

41
builds customer 4.38 Strongly Agree
loyalty which
contribute to the
business’
sustained success
and growth.
3. Products that
provide customer
satisfaction 4.34 Strongly Agree
influences
customers to make
repeat purchase.
4. Selling only
one type of
product is what 4.27 Strongly Agree
makes a business
run for a long
period of time.
5. Good quality
products lead to
increased customer 4.37 Strongly Agree
trust and loyalty,
which can
contribute to the
business’
longevity.
6. Selling
products with high
customer retention 4.09 Agree
potential can lead
to increased
profit and long-
term customer
relationships.
7. Products that
are in demand by
the target 4.31 Strongly Agree
customers helps
attract new
customers and
retain existing
ones which
influences long
term operation of
the business.
8. Selling a wide
range of products,
including raw
materials, 4.04 Agree
equipment,
supplies, and

42
software helps the
business sustain
its operations.
9. Continuously
innovating and
improving
products based on
market trends and
customer feedback 4.28 Strongly Agree
can help
microenterprises
stay ahead of the
competition and
ensure long-term
viability.
10. Offering uniqu
e and
differentiated
products that 3.99 Agree
stand out from the
competition can
create a niche
market and
increase the
chances of long-
term success for
microenterprises.

Grand Total
4.24 Strongly Agree

Table 1.3 shows that the products greatly

contributes to the longevity of microenterprises with the
total mean of 4.24. Both statements two (2) and five (5)
gathered the highest mean of 4.38 and 4.37. This is
followed by three (3), one (1), and seven (7), which
obtained 4.34, 4.33, and 4.31. Nine (9), four (4), six
(6), eight (8) and ten (10) on the other hand, gathered
4.28, 4.27, 4.09, 4.04, and 3.99 respectively.
The microenterprise owners strongly agreed that
selling products with good quality leads to increased
customer trust which results to customer loyalty and
enhanced longevity of the business. The respondents also
agreed that satisfied customers are more likely to make
repeat purchases which can lead to increased
profitability and growth. They also agreed that being
adaptive and responsive to changing market trends and
aligning your product offering with the desires of your

43
target audience helps businesses to stay competitive and
survive in the long term.
The study conducted by Raquiza (2018), identified
several factors that supports longevity of business
enterprises.such as: innovative products,organizational
system,resources,culture,and strategy that contributes to
the longevity of micro enterprises. In this study
findings clearly stated that creating products that are
durable and long-lasting can help micro enterprises
increase their chances to success and survived.
Table 1.4: Contribution of Type of Business to the
Longevity of Microenterprises

44
 STATEMENTS MEAN INTERPRETATION
1.Businesses offering
essential goods with
consistent demand tend
to have a stronger 4.19 Agree
foundation for long-term
success.
2. Businesses offering
specific customer needs
can offer low 3.98 Agree
competition and increase
longevity.
3. Businesses dependent
on seasonal trends or
volatile markets face
higher risks and 4.03 Agree
uncertainty, potentially
impacting their long-
term viability.
4. Businesses that
adjust their offerings
based on market trends
and customer feedback 4.04 Agree
stay relevant and avoid
becoming
obsolete, ensuring long-
term viability
5. Businesses with
plenty of direct
competitors face greater 4.12 Agree
difficulties in
achieving profitability
and sustaining
themselves.
6. Businesses catering
to basic human needs are
more likely to survive. 4.19 Agree
7. Businesses offering
unique or innovative
products or services 4.11 Agree
have a greater potential
for long-term success.
8. Businesses reliant on
easily imitated products
or services face greater
competition and pressure 3.93 Agree
to constantly innovate
for long-term viability.
9. Businesses offering
personalized or
customized
products/services can 4.03 Agree
build stronger customer
relationships, encourage 45
loyalty, and enhance
longevity.
10. Businesses that
offers products or
 With the highest mean of 4.19, the table shows that
the type of business can have a significant impact on how
long a business can survive. Proprietors of
microenterprises think that providing necessities with
steady demand has a stronger basis for a long-term
success. Additionally, microenterprises that provide
fundamental human needs have a higher chance of
surviving. However, due to the lowest mean value of 3.93,
microenterprises who sells imitation products and
services face more competition and are under constant
pressure to innovate in order to remain viable over the
long time.
The results of the study conformed to the previous
research conducted by Hamza Aliyu Galadanchi and Lily
Julienti Abu Bakar. According to them, there are various
factors such as the nature of the business, might impact
the lifetime of micro, small, and medium-sized
enterprises (MSMEs). The study proposes a framework that
shows the key elements that are essential for any
business firm to survive for a lengthy period of time,
including innovation, quality of products and services,
customer satisfaction, financial management, and human
resource management. These factors can be linked to a
business's longevity.
Table 1.5 General Assessment of the four parameters
Parameters Grand Total Interpretation
Behavior of the 4.27 Strongly Agree
Owner
Marketing 4.24 Strongly Agree
Strategies
Products 4.24 Strongly Agree
Type of Business 4.10 Agree
General Assessment 4.21 Strongly Agree

Table 1.5 shows that the microenterprise owners

Strongly Agreed that the behavior of the owner, marketing
strategies, products, and type of business have great
contributions in enhancing the longevity of
microenterprises.

46
Table 2: Benefits of Microenterprises in the selected
municipalities

BENEFITS FREQUENCY PERCENTAGE

(N=95)
1. Microenterprises add value
to the local economy by 66 69.47%
boosting purchasing power,
improving income, and
creating jobs.
2. Microenterprises create
jobs that foster skill
development and often employ 49 51.58%
local residents who are
disadvantaged or excluded from
traditional labor markets.
3. Microenterprises contribute
to the community's identity by 59 62.11%
providing unique products and
services that reflect the
local culture and values.
4. Microenterprises require
less infrastructure and 56 58.95%
maintenance, making them a
cost-effective way to boost
the local economy.
5. Microenterprises provide
product diversity, offering a 46 48.42%
range of goods and services
that meet the needs of the
local community.
6. Microenterprises drive
innovation and creativity, as
they are often more agile and 46 48.42%
able to respond quickly to
changing market conditions and
customer needs.
7. Microenterprises provide
opportunities for
entrepreneurship development, 60 63.16%
allowing individuals to start
and grow their own businesses,
which can lead to increased
economic mobility and self-
sufficiency.
8. Microenterprises can
increase community pride by
providing unique and locally- 39 41.05%
made products and services
that reflect the local culture

47
and values, creating a sense
of pride and ownership among
local residents.
9. Microentrepreneurs often
interact directly with 20 21.05%
customers, fostering social
connections and strengthening
the local fabric.
10. Microenterprises provide
opportunities for skill 38 40%
development and
training, empowering individuals
and contributing to a more
skilled workforce.

The table 2 shows that microenterprises are seen as

having a significant positive impact on the selected
municipalities. The top five (5) benefits that are
identified by the respondents as evident in their
municiaplities are:
1. Microenterprises add value to the local economy by
boosting purchasing power, improving income, and
creating jobs.
2. Microenterprises provide opportunities for
entrepreneurship development, allowing individuals to
start and grow their own businesses, which can lead to
increased economic mobility and self-sufficiency.
3. Microenterprises contribute to the community's
identity by providing unique products and services that
reflect the local culture and values.
4. Microenterprises require less infrastructure and
maintenance, making them a cost-effective way to boost
the local economy.
5. Microenterprises create jobs that foster skill
development and often employ local residents who are
disadvantaged or excluded from traditional labor markets.
Overall, the results suggest that microenterprises
are a valuable asset to the municipalities in which they
operate. They provide a range of benefits that contribute
to the economic, social, and cultural well-being of the
municipality.

Table 3: Suggested Strategies to enhance the longevity of

microenterprises

48
 SUGGESTED STRATEGIES FREQUENCY PERCENTAGE
(N=95)
1 Engage in ongoing 54 56.84%
planning with a realistic
vision.
2. Maintain leadership
enthusiasm, effectively
manage the business and 60 63.16%
maintain motivation.
3. Define long-term vision
and mission, clearly
articulate the business’
long-term vision and 43 45.26%
mission, ad regularly
review progress against
these goals.
4. Embrace strategic
planning, customer-
centricity, innovation, and 51 53.68%
data-driven decision
making.
5. Develop a steady stream
of revenue and have a good
customer base. 47 49.47%
6. Stay agile and
adaptable. Respond to
changes in the market, 29 30.53%
technology, and consumer
preferences, and be
prepared to pivot when
necessary.
7. Focus on innovation.
Encourage creative thinking
and collaboration among 44 46.32%
team members, and work to
solve problems more
effectively.
8. Learn from successes and
failures. Use valuable 58 61.05%
learning experiences to
continually improve the
business and determine what
works and what doesn’t.
9. Utilizing platforms like
Facebook, Twitter, and 44 46.32%
LinkedIn to promote the
business and create ads

49
 that target specific
demographics.
10. Focusing on providing
value and building 37 38.95%
relationships with
customers over time to
ensure their long-term
satisfaction and loyalty.
Table 3 shows suggested strategies to enhance the
longevity of microenterprises, along with the frequency
and percentage of respondents who mentioned each
strategy. The top 5 strategies with the highest
percentage are:
1. Maintain leadership enthusiasm, effectively manage the
business and maintain motivation.
2. Learn from successes and failures. Use valuable
learning experiences to continually improve the business
and determine what works and what doesn’t.
3. Engage in ongoing planning with a realistic vision.
4. Embrace strategic planning, customer-centricity,
innovation, and data-driven decision making.
5. Develop a steady stream of revenue and have a good
customer base.
Some respondents also mentioned three (3) strategies
which are not included in the questionnaire:
1. Treat one’s business as your own so you’ll be able to
give the business the care you wanted it to have.
2. Make a market acceptability test.
3. Providing what the customer needs and wants for their
satisfaction.

50
 CHAPTER V
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

This section presents a summary of the research

findings and conlusions, as well as recommendations to

guide the microenterprise owners, consumer, community,

LGUs/Other Institutions, future business owners, and

future researchers.

Statement of the Problem 1: How does the behavior of the

owner, marketing strategies, products, and types of

business contribute to the longevity of the

microenterprises?

Findings:

Behavior of the owner

It shows that the owner’s behavior greatly

contributes to the longevity of microenterprises with a
total mean of 4.27. With the highest mean of 4.51 the
microenterprise owners believed that owners who actively
seek and respond to customer feedback are more likely to
build loyal customer bases and secure long-term business
success. On the other hand, the owners who have a
strategic plan to maintain the operations of their
businesses gathered the lowest mean of 3.38.
The results of the study conformed to the previous
research conducted by Moreno (2021) entitled “The Impact
of Entrepreneurial characteristics on the Business
Resilliency of Micro, Small and Medium enterprises in the
Philippines” which states that the behaviors of the
owners of microenterprises are not fixed, but rather
dynamic and adaptable to the changing circumstances.

51
Marketing Strategies

It shows that the marketing strategies have significant

contributions to the longevity of microenterprises with a
total mean of 4.24. Both statements number nine (9) and
ten (10) achieved the highest mean of 4.51 and 4.38. Then
came by six (6), four (4), eight (8), five (5), seven
(7), three (3), two (2), and one (1) which acquired the
mean of 4.36, 4.29, 4.28, 4.23, 4.23, 4.13, 4.06, and
3.97.
The table in chapter 4 shows that marketing
strategies can have a big impact on the longevity of
microenterprises. The highest mean of 4.51 continuously
learning and keeping up with new market trends and
technologies can help microbusinesses stay ahead
competition and ensure their long term viability. In
contrast, the focus on innovation did not affect
marketing strategies, which contributes to the longevity
of microenterprises with the lowest mean of 3.97.
Products

It shows that the products greatly contributes to

the longevity of microenterprises with the total mean of
4.24. Both statements two (2) and five (5) gathered the
highest mean of 4.38 and 4.37. This is followed by three
(3), one (1), and seven (7), which obtained 4.34, 4.33,
and 4.31. Nine (9), four (4), six (6), eight (8) and ten
(10) on the other hand, gathered 4.28, 4.27, 4.09, 4.04,
and 3.99 respectively.
The microenterprise owners strongly agreed that
selling products with good quality leads to increased
customer trust which results to customer loyalty and
enhanced longevity of the business. The respondents also
agreed that satisfied customers are more likely to make
repeat purchases which can lead to increased
profitability and growth. They also agreed that being
adaptive and responsive to changing market trends and
aligning your product offering with the desires of your
target audience helps businesses to stay competitive and
survive in the long term.
Types of Business

With a total mean of 4.10, the table shows that the

type of business can also have a significant impact on

52
how long a business can survive. Proprietors of
microenterprises think that providing necessities with
steady demand has a stronger basis for a long-term
success. Additionally, microenterprises that provide
fundamental human needs have a higher chance of
surviving. However, due to the lowest mean value of 3.93,
microenterprises who sells imitation products and
services face more competition and are under constant
pressure to innovate in order to remain viable over the
long time.
Conclusion:

The behavior of the owner greatly contributes to

the longevity of microenterprises, with microenterprise

owners who actively seek and respond to customer feedback

being more likely to build loyal customer bases and

secure long-term business success. Marketing strategies

also have significant also have and keeping up with new

market trends and technologies being the most effective

strategy. Products also play a crucial role in the

longevity of microenterprises, with selling product with

good quality leading to increased customer trust,

customer loyalty, and enhanced longevity of the business.

The type of business can also have a significant impact

on how long a business can survive, with microenterprises

that provide fundamental human needs having a higher

chance of surviving. Overall, the strategies used by

microenterprise owners to achieve profitability and

longevity include providing products and services that

are in demand by the target audience, adapting to changes

53
and disruptions in the marketplace, and implementing good

marketing techniques.

Statement of the Problem 2: What are the benefits of

microenterprises in the selected municipalities?

Findings:

Microenterprises are seen as having a significant

positive impact on the selected municipalities. The top
five (5) benefits that are identified by the respondents
as evident in their municiaplities are:
1. Microenterprises add value to the local economy by
boosting purchasing power, improving income, and
creating jobs.
2. Microenterprises provide opportunities for
entrepreneurship development, allowing individuals to
start and grow their own businesses, which can lead to
increased economic mobility and self-sufficiency.
3. Microenterprises contribute to the community's
identity by providing unique products and services that
reflect the local culture and values.
4. Microenterprises require less infrastructure and
maintenance, making them a cost-effective way to boost
the local economy.
5. Microenterprises create jobs that foster skill
development and often employ local residents who are
disadvantaged or excluded from traditional labor markets.
Overall, the results suggest that microenterprises

are a valuable asset to the municipalities in which they

operate. They provide a range of benefits that contribute

to the economic, social, and cultural well-being of the

municipality.

Conclusion:

54
 The benefits of microenterprises on selected
municipalities are significant and diverse.
Microenterprises add value to the local economy by
boosting purchasing power, improving income, and creating
jobs.They provide opportunities for entrepreneurship
development, allowing individuals to start and grow their
own businesses, which can lead to increased economic
mobility and self-sufficiency. Microenterprises
contribute to the community's identity by providing
unique products and services that reflect the local
culture and values. They require less infrastructure and
maintenance, making them a cost-effective way to boost
the local economy. Microenterprises create jobs that
foster skill development and often employ local residents
who are disadvantaged or excluded from traditional labor
markets. These benefits demonstrate the positive impact
of microenterprises on local economies, entrepreneurship,
community identity, and job creation, making them an
important driver of economic development and social
inclusion in municipalities.

Statement of the Problem 3: What are the suggested

strategies to enhance the longevity of microenterprises?

Findings:

Table 3 from the previous chapter shows suggested

strategies to enhance the longevity of microenterprises,
along with the frequency and percentage of respondents
who mentioned each strategy. The top 5 strategies with
the highest percentage are:
1. Maintain leadership enthusiasm, effectively manage the
business and maintain motivation.
2. Learn from successes and failures. Use valuable
learning experiences to continually improve the business
and determine what works and what doesn’t.
3. Engage in ongoing planning with a realistic vision.
4. Embrace strategic planning, customer-centricity,
innovation, and data-driven decision making.
5. Develop a steady stream of revenue and have a good
customer base.

55
 Some respondents also mentioned three (3) strategies
which are not included in the questionnaire:
1. Treat one’s business as your own so you’ll be able to
give the business the care you wanted it to have.
2. Make a market acceptability test.
3. Providing what the customer needs and wants for their
satisfaction.

Conclusion:

It is essential to effectively manage the business

and maintain motivation among the leadership to ensure
the long-term success of the microenterprise. Utilize
valuable learning experiences to continually improve the
business and determine what works and what doesn’t,
thereby fostering a culture of continuous improvement.
Continuous planning with a realistic vision is crucial
for the sustained growth and longevity of the
microenterprise. Adopting a strategic approach that
focuses on customers, innovation, and data-driven
decision making is vital for long-term success.
Establishing a reliable revenue stream and a loyal
customer base is fundamental for the sustained growth and
longevity of the microenterprise.

In addition, some respondents mentioned the following

strategies, which are not included in the questionnaire:
This emphasizes the importance of personal commitment and
care for the business's long-term success. Assessing the
market acceptability of products or services is crucial
for long-term viability and success. Focusing on customer
satisfaction and meeting their needs is essential for
building a loyal customer base and ensuring long-term
success. These strategies highlight the multifaceted
approach required to enhance the longevity of

56
microenterprises, encompassing aspects such as
leadership, learning, planning, innovation, customer
focus, revenue generation, market assessment, and
customer satisfaction.

Recommendations:

Based on the research findings and conclusion, the

following recommendations were formulated:

For Microenterprise Owners

1. Actively seek feedback, learn from successes and

failures, stay updated on market trends and

technologies.

2. They should consider training programs, workshops, and

mentoring opportunities. Set realistic goals, create a

roadmap, and regularly review and adjust their plan.

3. Focus on customer-centricity, innovation, and data-

driven decision making. Offer high-quality products and

services, respond to customer needs promptly, and build

strong relationships.

4. Be flexible and adjust their business model to cater

to market changes and competitor actions. Don't be afraid

to experiment and try new things.

57
5. Build relationships with other

businesses, suppliers, and stakeholders. Look for

opportunities to collaborate and share resources.

6. Treat one’s business as their own so they’ll be able

to give the business the care they wanted it to have.

7. Make a market acceptability test.

8. Provide what the customer needs and wants for their

satisfaction.

For Consumer

1. Choose to buy from local businesses whenever

possible. This helps build a vibrant community and

supports local families.

2. Don't just focus on price; consider the quality and

craftsmanship of products and services offered by

microenterprises.

3. Share their experiences with microenterprises, both

positive and negative. Constructive feedback helps

microenterprises improve.

4. Encourage others to support local businesses and speak

up about the importance of microenterprises to the

community.

58
For the Community

1. Support initiatives that promote entrepreneurship and

encourage the growth of microenterprises. They

should foster a sense of community and make it easy for

microenterprises to thrive.

2. Offer affordable access to resources and

infrastructure. Promote local microenterprises through

events, festivals, and marketing campaigns. Highlight

their unique offerings and contributions to the

community.

3. Collaborate with microenterprises on projects and

initiatives that benefit the community. This can involve

providing training, technical assistance, or marketing

support.

For LGUs/Other Institutions

1. Develop affordable workspaces, markets, and business

support services. Foster access to technology and

broadband.

2. Organize events and programs that connect

microenterprises with potential customers, suppliers, and

investors.

59
3. Help the community understand the value of

microenterprises and encourage them to support local

businesses.

For Future Business Owners

1. Gain valuable insights before starting your own

business. Study success stories and challenges faced by

existing microenterprises.

2. Do your research, identify a viable market niche, and

create a comprehensive plan for your business.

3. Utilize training programs, mentorship

opportunities, and government initiatives to help you

launch and grow your business successfully.

4. Connect with other entrepreneurs, mentors, and

potential investors. Networking can be invaluable for

accessing resources and information.

For Future Researchers

1. Dive deeper into specific aspects of microenterprise

impact, such as their role in sustainability,

technological adoption, or community development.

2. Explore topics such as the impact of digital

technologies, or the challenges faced by specific types

of microenterprises.

60
3. Conduct study about longevity of microenterprises in

the locality.

4. Publish or print manual about effective marketing

strategies or best-practices of successful business

owners from local, national and international setting.

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APPENDICES
CURRICULUM VITAE

PERSONAL DATA:
Name: Princess Mae D. Breis
Address: Salvacion Tigaon Camarines Sur
Mobile: 09924420053
Date of birth: March 18,2006
Birth place: Goa Infirmary
Email: breisprincessmae78@gmail.com

64
EDUCATION BACKGROUND:
2011-2018: Salvacion Elementary school
2018-2024: Shepherdville College Talojongon Tigaon C.S

SKILLS:
-Flexibility
-Managing

CURRICULUM VITAE

PERSONAL DATA:
Name: Venessa Kimberly A. Briguel
Address: Coyaoyao, Tigaon, Camarines Sur
Mobile: 09164672209
Date of birth: August 24, 2006
Birth place: Coyaoyao, Tigaon, Camarines Sur
Email: Venessakimbriguel@gmail.com

65
EDUCATION BACKGROUND:
2011-2018: Coyaoyao Elementary School
2018-2022: Shepherdville College Talojongon Tigaon C.S
2022-2024: Shepherdville College Talojongon Tigaon C.S

SKILLS:
- Flexibility
- Organization skills

CURRICULUM VITAE

PERSONAL DATA:
Name: Princess Cano
Address: 4400 Sitio Marigurong Gubat, Tigaon,
Camarines Sur
Mobile: 09978428923
Date of birth: November 26, 2006
Birth place: Coyaoyao, Tigaon, Camarines Sur
Email: canoprincess70@gmail.com

66
EDUCATION BACKGROUND:
2011-2018: Tigaon North Central School
2018-2022: Shepherdville College Talojongon Tigaon C.S
2022-2024: Shepherdville College Talojongon Tigaon C.S

SKILLS:
- Managing Time
- Organization skills

CURRICULUM VITAE

PERSONAL DATA:
Name: Yascel Ann O. Galias
Address: Sitio Tinago, Hibago, Ocampo, Camarines
Sur
Mobile: 09973081043
Date of birth: January 26, 2006
Birth place: Hibago, Ocampo, Camarines Sur
Email: galiasyascelann@gmail.com

67
EDUCATION BACKGROUND:
2011-2013: Bonbon Elementary School
2013-2018: Hibago Elementary School
2018-2021: Ocampo National High School
2021-2023: Shepherdville College

SKILLS:
-Flexibility
-Organizational Skills

CURRICULUM VITAE

PERSONAL DATA:
Name: Trexie S. Lanusga
Address: Hibago Ocampo Cam. Sur
Mobile: 09810192174
Date of Birth: December 31, 2005
Birth Place: Hibago, Cam. Sur
Email: lanusgatrexie@gmail.com

68
EDUCATION BACKGROUND:
2012-2019: Hibago Elementary School
2019-2022: Ocampo National High School
2022-2023: Shepherdville College, Talojongon Tigaon Cam. Sur

SKILLS:
-Flexibility
-Customer awareness

CURRICULUM VITAE

PERSONAL DATA:
Name: Luceña‚ Hyacinth L.
Address: Sitio Kabunturan, Brg. Sibaguan‚ Sagñay
Camarines Sur
Mobile: 09163465181
Date of birth: July 26, 2005
Birth place: Ocampo Municipal Hospital
Email: lucenahyacinth1@gmail.com

EDUCATION BACKGROUND:

69
2011-2013: Moriones Elementary School
2013-2018: Sagñay Central School
2018-2021: Shepherdville College
2021-2023: Shepherdville College

SKILLS:
-Active Listening
-Creativity

CURRICULUM VITAE

PERSONAL DATA:
Name: Louie Jay S. Pascua
Address: Poblacion Central, Ocampo, Camarines Sur
Mobile: 09859742908
Date of birth: June 29, 2005
Birth place: Ocampo, Camarines Sur
Email: louiejaypascua9@gmail.com

EDUCATION BACKGROUND:

70
2011-2018: Ocampo Central School
2018-2022: Shepherdville College
2022-2023: Shepherdville College

SKILLS:
-Organizational Skills
-Multitasking
-Staying calm under pressure

CURRICULUM VITAE

PERSONAL DATA:
Name:Alexa Mae R. Tañada
Adress:Bliss Caraycayon Tigaon Cam. Sur
Mobile:09972007044
Date of birth:january 21,2006
Birth Place:Ocampo Cam. Sur
Email:tañadaalexa@gmail.com

EDUCATIONAL BACKGROUND:
2012-2019:New Life in the Lord's Christian School

71
2019-2022:La Salvacion National High School
2022-2023:Shepherdville College

SKILLS:
-Problem solving
-Leadership
-creativity

CURRICULUM VITAE

PERSONAL DATA:
Name: Christine Faith B. Zambrano
Address: Sabang,San jose, Camarines Sur
Mobile: 09294344991
Date of birth: March 25,2006
Birth place: Sabang, San Jose, Camarines Sur
Email: z.christine.faith@gmail.com

EDUCATION BACKGROUND:
2011-2018: Sabang Elementary School
2018-2021: Shepherdville college

72
2021-2022: Shepherdville College

SKILLS:
-Communacation skills
-Flexibility
-Emotional intelligence

73