ENTREPRENEURSHIP AND CRISIS MANAGEMENT PLANS

THE EXPERIENCES OF MSMEs DURING THE COVID-19 PANDEMIC

A Research Paper
Presented to the Faculty of College of Business Education
Technological Institute of the Philippines –
Quezon City

In Partial Fulfillment of the Requirements for the Degree

Bachelor of Science in Business Administration

By

Vanessa Jane Alindogan

Pia Arellano
Alaine Shayne Cadag
Denise Gerald Cañete
Michaela Bianca Castillo
Justine Kim De Belen
Maria Victoria De Leon
Jovelyn Espayos
Reign Naysa Fernandez
Mikee Nulot
Nedessa Mae Quinque
April Joy Rayton
Mary Joie Salvador
Ailen Rose Tambio
Anfernee Yu Jeco

2021

This research paper entitled “Entrepreneurship and Crisis Management Plans: The
Experiences of MSMEs During The COVID-19 Pandemic” prepared and submitted

i
by Vanessa Jane Alindogan, Pia Arellano, Alaine Shayne Cadag, Denise Gerald
Cañete, Michaela Bianca Castillo, Raven Justine Kim De Belen, Maria Victoria
De Leon, Jovelyn Espayos, Reign Naysa Fernandez, Mikee Nulot, Nedessa Mae
Quinque, April Joy Rayton, Mary Joie Salvador, Ailen Rose Tambio, Anfernee Yu
Jeco in partial requirements for the degree BACHELOR OF SCIENCE IN
BUSINESS ADMINISTRATION MAJOR IN FINANCIAL MANAGEMENT AND
MARKETING MANAGEMENT has been examined and recommended for
approval.

Evaluation Committee

DR. MA. ELENA ESTEBAL

Adviser

MR. KELVIN LEONARD IDANAN, DBA MS. RACHEL ANN QUILICOL-CAPACITE, MBA

Panel Panel

APPROVAL

Accepted in partial fulfillment of the requirements for the degree Bachelor

of Science in Business Administration major in Financial Management.

DR. JOEMY C. LOPEZ DR. ANGELES A. DE GUZMAN

Chair, Business Administration Dean, College of Business Education

CERTIFICATE OF ORIGINALITY

ii
 This is to certify that the work presented in this research entitled

“Entrepreneurship and Crisis Management Plans: The Experiences of MSMEs

During the COVID-19 Pandemic” for the degree Bachelor of Science in

Business Administration at the College of Business Education, Technological

Institute of the Philippines - Quezon City embodies the result of original and

scholarly work carried by the undersigned. This paper does not contain words

or ideas taken from published sources or written works that have been

accepted as the basis for the award of a degree from any higher education

institution, except where proper referencing and acknowledgement were

made.

VANESSA JANE ALINDOGAN

PIA ARELLANO
ALAINE SHAYNE CADAG
DENISE GERALD CAÑETE
MICHAELA BIANCA CASTILLO
JUSTINE KIM DE BELEN
MARIA VICTORIA DE LEON
JOVELYN ESPAYOS
REIGN NAYSA FERNANDEZ
MIKEE NULOT
NEDESSA MAE QUINQUE
APRIL JOY RAYTON
MARY JOIE SALVADOR
AILEN ROSE TAMBIO
ANFERNEE YU JECO

Author

December 2021

ACKNOWLEDGEMENTS

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 First and foremost, the researchers would like to express our sincere

appreciation and deepest gratitude to the following people who offered their

untiring support and guidance to make this research complete and possible.

We would like to acknowledge and give thanks to our course adviser in

our Special Topics in Financial Management subject, Dr. Ma. Elena C. Estebal,

who made this work possible. Her knowledge and advice carried through all the

chapters of writing and conducting this study. For her continuous guidance and

patience during the discussion and consultation sessions in improving our work.

Not to mention, for being considerate into the study that we conducted.

We would certainly remiss to not mention and sincerely thank our co-

author, Ms. Dassy Jane S. Maquilan, Ph. D, for her keen interest in helping us

with our research. Her prompt inspirations, timely suggestions with kindness,

enthusiasm, dynamism have enabled us to complete our work.

We would also like to acknowledge and give thanks to the professors who

validated our questionnaires to our interview, and business owners as our

respondents of the study for participating and sharing their insights about their

experience during the COVID-19 pandemic.

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 To our families for giving us guidance and financial support to continue

our education. Above all, to our Almighty God, Jesus Christ for His unending

love, guidance, wisdom, blessings, and strength throughout the experience and

in the fulfillment of the research.

ABSTRACT

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 The primary purpose of this study was to determine how MSMEs from

selected municipalities in Rizal, Philippines, manage the crisis during COVID-19

by identifying the crisis management plans, and strategies inline with survival,

resilience, and renewal used by MSMEs to mitigate the impact of the pandemic

on their operations, as well as the struggles they faced. Twelve (12) different

MSMEs were chosen to participate in the study, from the food and beverage,

transportation, wholesale and retail, hair and beauty, water refilling, and

pharmacy industries. Due to the limitations imposed by the pandemic, the

researchers employed convenience sampling among qualitative methods, and

data was gathered through online interviews. All data provided by key informants

was documented, observed, and analyzed in order to find common elements

based on their responses. None of the MSMEs had prior and proper crisis

management plans and only used specific strategies to keep their operations

running. Furthermore, the findings showed that they invested in health and

safety, enhanced their advertising, offered discounts and promos, price cut,

developed and added new goods as part of their resilience and renewal

strategies. Staff were permanently and temporarily laid off, extra employees

were employed, expenditures were lowered, and the amount of inventory and

operating schedule were changed as for their survival strategy. All the strategies

adopted by the MSMEs during this time of pandemic served as their Crisis

Management Plans.

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 TABLE OF CONTENTS
TITLE PAGE…………………………………………………………………………. i
APPROVAL SHEET………………………………………………………………… ii
CERTIFICATE OF ORIGINALITY………………………………………………… iii
ACKNOWLEDGEMENT…………………………………………………………… iv
ABSTRACT…………………………………………………………………………. vi
TABLE OF CONTENTS…………………………………………………………... viii
CHAPTER I: THE PROBLEM AND ITS BACKGROUND
Introduction…………………………………………………………………. 1
Background of the Study………………………………………………….. 3
Theoretical Framework……………………………………………………. 4
Conceptual Framework……………………………………………………. 5
Statement of the Problem…………………………………………………. 6
Scope and Delimitations of the Study……………………………………. 7
Significance of the Study………………………………………………….. 8
Definition of Terms…………………………………………………………. 9
CHAPTER II: REVIEW OF RELATED LITERATURE
COVID-19…………………………………………………………………… 14
Micro, Small, and Medium Enterprises………..………………………… 16
Crisis Management………………………………………………………… 22
Testing………………………………………………………………………. 27
Communication…………………………………………………………….. 27
Contingency Plan………………………………………………………….. 28
Resilience and Renewal Strategies……………………………………… 29
Survival Strategies…………………………………………………………. 35
Resilience Strategies…………………………………...…………………. 40
Business Owners…………………………………………………….…….. 43
Synthesis of the Literature………………………………………………... 44
CHAPTER III: METHODOLOGY
Research Design…………………………………………………...……… 47
Population and Sampling Procedures…………………………………… 48
Participants of the Study………………………...………………………... 49
Data Gathering Procedures………………………………………………. 50
Treatment of Data…………………………………………………………...51
CHAPTER IV: PRESENTATION, ANALYSIS, AND INTERPRETATION
Profile of the Enterprises………………………..………………………… 53
Crisis Management Plans………………………………………………… 56
Resilience and Renewal Strategies……………………………………… 56
Health and Safety………………………………………………….. 59
Advertisement……………………………………………………… 65
Prices, Discounts, and Promos………..………………….……… 68

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 Product/Service Development………………...………………….. 71
Survival Strategies…………………………………………………………. 76
Schedule of Operations………………………...…………………. 79
Cost-cutting…………………………………………………………. 83
Employees……………………………..…………………………… 86
Inventory Management……………………………………………. 88
Similarities and Differences………………………………………………. 90
Struggles in the Implementation of the Strategies……….…………….. 94
Restrictions………………………………………………….……… 96
Expenses…………………………………………………………… 97
CHAPTER V: SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
Summary of Findings…………………………………………………… 100
Conclusions……………………………………………………………… 105
Recommendations……………………………………………..……...…108
REFERENCES……………………………………………………………………112
APPENDICES
Appendix A: Questionnaire…………………...…………………………. 122
Appendix B: Informed Consent Form…………………………………... 125
Appendix C: Curriculum Vitae……………………………...…………… 126

LIST OF TABLES
TABLE 1: ……………………………..…………………………………………… 53
Profile of the Micro, Small and Medium Enterprises (MSMEs) in the Selected
Municipalities of Rizal
TABLE 2: ………………………………………………………………………….. 57
The Strategies Implemented by the MSMEs during the COVID-19 Pandemic as
to Resilience and Renewal
TABLE 3: ………………………………………………………………………….. 76
The Strategies Implemented by the MSMEs during the COVID-19 Pandemic as
to Survival Strategies
TABLE 4: ………………..………………………………………………………… 91
Similarities or Differences of Strategies Implemented by the MSMEs during the
COVID-19 Pandemic as to Resilience and Renewal, and Survival
TABLE 5: ………………………………………………………………………….. 94
Struggles of MSMEs in the Implementation of Crisis Management Plans,
Resilience and Renewal Strategies, and Survival Strategies

LIST OF FIGURES
FIGURE 1: Theoretical Framework………………………………………………. 4

ix
FIGURE 2: Conceptual Framework……………………………………….……… 5

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CHAPTER I

THE PROBLEM AND ITS BACKGROUND

The introduction, background of the study, theoretical framework,

statement of the problem, scope and limitation, conceptual framework,

significance of the study, and the definition of terms used are presented in this

chapter.

Introduction

COVID-19 emerged in China in December of 2019, quickly becoming a

global pandemic, creating a global economic downturn as well as a global

health crisis. Countries enforced lockdowns, strict adherence to various

precautionary measures, businesses were forced to suspend or limit their

operations, and the economy came to a standstill. COVID-19 influenced

investment, trade, growth, and employment. Furthermore, the impact of the

crisis on the attainment of economic and commercial expansion in the

Philippines impacted the micro, small and medium-sized businesses.

Ward (2020) defined a Micro, Small and Medium Enterprise as a firm with

sales, assets, or personnel numbers having less than a certain threshold. The

definition of a small business varies by nation and, in certain situations, by

industry. According to Mallari (2000), the Philippine government views MSMEs

as the foundation of economic success. The government has enacted Republic

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Act 8289, popularly known as the Magna Carta for Small Enterprises, with the

objective of helping and strengthening the growth of MSMEs, particularly those

operating in rural and agricultural areas. Over 33% of the country's economic

development is allocated to the sector that employs roughly 67% of workers.

The role of MSMEs in economic growth cannot be understated. They contribute

to more fair income distribution, disperse economic activity to rural regions, and,

most importantly, contribute to more equitable revenue distribution.

The goal of this study was to look at how micro, small, and medium-sized

enterprises (MSMEs) fared during the pandemic. The researchers learned

more and gained a better understanding of how the owners of Micro, Small and

Medium Enterprises implemented crisis management strategies in this new

normal, as pandemic devastated the success of small businesses, threatened

their goals, and required management to make immediate decisions and

responses. The study includes learning about their survival, resilience, renewal

strategies, and challenges throughout implementation. While the world is

susceptible due to limited resources, the researchers were able to acquire

information regarding the crisis strategies and responses of those small

businesses that are consistently operating in the industry.

Background of the Study

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Coronavirus disease, also known as COVID-19, has had severe

economic implications throughout the world, threatening the existence of millions

of businesses. Nearly half of the world's workforce is in danger of losing their

jobs. Moreover, adhering to workplace safety and health standards, providing

access to decent employment, and the labor rights preservation in all industries

became critical in tackling the crisis's human aspect. There were just several

studies dedicated to major historical pandemics of the previous millennium,

which made assessing long-term economic, behavioral, or social implications of

the pandemic more challenging. However, this research have often been linked

to future low asset returns (Naveen Donthu, & Anders Gustafsson, 2020).

Micro, small, and medium-sized businesses have a significant role in

creating jobs and overall economic growth. In recent years, it has been observed

that the reduction in unemployment all over the world is related to the emergence

of a large number of MSMEs. The participation of MSMEs results in considerable

GDP growth and proper money flow across the economy. As the state economy

improves, micro, small and medium-sized enterprises (MSMEs) will thrive.

COVID-19, on the other hand, has caused a significant delay in global economic

development, and MSMEs have been severely impacted by multiple

implementations of safety preventive measures, lockdowns, and operational

modifications in an attempt to contain and eliminate the virus. To adapt to the

harsh conditions and live in this "new normal," they have been compelled to
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adopt new managerial policies and execute crisis management plans (Patricia

Carracedo, Rosa Puertas, Luisa Marti, 2020).

Theoretical Framework

Figure 1 Theoretical Framework

This study's theoretical framework is based on organizational adaptation

theory, which explains how organizations may thrive in their market despite

changing market conditions and changing environmental elements. According

to the study conducted by Ren, Liu, and Shafi (2020), most enterprises lookout

on problems including the decrease in demand, cancelation of export orders,

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shortage in raw material, and transportation disruptions which causes the

change in organizational strategies, and perhaps the major victims of the

pandemic are the MSMEs. This research contributed to the questions of what

crisis management plan, resilience and renewal strategies, and strategies in

survival did the enterprises implement to continue their operations during the

COVID-19 pandemic.

Conceptual Framework

Figure 2 Conceptual Framework

The study claimed that crisis management plans prior to the pandemic,

resilience, and renewal strategies, and survival strategies are what crisis

management plans of MSMEs contain during this time of pandemic. These

strategies contained different variables that determined the whole structure of

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MSMEs' condition during the pandemic and how they managed and lessened

the impact brought by the pandemic. Without a formal crisis plan, MSMEs will

be incapacitated with scarce resources and a lack of knowledge in dealing with

the ongoing crisis which will eventually fail different businesses.

Statement of the Problem

This study aimed to determine how the MSMEs manage the crisis that

the COVID-19 pandemic brought. Further, this study also determined the

survival, and resilience and renewal strategies done by MSMEs to lessen the

impact of the pandemic in their operations.

Specifically, the study strived to find solutions to the following sub-

problem:

1. What is the profile of the enterprises in terms of the following variables?

1.1. Industry

1.2. Position

1.3. Year Established

1.4. Location

1.5. Number of Employees

2. What are the strategies implemented by the MSMEs during the COVID-19

pandemic as to:

2.1. Crisis Management

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2.2. Resilience and Renewal

2.3. Survival

3. How similar or different are the strategies implemented by the MSMEs during

the COVID-19 pandemic?

4. What are the struggles in implementing the crisis management strategies,

resilience and renewal strategies, and survival strategies of the MSMEs during

the COVID-19 Pandemic?

Scope and Delimitations of the Study

This study identified how COVID-19 affects only the Micro and Small

Enterprises when it comes to their entrepreneurship and crisis management

plans. The study focused on how MSMEs were implementing strategies,

patterns, plans, and ways of gaining profit while experiencing a pandemic.

Researchers also assessed how every MSMEs differs from each other in

regard to their actions during this time.

The researchers narrowed the interviewees to twelve (12) MSMEs from

six (6) different industry sectors that provided valuable information and data

satisfaction to the study. This is limited only to two (2) of every sector such as

the Hair and Beauty Industry, Pharmaceutical, Food and Beverage Industry,

Wholesale and Retail Industry, Transport Industry, and Water Refilling. The
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conducted research in this thesis is delimited to Small and Micro-sized

Enterprises in selected places in the municipalities of Rizal, Philippines. Rizal is

a developing province in the CALABARZON region in Luzon and according to

the MSMEs statistics of DTI (2020), CALABARZON being the second highest

area where MSMEs are located having 139,363 business establishments. Given

the limited time and restrictions of face-to-face interactions, the researchers

opted for convenience sampling as the sampling technique and chose Small and

Micro Enterprises from Rizal to be the respondents of the study.

Significance of the Study

The researchers were encouraged to come up with the findings that

would be beneficial to the following:

Business Owners. This study is intended to enable business owners to assess

and evaluate their operation as well as determine what needs to be done to keep

their business running in times of pandemic and other unexpected occurrences.

And assess whether their current business strategies are adequate or need to

be enhanced.

Potential Business Owners. This research aimed to prepare potential

business owners in determining when is the best time to operate a business,

what to expect, and what has to be done in running a business.

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Employees. This study, prior to the collected facts regarding the strategies used

by the businesses will enable employees to understand how it will also impact

their work.

Customers. This study aimed to inform and give customers an insight about

what is going on inside the business, their strategies, and how it is dealing with

unexpected events to better serve them.

Future Researchers. This research aimed to share all the data gathered in this

study to be used by future researchers as an advantageous reference about the

strategies used by business owners during the COVID-19 pandemic.

Definition of Terms

Advertisement – a social notice or announcement promoting an item, service,

or social gathering or promoting a job opportunity.

Communication – is the exchange of information between a person inside and

outside a corporation.

Contingency plan – plans which consider possible future events.

Convenience Sampling – is a sampling method that involves collecting data

that are placed near an area.

COVID-19 – is a crisis that originated in China in December 2019 and rapidly

spread around the world.

Crisis- refers to a risky and unstable state that affects a group of people.
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Crisis Management – is the process whereby a company develops solutions to

deal with a disruptive and unexpected incident that affects the company's or its

stakeholders' well-being.

Cornerstone – it is a significant quality or feature which serves as the basis for

something.

Data – facts and statistical analysis gathered for reference or evaluation.

Development – is a method that results in growth, advancement, real change,

economic, environmental, cultural, and demographic components.

Discount –a deduction in the regular price of goods and services.

Disperse – to spread; to break down; or distribute to a wider area.

Disruptions – it is the disturbance that may interrupt an event/activity.

Dynamic Learning – it is caused by constant change; this is where the growth

and learning of an individual or group of people takes place.

Employee – a person employed for compensation or salary, particularly at the

non-executive level.

Enhanced Community Quarantine – means a total lockdown on a particular

area that exempts necessary people/workers.

General Community Quarantine – pertains to lessening or easing the

lockdown ordered in Enhanced Community Quarantine.

Inventory – a detailed list of items such as property investment, stock, or the

materials of a construction site.

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Key-Informant – refers to the person who undergoes an interview about a

specific group, government service, issue, or special interest.

Lay-off – temporary not taking part in an activity, a discharge of employees.

Lockdown – it is typically a requirement or an order to keep a group of people

in a particular place.

Magna Carta – or Republic Act 8289 for small businesses, which aims to assist

and strengthen the development of MSMEs, especially those in rural and

agriculture-based areas.

Manager – a person in charge of regulating or administering everything or a

portion of a business.

Owner – a person who owns a business or has legal or rightful title to something.

Pandemic – is a disease that spreads across multiple cities or countries.

Precautionary measures – are the plans/actions to be taken to prevent

something unnecessary from happening.

Pricing Strategies – is a method or technique for deciding the best price for the

goods and services.

Renewal – the act of continuing the operations after the interruptions.

Renewal Strategies – is a response to a decline in the corporation’s

performance.

Resilience – is the ability of something to cope up rapidly with

changes/difficulties; being flexible.

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Robust – it is the state of being healthy, stable, and powerful.

Small and Medium-sized Enterprises (SMEs) – businesses that keep their

sales, investments, or employee count below a specific level play a vital role in

the economy, employing huge numbers of people and influencing innovation.

Strategic Resilience – is a characteristic of a progressive, robust pursuit of an

opportunity in a competitive environment so that exploration contributes to the

organization’s capability to adapt to change without creating a monetary or

another disaster.

Survival – is the continuance to exist despite an accident/interruption.

Sustainable Development Goals (SDGs) –The United Nations Member States

established the Global Goals in 2015 as a universal call to action to reduce

poverty, reduce environmental impact, and ensure that everyone will be living in

peace and wealth by 2030.

Vaccinated – to implement an immunization to anyone, to prevent them from

contracting a disease.

Virus – is a numerous small infection that cannot survive or develop outside of

the body of its host.

Vulnerable – is the state of being at risk or being able to be harmed.

World Health Organization (WHO) – is a Primary Organization in the

responsibility of global health.

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CHAPTER II

REVIEW OF RELATED LITERATURE

This chapter presents the different related literature and studies of both

foreign and local use by the researchers in determining the crisis management

of Micro, Small and Medium Enterprises during the time of the COVID-19

pandemic.

COVID-19

The concept of “coronavirus” originated from the Latin word “crown”. It was

explained by the World Health Organization (WHO) that coronavirus is a virus

that starts from the common cold that leads to more severe illnesses such as

the Middle East Respiratory Syndrome (MERS-Cov) and Severe Acute

Respiratory Syndrome (SARS-Cov). Chief Scientist Soumya Swaminathan

(WHO, Switzerland) says that the coronavirus discovered in 2019 was not

identified in humans before. This virus is zoonotic which can be transmitted from

humans to animals. And as per WHO, Coronavirus originated from Wuhan,

China in December 2019. (Ahmed, 2020).

In December 2019, Zhu et al., (2020) reported in research (Funded by the

National Key Research and Development Program of China, National Major

Project for Control and Prevention of Infectious Disease in China), lots of

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patients admitted with the unknown cause of pneumonia was connected to a

seafood wholesale market in Wuhan, China and it was identified later to be the

COVID-19. This virus is the seventh member of its kind that can infect humans.

It has been confirmed that the human-to-human transmission of COVID-19 has

spread among close contacts and arises around the middle of last month 2019

(Li et al., 2020). This virus causes severe respiratory illnesses that have the

similarity with SARS Coronavirus and were linked with ICU admissions and an

increase in mortality rate (Huang et al., 2020)

The outbreak of Coronavirus has resulted in a global health crisis, as well

as a global economic slump. The crisis has affected trade, investment, and

employment, which may also result in hindrance to attain the Sustainable

Development Goals (SDGs). The sudden rise of the outbreak causes loss and

destruction in various sectors. The sectors that are mostly affected are tourism,

trade, education, transportation, health, and education (Abulescu, 2020).

The COVID-19 pandemic has been rapidly spreading since March 2020,

affecting a large number of people and halting financial activity all over the world.

To address these risks, countries imposed severe limits on development and

initiated country-wide monetary lockdowns to slow this disturbing trend (United

Nations, 2020). Since MSMEs don't have different resources in terms of

surviving during a crisis, they are considered the most threatened group of
 16

entities. The economic crisis may lead to the increase of role in State

Intervention and International Financial Institutions. The delay of loans and

payment of taxes, prioritizing safety, management of disaster, and the takeover

of work or social security costs with a central budget are the state

policies. (Sulkowski, 2020).

Micro, Small, and Medium Enterprises

Micro, Small and Medium Enterprises are businesses that are privately

owned and where the capital, labor force, and assets are in a particular standard

that suit the national guidelines. The MSME is defined as any economic activity

or entity engaged in industry, agribusiness, and/or services in the Philippines

that has: (1) an asset size (less land) of up to PhP100 million; and (2) less than

200 employees, according to a Senate of the Philippines publication.

According to the 2020 MSME Statistics, MSMEs generated a total of

5,380,815 jobs, accounting for 62.66 % of total employment in the country. Large

businesses created 3,206,011 jobs or 37.34 % of total employment in the

country. Micro firms (29.38 %) generated the most MSMEs, followed by small

and medium enterprises (25.78 %) and 7.50 %, respectively. Also, in terms of

regional distribution, the top five regions with the most number of MSME

establishments and MSME employment are: (1) National Capital Region (NCR)

with 201,123 business establishments and 1,531,256 jobs; (2) Region 4-A
 17

(CALABARZON – Cavite, Laguna, Batangas, Rizal, Quezon) with 139,363

establishments and 773,668 jobs; (3) Region 3 (Central Luzon) with 111,262

establishments and 574,709 jobs; (4) Region 7 (Central Visayas) with 65,682

establishments and 415,273 jobs; and (5) Region 6 (Western Visayas) with

57,469 establishments and 294,191 jobs.

The COVID-19 pandemic has an impact on all economic sectors and

organizations, especially Micro, Small and Medium Enterprises (MSMEs)

(Hasanat et al., 2020). MSMEs are the common denominator that countries

recognize as a major driver of their economic growth, employing many, thus

bringing about positive output to the economy. Even before the COVID-19

pandemic, the Philippines has been prioritizing to have smarter MSMEs (Lopez,

2021), but as a result of the pandemic, MSMEs are facing a variety of issues

and hurdles.

Governments in several countries have implemented periods of closure

and movement prevention regulations with a significant impact on MSMEs,

halting operations, weakening financial positions, and exposing them to financial

losses. A small number of studies focused on the MSMEs’ strategies for survival

after the COVID-19 pandemic, and studies showed that MSMEs resorted to

financial and marketing strategies as a response to the consequences of the

COVID-19 crisis. (Omar et al., 2020; Oyewale et al., 2020).

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MSMEs have faced a labor scarcity and a shortage of production input as

a result of supply chain disruptions, which has harmed their sales (Gurría, 2020;

Segal & Gerstel, 2020) and their capacity to meet their financial responsibilities

and pay their employees’ salaries (Robinson & Kengatharan, 2020). Because of

the drop in consumer income and widespread emotions of insecurity, this

problem has coincided with a drop in consumer expenditure (Gurría, 2020). As

a result, many small businesses have found themselves unable to cope with the

situation (Ozili, 2020). Since the outbreak began, some firms have ceased

operations and have stayed shuttered (Bartik et al., 2020).

The lockdowns implemented by the government had greatly affected the

MSMEs both in their upstream and downstream activities. The stand-alone

MSMEs have also faced some logistical issues like the supplied matter of their

business. Nevertheless, while the one key challenge that is being represented

by the reduced capacity utilization, the demand-side effects are posing great a

threat. Many of the MSMEs have encountered a sudden fall in demand as the

consumers faced uncertainties in employment and the constraints financially. In

comparison to this, as they encounter several substitutes, many of the stand-

alone MSMEs are serving the market that benefits from their niche position, and

with this, the customers may depend on them. However, since during the

lockdowns, across Europe, and the disruption of GVCs, many of the firms may
 19

also face a reduction in demand or a problem in production. (Juergensen,

Guimón, & Narula, 2020).

Before the outbreak of the COVID-19, the status of the Micro, Small and

Medium Enterprises in Indonesia was good. To increase the growth in the

number of MSMEs, there are various policies introduced by the government that

favored the enterprises. An increase in employment and forming the Gross

Domestic Product is only some of the notable roles of MSMEs. Their contribution

in GDP in 2018 reached 14,038,598.50 billion and also shows that MSMEs had

made good progress or growth over the years according to the. Ministry of

Cooperatives and MSME of the Republic of Indonesia. In 2014, the total MSME

units were 57,900,787 and by 2019 the units reached 64,199,606.

([Link]).

Some MSMEs, including the stand-alone and specialist supplier, may have

shifted their operation of business to some products that are must during this

pandemic for instance face masks, and other medical equipment, covering for

their loss of demand. Unlike with the supply-side issues, during this crisis, the

demand-side for knowledge-based MSMEs is less serious or critical. And with

these, the enterprises require some equipment or laboratories. (Juergensen,

Guimón, & Narula, 2020).

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The impact of the pandemic serves as an unmatched external shock to

everyone. Looking at the supply side, MSMEs faced logistical issues caused by

transport disruption and shortage in labor. While on the demand side, there is a

decline substantially because of the protocol such as lockdowns, a sudden drop

of the confidence of consumers, and the shutting down of several Global Value

Chains (GVC) in different affected industries. The level of severity of the shocks

in demand and supply varies depending on whether a firm is a stand-alone,

knowledge-based MSME or a specialized supplier. It is vital to know and

understand the effects whether it is medium or a long-term one, and to regulate

policies appropriately. With lockdowns underway in many economies between

April and June 2021, it is important to understand the sudden effects and the

long-term effects of the shock.

Klein and Todesco (2021) found out upon investigating a literature search

that MSMEs responded to the crisis while doing the mass layoffs, temporary and

permanent closing, etc. In addition to this, Kuckertz et al. (2020), showed that

startups in Germany responded to the crisis by asking for goodwill from the

partners, exchanging gathered data about the policy measures and giving some

expertise in various disciplines, and through the promotion of flexibility in

maintaining the flow of cash.

 21

Micro, Small and Medium Enterprises (MSMEs) play a key role in

economic growth and development, according to a survey study produced by

Maria Simbulan (Banko Sentral ng Pilipinas) in 2017 and reviewed by Lenny

Palit, et al. They serve as a breeding ground for entrepreneurial skills and

innovation, contribute to job development, and are regarded as the global

economy's backbone. According to the World Bank, formal MSMEs in emerging

economies account for up to 45% of total employment and up to 33% of national

income (GDP). Despite the fact that the MSME contributes significantly to

economic growth, they are also the most sensitive and susceptible to crises.

(Carruthers, 2020). Micro, Small and Medium-sized businesses make up the

majority of the worldwide tourism industry (MSMEs). According to the United

Nations World Tourism Organization (2020), MSMEs account for roughly 80%

of all tourism enterprises worldwide. MSMEs account for 99 percent of all

business entitlements in the UE (European Commission, 2020).

Crisis Management

According to Worldometers (2020), this crisis started in China in December

2019 and later became a global pandemic. By the year 2020 26th of May, 213

countries were already affected, infected people reached 5,591,677, deaths

already reached 347,944 and the recoveries were 2,368,016. Unlike the
 22

previous crises, this crisis is more complicated. Due to this, many problems arise

which include unemployment, disruption in the supply chain, lockdown globally,

stock market falls, etc. Even the research done before may not be able to

understand this COVID-19 crisis due to its uniqueness.

There are a variety of perspectives in research about crisis management for

instance the impact of the crisis, contingency planning, technicalities in planning,

and strategic planning. Most of the crisis management research sometimes

focuses on the factors of large firms. As stated in the study of Schärrer and

Wegmann (2021), where public authorities, multinational organizations, and

Micro, Small and Medium Enterprises (MSMEs) often establish task forces to

manage the new situation. A task force is a temporary organization consisting of

individuals within an organization and operating when necessary to solve one

specific problem. They handle situations by managing information flows and

covering all capacities and competencies needed to support the decision-

making of the executive board concerning this situation.

It is crucial to understand what a crisis is before considering its impact and

ways to reduce it. A crisis is a situation in which people living in a society cannot

cope with the usual routine process. The three types of crises are gradual,

periodic, and sudden threats. The COVID-19 crisis may be considered as a

"sudden threat" since the crisis was suddenly developed and greatly affected the
 23

economy. The impacts of the outbreak of this crisis on the global socio-economy

are acute and very vital that the recovery is important in surviving in this new

normal way of living. In conformity with the article issued by Wiley Online Library

(2021), technological innovations are the outcome of specific problem-solving

activity (Coccia, 2017), and crises often generate complex problems that need

to be solved through new technological solutions within a crisis management

framework, that is, through a systematic crisis model of innovation (Pedersen et

al., 2020).

In terms of the level of the firms, crisis management's core is to make

strategies that will lessen the loss in the economy and increase resilience during

the crisis. The research on crisis management mostly focuses on larger firms

with low attention on MSMEs. Due to constraints in resources, a weak position

in the market, and any other factors, small firms may be more at risk of crisis

events. However, they have these advantages such as being flexible, capability

to learn, relationship to customers, increase and innovation. Crisis management

was organized, according to its time and stakeholders, by a recent review of the

literature. (Bundy, et al., 2017). It was identified that the research focuses on the

crisis before, during, and after. Also, the researchers got how both internal and

external stakeholders view this crisis. It was suggested by Bundy and his

colleagues that researchers have to know and understand the impact of the
 24

crisis in learning and performance. It is vital to understand organizations'

perceptions of the crisis and their response to the impact of the crisis on them

(Holla et al., 2018).

Crisis management can be defined as a thought-out plan by an

organization to minimize, manage, or avert a crisis when it arises. (Prochazkova

et al., 2015) opined that crisis awareness is a situation of corporate promptness

to foresee and successfully address internal or external factors. This could

influence a crisis in an organization by deliberately distinguishing and practically

preparing for the inevitable occurrence. However, (Alexander, 2015) posits that

irrespective of the kind of crisis whether man-induced, natural, or

pandemic, emergencies cannot be predetermined. This is because a crisis is

seen as an undeniable interruption every organization is bound to stumble upon

at a point in their business, most times crises crop up unexpectedly.

The warning system during a crisis event is an important element to survive.

(Kurschus et al., 2015) proposed that small firms need to have a comprehensive

warning system during a crisis that considers both their financial and non-

financial factors. They also suggested the perspective of the stakeholder about

the crisis; to know and analyze a possible crisis at its early stage. According to

Dent & Cudworth (2018), the effectiveness of both leadership and teamwork are

the key two difficulties in achieving an effective and proper response to the crisis
 25

as well as decision making. Small firms must give managers proper training

about crisis stress management and how to resolve problems in the workplace.

What's important during this time is the timely communication of the

management. Tang & Nong (2018), mentioned that social media is now widely

used in connection with the effective communication channel during crisis events

by the professionals and management. When managing Tran’s boundary crisis,

robustness and flexibility are highly in demand. Enterprises needed to reform

their ways through various methods attempting to reduce the probability of a

crisis, minimize the damage caused by a crisis, and restore order after a crisis

(Bundy et al., 2017). In this regard, it would make sense if they expected to

regularly update their crisis management plan.

The philosophy of crisis management provides several suggestions for

dealing with various crises (Seraphin, 2019). The concept of a worldwide crisis

in 2020, on the other hand, is new in modern history, as all other international

disasters in the previous country were triggered by environmental risks and/or

financial crises (Fernandes, 2020). According to Sachs (2020), the scenarios are

not promising, and that the situation may worsen as a result of ripples effects

that could lead to additional crises, such as debt or humanitarian crises. The

global tourist’s industry had activity losses of more than 90% in the first quartile

of 2020, making it one of the most impacted industries (Fernandes, 2020).

 26

Furthermore, the pandemic occurred during a time of year when the liquidity

position of tourism businesses is typically weak due to demand seasonality (Ozili

and Arun, 2020).

Rodrigues, Franco, Sousa, & Silva (2021) about their research on

COVID-19 and the Business Management Crisis: An Empirical Study in MSMEs,

stated the practical implications of crisis management during and after a crisis

should be considered. That there is no manual response to the effects of the

pandemic and business owners should develop new structures that give them

the capacity to respond effectively and adapt to future lockdowns. Firms should

manage their finances efficiently so that the capital flows properly and that future

falls in income will not create liquidity problems. Additionally, it is fundamental

that these firms must increase the use of digital resources, information

technology, and develop new forms of selling as consumption habits have also

changed. Current business models will undergo major changes so that a similar

crisis brought by the pandemic will no longer create this type of economic and

social disruption in the future.

Testing

NSF International (2020) shows information about handling various types

of crises that may occur and this includes testing the Crisis Management Plan

of CPM. First, it is essential to perform a periodic exercise in testing the plan.

 27

Doing practices or drills can help in knowing one's strengths or flaws in their level

of preparedness.

Communication

The process of communicating information between persons inside and

outside a corporation is known as business communication. Employees and

management communicate effectively to achieve organizational goals through

effective business communication. Its goal is to improve organizational methods

and cut down on mistakes. Processes, efficiency, and every layer of a firm are

all affected by effective communication. The process of corporate

communication underpins all structured action in a corporation. This might be

anything from executive communication. Communicating internally and outside

the company affects every individual involved in the business. It will improve an

employee’s productivity by sharing knowledge between coworkers. Customers

who love the product or service can also share their reviews and satisfaction by

building a rapport with them. This will result in an increase in revenue, and this

communicating strategy will avoid a toxic workplace environment.

Contingency Plan

Businesses don’t simply create a single game plan to accomplish their

objectives. There are numerous support plans known as “Plan B”, available to

help with significant events or business impediments. A contingency plan is a

 28

preventive procedure that depicts the sequence of activities or steps that an

organization’s administration and staff must take in the event of an unforeseen

incident. It is vital in business continuity, risk management, and recovery plans.

It assists the organization in being more prepared for unexpected events and

minimizing their impact. It also adheres to a system for executing standard

strategic approaches after the event has occurred. In the event of a disaster, risk

management strategies can help in preventing financial losses and ensuring

worker’s safety. (Bonner, 2021)

Woods (2015) defines contingency planning as an act or process of

developing advanced responses for different situations that might affect the

whole business. It is important to have a good contingency plan for if a business

responds to the situation poorly, it might affect the future of the business such

as loss of market, data, or worst loss of the business itself.

Resilience and Renewal Strategies

According to Thukral (2021), resilience is an important topic in

entrepreneurial crisis management since it helps to understand how

organizations adapt to or resist change. As a result, researchers and

policymakers are paying close attention to it. Because of the obstacles created

by the health crisis, there is a greater emphasis on resilience.

 29

In Pakistan, the study by Burhan et al. (2021) showed that resilient

practices such as the increase in advertising using social media, innovative

practices in line with marketing, training of employees, cost-cutting, etc. are the

things that are used by MSMEs during the COVID-19.

The businesses that just started have a higher chance of surviving the

crisis periods than the growth periods during the challenging times due to limited

job opportunities (Simon-Moya et al., 2016). By handling the flow of goods and

services and restoring the confidence to the public of every business owner and

the larger community, entrepreneurship activities could balance the bad impacts

of the crises (Doern et al., 2019).

Additionally, using network communication platforms like Facebook and

Weibo can also help them to gain some opportunities for their business after the

crisis (Nong, 2018). Bullough & Renko (2018) made similar findings, stating that

entrepreneurs should be involved in producing business training and seeking

networking events or a good lecture on how others survive during difficult times.

Entrepreneurs push fresh chances and institute new paths for their

organizations during crises, according to Kuckertz et al. (2020). Bishop (2019)

suggested that a diversified and robust knowledge base might encourage

entrepreneurship in the aftermath of calamities. Despite its inherent restrictions,

MSMEs show a strong ability to respond to market changes. Having resilience

 30

tactics necessitates having a leadership attitude, adopting numerous crisis

management approaches, having a good relationship and strong network, the

ability to perceive dangers and opportunities, and taking prompt action.

As stated by Holla (2018), decision-making is crucial in times of crisis.

Making smart and sensible decisions requires enough experience and

knowledge to ensure success and efficiency. At the same time, flexibility and

adaptability must be exercised. The crisis is an unanticipated occurrence, and

the key is to respond fast. Firms or enterprises responded differently, with some

opting for retreat strategies such as a distressed asset sale, taking on new loans,

or laying off people, which can erode a company’s competitiveness in the long

run. Others acted more resiliently, taking into new client needs, shifting sales to

internet channels, and procuring from new suppliers in the event of supply chain

interruption. Resilient and agile practices are precompetitive because they

ensure that a company can weather the storm in the same or better shape than

before (International Trade Centre, 2020). In addition to the efforts of individual

business owners, a government policy support framework is required to assist

firms in surviving the crisis and preparing them to expand once the crisis has

passed (Hidayat, Latief, Nianty, Bahasoan, & Widiawati, 2020).

Furthermore, competition is a good financial instrument when the

economy fully utilizes resources and, from a static standpoint, grows through
 31

more efficient utilization of scarce resources. In any case, in the medium term,

following the COVID-19 pandemic, many face the risk of a financial downturn,

as well as significant levels of insolvency and unemployment for an extended

period. In such a climate, the goal is to stimulate financial development

whenever possible and to create a tool of reorganization that will decrease

monetary stagnation over the lower monetary classes and guarantee that the

financial structure that is created will be stronger later on. As a result, business

improvement and assistance organizations are required in the areas affected by

the emergency, particularly MSMEs and a few large organizations, to avoid

liquidation (Jenny, 2020).

The ability to tolerate interference and remain unaffected is referred to as

resilience. Flexibility, adaptability, and elasticity are crucial factors in resilience

because they allow the system to sustain its fundamental operations and provide

services by transitioning to the “New Normal,” which is a new stable state (R.

Dahlberg and F. Guay 2015). According to (Y. Salisu and L. Julienti, 2019),

technical capabilities can help businesses be more flexible in how they build their

businesses so that they don’t have as many problems responding to a fast-

changing business environment and have greater company resilience.

Furthermore, company resilience is influenced by innovation capabilities,

according to (W.D. Lv, D. Tian, Y. Wei, and R.X. Xi, 2018). A resilient business
 32

can retain high performance while also renewing itself through innovation over

time.

Some firms innovate all the components of the business model after

designing and increase their main activities and resources. And were also done

by some large companies and MSMEs following the formal strategy

process. (Cortimiglia, 2016). However, Laudien (2017) explained that most

MSMEs don’t have a formal business model strategy, because the contextual

business model process appears naturally. Internal components of the value

chain, value propositions, or target customers are the ones that help in improving

most of the MSMEs (Arbussa et al, 2017). MSMEs must create a business model

to have a competitive advantage.

Since a business crisis can affect their MSMEs overall activities, they must

assess what they need during the COVID-19. Some competitive features, such

as scenario planning, stakeholder analysis, development strategies, and

external and internal communication, require appropriate action. Some metrics

can be used to determine its reactive capacity and the impact of digital change

in terms of decreasing the negative consequences of the COVID-19 problem.

MSMEs must be able to identify their business model after conducting both

external and internal investigations. Not only does digital transformation

introduce new technologies for existing tasks, but it also demonstrates how to
 33

revamp all business models. Business Model Canvas serves as a guide for

businesses in producing, distributing, and capturing value (Osterwalder, 2010).

The primary purpose of any company seeking to succeed is to create value.

According to (Fitrisiara, 2020), product excellence, people's behavior,

and process reliability are the three key elements of business resilience. It is

supported by the digital transformation that exists when the new digital skills join

and when digital tools are being adopted. In achieving business goals and

developing firms' products and services to be more competent, a proper and

good digitalization strategy is needed. Cultural diversity, plurality, and social

motivation are all connected to competitive advantage. Digital infrastructure

testing is required during the process of digital transformation. A business can

have its digital transformation and can create digital resilience by using the

proper technology for the system resilience.

According to Cook (2015), since the crisis greatly affects the current and

future performance of the business, this should be a great concern for every

entrepreneur. 75% of the businesses having no continuity plan will fail in just

three years right after the occurrence of crises based on the statistics. It is

necessary to have a planned management strategy to find adequate solutions

to disasters (Holla et al., 2018). Managing is a contingency strategy when

dealing with a crisis while planning is the strategy that needs to be dealt with for
 34

future events. In this study, it was stated by the author that the business

continuity can be used by the entrepreneur as they manage the crisis as well as

the business continuity that serves as the planning process after a crisis. The

continuity strategy of a business and crisis recovery plan that involves

resumption and restoration of operation usually comes together.

Survival Strategies

Micro-enterprises in less developing nations, on the other hand, have

been the subject of little research. Furthermore, the majority of studies on crisis

management methods concentrate on dealing with the consequences of

epidemic disease outbreaks, natural catastrophes, economic and financial

crises, as well as unintentional calamities and terrorism (Cook, 2015). There is

still a scarcity of research on the effects of new and emerging crises, such as a

pandemic outbreak, on micro-businesses. Micro-firms in less developed areas,

it is hypothesized, have higher hurdles than larger enterprises or urban areas,

particularly during crises.

Additionally, the pandemic affected MSMEs in a way that could be

problematic to such businesses as decreasing demand, the price hikes for raw

materials, and tacky supply chains (Lutfi et al., 2020). The following practices

are essential in particular: target market switch, which focuses on shifting a firm’s

major market to reduce the negative externality of crisis event; cost reduction,
 35

which is a major tactic for sustaining business operations and involves a series

of activities such as laying off employees, shutting down facilities, and reducing

purchasing quantities; target market switch, which focuses on shifting a firms’

major market to reduce the negative externality of crisis event, particularly when

the crisis has a significant impact on a specific target market; leadership, which

enables organizations to allocate resources and make contingent decisions in

crises; and innovation, which is used to assist firms in dealing with disruptive

situations.

The impact of the movement control order on small enterprises has been

widely reported in the media. Micro entrepreneurs, for example, lose daily

income because of disrupted supply chains caused by the closure of supporting

sectors, in addition to lack of labor and dwindling cash reserves (Dzulkifli; Aling,

2020). Many entrepreneurs began to look for alternate ways to keep their

businesses afloat. Selling and advertising their products via social media and

mobile applications just like Facebook and Whatsapp, wherein it is one of the

alternative business continuity techniques used by entrepreneurs during the

movement control order period. Furthermore, some of them hired a part-time

transporter or runner to deliver their product to the end client, and they used

cash on delivery (COD) transactions (Halim, 2020).

 36

However, due to the limitations of business infrastructure assistance not all

small enterprises in rural areas can embrace this alternate strategy. The Ministry

of Agriculture and Food Industry (MAFI) in Sabah has promised to offer

adequate support and assistance to MSME entrepreneurs, particularly those in

the agricultural and food industries (Utusan Borneo, 2020). The MAFI

recommendations include allowing the farmers market to operate, with the

Federal Agricultural Marketing Authority (FAMA) serving as a collections center

for farm products and ensuring logistic flexibility during movement control to

make the supply chain for perishable products from end-of-businesses to end-

users easier (Daily Express, 2020).

The government’s economic stimulus package to cushion the crisis’ impact

on MSME entrepreneurs should not be considered as a long-term solution,

according to the Malaysian Institute of Economic Research (MIER) and the

Malaysian Entrepreneurship Academy. As a result, throughout the crisis

management cycle specifically, responding, continuing, recovering, and

restoring entrepreneurs must plan to continue operating the firm in a new or

inventive method (Cook, 2015). Many studies on crisis management include at

least three typical phases pre-crisis, during the crisis, and after the crisis (Fabeil,

et al, 2019), which are generally broken down into more thorough phases. As

the ISO standard states, they may include (i) risk assessment, (ii) prevention,
 37

(iii) readiness, (iv)reaction, (v) recovery, and (vi) learning, which are all used in

the field of disaster reduction and business continuity (Pursiainen, 2018).

Marketing innovation strategies are described as business commitments

incorporating new or considerably better marketing tactics that help

organizations efficiently employ their resources to meet customer demand and

produce superior customer value, according to (Wang, Hong, Li, & Gao, 2020).

(OECD, 2005). In two dimensions: the motive for innovations and the level of

collaborative creativity, the study develops a typology of marketing innovation

methods of enterprises in crisis management. Based on the successful

experiences of Chinese enterprises, this typology identifies four marketing

innovation techniques as proactive answers to the COVID- 19 crisis.

Furthermore, firms should carefully select and implement specific marketing

innovation strategies based on a thorough examination of the firm's external

factors, internal advantages, and unique characteristics, which adds to the

literature on crisis management and creates new scenarios for marketing

innovation research.

According to (Ligouri & Pittz, 2020), small business owners must have their

fingers on the pulse of the changing market to help them navigate the present

COVID- 19- affected environment. Reviewing or creating social media accounts,

as well as checking for drops or shifts in traffic (via clicks and impressions), will
 38

usually indicate that something is happening, which will manifest itself in shifting

online conversations, and small business owners can determine where the

conversation has shifted will have an opportunity. Maintaining existing client

connections is crucial, and efficient communication with existing customers is

essential for creating trust. To convey any changes in business operations, small

business owners should use their websites and social media channels. It’s also

crucial to consider your employees’ demands. Layoffs, furloughs, and other such

bad results are the economic reality for many firms right now. Being a strong

leader is more vital than ever in these times, so be transparent, accountable,

and over-communicate.

Transparency refers to informing employees about what is going on in the

firm in terms of revenues and business model. When layoffs are necessary,

accountability means that the founders assume responsibility for those decisions

and absolve intermediary managers of guilt. Over Communicating indicates that

more communication to employees is preferable than less, and it’s crucial to

realize that, while you as owners and entrepreneurs are used to coping with

uncertainty and ambiguity, most employees aren’t. Finally, it is critical to

maintaining contact with your entrepreneurial ecosystem. Maintaining a healthy

culture within the entrepreneurship ecosystem has been shown to encourage

 39

better levels of creativity and innovation, according to research (Ligouri & Pittz,

2020).

According to Adebisi & Bakare (2019), MSMEs must begin on having a

strategic choice in creating a strategy whether it could be a pure strategy or a

combination of strategies to guarantee its sustainability in its industry. Firms

should avoid the idea of not having any strategy for their organization to prevent

it from getting stuck in the middle which hinders its competitiveness and

sustainability in the industry. Adapting a combination of strategies proved that it

has a greater impact on MSMEs sustainability. Differentiation strategy has been

proven to be an effective strategy in the research that it gained a competitive

advantage in any business environment, and it can ensure the MSME’s survival.

Firms must be committed and disciplined on the strategies they choose and

avoid any strategies that do not fit their business.

Resilience Strategies

According to (ALVES, 2020) as for resilience strategies, the organization

plans to increase promotion on social media, offer discounts, and diversify

products. The firm is also considering applying for the new MSME loan for the

COVID-19 crisis offered by the government of Macau. The significant barriers or

difficulties for recovery may be a lack of cash flow and loss of a customer due to

the panic in the community at large. The firm will also strengthen crisis
 40

management as an aftermath strategy. After the COVID-19 crisis, the

organization may be willing to invest in learning and training in crisis

management, but it is too early to say to what extent there is no exact plan at

this stage. (ALVES, 2020).

Micro and small enterprises should show openness to production

innovation and adaptation while guaranteeing strong support for their customers

and communities in order to better cope with the effects of the COVID-19

pandemic. Efforts should be focused on improving the efficiency of their internal

operational management and maintaining worker safety. While there are

external reasons that force businesses to employ a variety of resilience

measures in order to better adapt to a pandemic, the incentives that drive this

decision are typically internal (Păunescu & Mátyus, 2020).

MSMEs portray resilient market responsiveness despite their inherent

limitations. Latham & Braun (2011) suggested that the response of a firm in

regard to strategies and repositioning every effort will determine their long-term

post-recession performance. Having a leadership mindset, easy to adopt in

multiple crisis management practices, maintaining good connections and

relationships and vigorous network, being able to identify opportunities and

threats, and being flexible and prompt in taking actions are what resilience
 41

strategies require. ((Hong & Li, 2010; Cosh 2020; Irvine & Anderson, 2020,

Simon-Moya et al., 2020; Phillipson et al., 2020).

MSMEs that can learn post-crisis despite their size have strong dynamic

and innovative capabilities willing to learn from crisis events and recover quickly

(Boin, 2008, Saunders et al., 2014). A similar finding was obtained by Bullough

& Renko (2018), who mentioned that entrepreneurs should have engaged with

business development training and seek networking events or special lessons

to learn by modeling others who have experienced challenging times. Another

similar finding was gathered by Hidayat et al. (2020), personal resilience is a

very important factor in managing a business and it is manifested by MSMEs in

Indonesia during a pandemic condition.

Lastly, the owner mentions that firm size would make a difference in their

industry. In general, small firms suffer a smaller economic loss due to low

inventory levels, labor costs, and rental burdens. Small firms also show higher

flexibility in making decisions for labor cost cuts and price reductions for survival.

It is also easier for small firms to adopt resilience strategies such as product

diversification and relocation of the shop for lower rental after the crisis. These

are mainly due to the low bureaucracy in small businesses (LOK, 2020).
 42

Business Owners

The issues faced by MSMEs include that COVID-19 has transitioned from

a health crisis to an economic crisis, according to (Skidmore, 2020; Besenyő,

Kármán, 2020). Business owners are earnestly attempting to weather both the

crises, almost probably with dwindling resources. Some industries are stuck

harder than others, with lodging, food service, and travel being the hardest hit

(Skidmore, 2020). It is proposed that businesses undergo a four-phase process.

First, businesses see a collapsing demand with a plunge in the cash received.

Second, businesses see a dwindling of products and services necessary for

business as the supply chains are increasingly broken (for the same reasons).

Third, remaining open under a lockdown or partial lockdown situations posed

new work conditions never experienced before. Face masks and social

distancing although disruptive to human interaction has become essential. The

lockdown also imposes intricate problems for workers traveling to and from work.

Fourth, reduced workforce and movement control compelled small business

owners to work with greatly reduce workforce (Skidmore, 2020; Besenyő,

Kármán, 2020)

The plight of small business owners has not been heard from the victims

themselves, to put it in remarks. Business indices accessible from national

statistics are frequently used to analyze the fragility of MSMEs. The

 43

administration “failed to successfully choose, monitor, and keep track of how the

young entrepreneurs managed their fledgling businesses” based on such

statistics (Al Sharekh, 2018). As a result, it’s critical to grasp the perspective of

the business owners to better assist them in sustaining their firms. The impact

of COVID-19 must be understood through the eyes of the small business owners

themselves. (Al Sharekh, 2018).

Globally, businesses experienced incredible levels of disruptions. Most

businesses are searching for ways to survive the COVID-19 pandemic. This is

particularly true for business owners of MSMEs who are left with little choice.

Such businesses are finding ways of identifying their position amidst their

employees, their customers, and the legislation. Business owners have to juggle

survival in the short-term, as well as long-term, as workforces and communities

try to function and perform while struggling to cope with what is happening in

their daily lives (Accenture, 2020).

Synthesis of the Literature

This paper is composed of concepts and theories from various journals that

would be helpful and critical for this research to help and guide us, as

researchers, in the completion of our study. The above collection of studies

provides information about the novel coronavirus and the crisis management of

Micro, Small and Medium Enterprises during this pandemic.

 44

The coronavirus got its name from a spiky crown of glycoproteins on its

surface. It’s a new strain found in 2019 that has never been seen in humans

before. Human-to-human transmission of COVID-19 has been verified among

close contacts after the outbreak in Wuhan, China in December 2019. The novel

virus, which was associated with ICU admission and considerable mortality,

generated clusters of severe acute respiratory syndrome.

Coronavirus pandemic results in worldwide health crises and economic

slowdowns. Trade, investment, and jobs have all suffered because of the crisis.

Because they lack the means to survive the crisis, Micro, Small and Medium

Enterprises are the most vulnerable.

MSMEs are businesses with less than 500 employees, and their

executives are well conscious of their limited resources and weak market

positions. On the supply side, MSMEs had logistical problems because of

transportation disruptions and personnel shortages. On the demand side,

MSMEs have suffered a significant drop in demand because of lockdown

measures, a loss of customer confidence, and the closure of some GVCs in

affected industries. They, on the other hand, are very interested in making the

most limited capital resources.

A crisis is a circumstance that an individual, group, or organization is unable

to deal with using standard operating procedures. The COVID-19 crisis is a

 45

sudden threat, as it arose out of nowhere and impacts not just the entire

organization, but also entire economic sectors. The previous study may not be

sufficient to comprehend the COVID-19 problem, as well as how firms should

respond during such a difficult moment, because of its uniqueness. Furthermore,

the majority of crisis management research focuses on the contexts of large

corporations. Micro, Small and Medium Enterprise crisis management methods

have not been thoroughly explored to provide sound theory and practical

management consequences. Small businesses may be more sensitive to crisis

occurrence due to resource limits, lower market positioning, and other

considerations. MSMEs, on the other hand, may offer advantages such as

greater flexibility, learning skills, innovation, and client relationships.

CHAPTER III

METHODOLOGY

This chapter presents the research design, population and sampling,

procedure, research participants, data collection process, and the statistical

methods applied to the analysis and interpretation of the data.

 46

Research Design

The researchers used a descriptive method using qualitative approaches

in gathering data about how the pandemic affects the Micro, Small and Medium

Enterprises concerning their entrepreneurship and crisis management. The

qualitative descriptive research is mainly data-derived that are brought from the

data in the course session. Like some approaches in qualitative research, the

simultaneous collecting and analysis of data are where the qualitative

descriptive studies are mostly characterized. (Lambert, 2012).

Qualitative research mainly uses interviews and happens when the

researchers deliver questions to the participants using open-ended questions

and use recordings for their answers. Sometimes, the usage of audiotapes is

done to have better consistency of transcription. (Creswell, 2012).

The researchers used this research design to explain and analyze the

strategies, patterns, and ways of the small enterprises on crisis management

and their way of continuing their business operation and their struggles

encountered in implementing various strategies.

Population and Sampling Procedures

The respondents to this research study are Micro, Small and Medium

business from the selected municipalities of Rizal, Philippines. Convenience

 47

sampling, also known as the availability sampling method among non-probability

sampling, is used by researchers to select a sample of participants by drawing

from a segment of the population that is readily accessible in terms of

willingness, time, and location. This can also be another type of selection known

as connections or contacts (Frey, 2018). Furthermore, it is the most convenient

and rapid way of gathering immediate responses while taking into account the

restrictions brought by the COVID-19 pandemic. It is deemed the most

appropriate sampling technique for this study.

The inclusion criteria were based on participants who are currently

managing a Micro, Small and Medium-sized Enterprise (MSME) from six (6)

different industries: Food and Beverage, Transport Industry, Wholesale and

Retail, Hair and Beauty, Pharmaceutical, and Water Refilling, in Rizal.

Participants are asked to sign a declaration of consent before the interview. No

data is collected until all consent forms have been signed and returned to the

researchers.

Participants of the Study

Bowen (2008) defines data saturation as the process of continuously

bringing in new parties in a study to achieve the completion of needed data. To

simply put it, saturation is being achieved when nothing new is being added to

the study. The researchers chose twelve (12) respondents for this study because
 48

it aligns with Guest, Bunce, and Johnson's (2006) findings. They discovered

that the saturation point was reached within the first twelve (12) interviews.

Twelve (12) different MSMEs had been chosen to participate in the

studies. Hair and Beauty Industry, Pharmaceutical, Food and Beverage

Industry, Wholesale and Retail Industry, Transport Industry and Water Refilling

were among the industries represented by respondents. The enterprises were

chosen based on the following criteria: micro enterprises having 1-9 number of

employees, small enterprises having 10-99 number of employees, registered

firms located in the municipalities of Rizal, have been affected by the current

COVID-19, and were available and willing to engage in the studies. Other than

the study of Guest, Bunce and Johnson’s (2006) about limiting the participants

to 12 (saturation point), the crisis, COVID-19 also limited the study to look for

other participating industries other than participants who partake with the study

and it encouraged virtual interviews to take place face-to-face contact with the

participants. Participants came from the region where there is a significant

number of micro and small enterprises. The profile of the respondents were

identified including the industry they belong to, the position in the business of

the interviewee, the years it was established, the location of the business, and

the number of their employees.

Data Gathering Procedures

 49

The researchers reached out to Micro, Small and Medium Enterprise

businesses, some of them were known personally and others were contacted

through their social media pages. Prior to conducting the interview, the

researchers consulted business owners and professors from the College of

Business Education for questionnaire validation. As this study is about the

experiences of MSMEs during the COVID-19 pandemic, data were gathered

using qualitative methods.

Due to the pandemic, the researchers conducted the interviews online as

there are restrictions in face-to-face interactions. Online meetings were arranged

through video calls and phone calls depending on the respondents’ preferences.

The interviews were semi-structured and lasted for 25 to 30 minutes. The

respondents were not compelled to answer questions they believe are

unnecessary and should not be included in the study.

The researchers recorded, organized, analyzed, and interpreted the

responses as well as the entire interview. Data were tabulated, analyzed, and

interpreted accordingly.

Treatment of Data

Many are used as methods for qualitative research that develops an in-

depth understanding of the specific concern, but the most common types of

these are the usage of interviews and observation (Jamshed, 2014). As

 50

qualitative research, the results will be interpreted using non-statistical analysis.

These include the interview and observation. The results of the technique in the

data gathering will allow the researchers to arrive at the interpretation of the

study.

These will be used in determining the answers of the respondents on the

interview that will be conducted. The interview will be divided into five parts; the

profile of the enterprises; their crisis management plan; their resilience and

renewal strategies; their survival strategies; and their struggles in implementing

the crisis management strategies, resilience and renewal strategies, and

survival strategies during the COVID-19 Pandemic.

In particular, the researchers will use semi-structured interviews to have

two-way communication. In this way, both can ask questions for more

clarification, and, the key-informants may feel more at ease in explaining their

experiences during the pandemic as an MSME, since a conversational tone will

be used. An advantage of the interview being interactive may also arise

unexpected answers since it’s a two-way communication helping the

researchers to overcome bias which is often found in the written surveys.

The interview is also conducted by using a voice recorder, but since the

COVID-19 Pandemic occurred, given the strict restrictions and health protocols

to follow, the researchers will use online platforms. This will create a more

immersive environment between the respondent and the researchers wherein

 51

the interview is flexible and both parties can ask questions and gain additional

answers beyond the prepared questions asked. While the interview is being

conducted, observation is also particularly used to obtain a comprehension of

the interviewee’s actual behavior. For observation, the researchers immersed

themselves in the place of their key-informants. The choice of these methods

produced transparency and all data collected are well documented given its

openness and responsive collection of data and analysis.

CHAPTER IV

PRESENTATION, ANALYSIS, AND INTERPRETATION

The presentation, analysis, and interpretation of the findings are

presented in this chapter. Profiles of the enterprises and their brief background

are presented to know which respondents are being identified and to know their

experiences well. Crisis management plans, resilience and renewal, and survival

strategies of MSMEs are analyzed and interpreted as well as their differences

and similarities, and their struggles encountered upon it.

Profile of the Enterprises

 52

The selection of enterprises are based on the businesses, location and

the industries of the MSMEs. The following respondents are profiled as

follows:

Key- Industry Interviewe Locatio No. of Establishe

Informan e n (Rizal) Employee d
t (Job s
Position)

KI - 1 Wholesale Owner Antipolo 5 2004

and retail

KI - 2 Wholesale Manager Baras 5 2000

and retail

KI - 3 Water Owner Antipolo 7 2018

Refilling

KI - 4 Water Owner Antipolo 2 2013

Refilling

KI - 5 Transportation Owner Antipolo 3 2005

KI - 6 Transportation Owner Cainta 2 2009

KI - 7 Hair & Beauty Owner Antipolo 2 2018

KI - 8 Hair & Beauty Manager Antipolo 2 2019

KI - 9 Food & Owner Taytay 3 2014

beverages
 53

KI - 10 Food & Owner Antipolo 4 2019

beverages

KI - 11 Pharmaceutic Employee Antipolo 3 2010

al

KI - 12 Pharmaceutic Employee San 15 2017

al Mateo

Table 1: Profile of the Micro, Small and Medium Enterprises (MSMEs) in

selected Municipalities of Rizal

Key-informants from wholesale and retail are both in business for more

than 10 years now. Due to the pandemic, one of the wholesalers added 2 more

employees considering the increasing demand from them. The other one, under

the same industry did it otherwise, lay-off employees and now have 5 employees

only. KI - 3 and KI - 4 under water refilling industry, came from the same location

and both experienced moderate level of impact by the pandemic. Key-informants

from the hair and beauty industry who only started their businesses less than a

year before the pandemic, experienced major downfall in sales together with the

transportation industry. Key-informants from this both have been in the business

for more than 6 years now. Without an idea that this pandemic will happen, one

of the key-informants in this industry thought of closing the business, but with

resiliency and strategy of both industries, they were able to cope up. One of

key-informants from the food and beverage industry had their business for more
 54

than 6 years while the other had their business for less than a year before the

pandemic. KI-10 focuses on online orders, while the other one was forced to

operate everyday to make sure that existing and potential customers will be

assisted properly. The last industry is pharmaceuticals, both stated that their

customers doubled, especially at the peak of the pandemic.

Crisis Management Plans

The results showed that all enterprises interviewed don't have Crisis

Management Plans. Although some started their business 10 years ago and

more such as the KI-1, KI-2 KI-5, KI-6, and KI-11, they haven’t thought of any

crisis that may come along or occur. They all have the same view that it is so

sudden that a pandemic occurs, and their first-time so they haven’t thought of

any crisis management plans.

Yet no prior plans on crisis management have been made, enterprises all

have different experiences during this time of pandemic to continue their

operations and were able to implement different strategies. Study conducted by

Fasth, Elliot and Styhre (2021) showed the same result: most enterprises don't

have a crisis group that will deal with the COVID-19 but rather, they only deal or

respond to it as pandemic occurs.

 55

Resilience and Renewal Strategies

For the enterprises to continue their business even during this difficult

time brought by the COVID-19 pandemic, different strategies have been

implemented inline with the resilience and renewal strategies. These strategies

vary depending on the enterprise’s respective industry.

Strategies Defining Elements Key-Informants

(Themes)

Health and Safety “I tested positive from COVID-19

and since then, I became really
protective both for my family and KI - 7
clients.”

“In compliance with the protocol,

we really invested for the health
and safety of everyone.”
All Key-Informants

Advertisement
“We created a facebook page to KI - 2, KI - 6, KI - 7,
promote the business.” KI - 9 and KI - 10

“Since we are donating to the

frontliners, it also became our KI - 4
advertisement strategy.”

“We take advantage of our

delivery service to talk to others
and promote our business.” KI - 3

“We used tarpaulin to promote.”

KI-3, and KI - 8
 56

Prices, Discounts, “It's better to sell it at a cheaper

and Promos price than waste the goods and KI - 1 and KI - 2
earn nothing.”

“We offer discounts and promo

packages to at least have a KI - 7 and KI - 8
client even once a day.”

“We lower our prices from 25

pesos to 18 pesos since there
are a lot of competitors near us.” KI - 3

Product/service “We had to remove the juice

development drinks and school supplies we
offer since we lost customers for
it. We also decided to add and KI - 4
sell dishwashing liquid.”

“We add different products aside KI - 1, KI - 2, KI - 6,

from what we originally sell.” KI - 4, KI - 7, KI - 8,
and K- 10

Table 2: The Strategies Implemented by the MSMEs During the COVID-19

Pandemic as to Resilience and Renewal

Table 2 summarizes the resilience and renewal strategies undertaken by

the 12 MSMEs during the pandemic. According to the table above, every key-

informant considered the importance of putting health and safety standards in

place which is something that everyone is expecting in every business.

Furthermore, advertising is one of the most often utilized business strategies for

attracting new customers and informing them about the business. Even though

many believe that advertising is an excellent approach, few key-informants still

 57

refuse to utilize it since they believe it is unnecessary for their business because

they already have a stable number of customers.

In terms of pricing strategy, some businesses including KI-1, KI-2, and KI-

3, have chosen to offer their goods at a lower price. The rise of competitors in

the market and the need to prevent wasting items that are about to expire are

two of the factors. Finally, product development is also one of the strategies of

a few key-informants to help their business stay afloat. KI-1, KI-2, KI-4, KI-6, KI-

7, KI-8, KI-9 and KI-10 chose to expand their product offerings beyond what they

were originally selling. KI-4, has removed certain goods from their typical offering

since the demand for those products are declining but they have also included

a new essential product. According to a study conducted by Boyke Rudy

Purnomo (2021), MSMEs adapt and implement resilience. It also adds to the

literature on entrepreneurial resilience and resourcefulness by describing how

entrepreneurs foresee, adapt to, and profit from crises. Small businesses have

been discovered to negotiate survival, continuity, and expansion by relying on

their resourcefulness and firm-level tactics to deal with changing possibilities and

restrictions.

Every strategy MSMEs implemented during this time of pandemic as to

the resilience and renewal strategies is presented and explained below for

further analysis and interpretation.

 58

Health and Safety

Majority of the enterprises really invested in the health and safety of the

workplace in which it is necessary in these difficult times brought by the

pandemic. Stocking of facemasks, face shields, alcohols, and frequently

disinfecting everything used in business are practiced. In line with this, most of

the employees are vaccinated.

KI-7 even mentioned that since she tested positive from the virus, they’ve

been strict regarding this. KI-1 also stated that the need to follow protocols for

health and safety is needed or else, a fine will be paid for disobedience. As for

KI-11 they conducted an online conference together with their staff to be briefed

and advised about the procedures that they needed to observe and apply at the

business. They practiced scanning QR codes and limiting the number of

customers allowed inside the establishment. The pharmacy also strongly

encouraged the use of thermal scanners and the usage of masks, as well as the

free use of alcohol. Similar findings were found in research undertaken by

Liebman et al. (2021). As of June 2021, no federal emergency guidelines for

farm workers had been released, and only 14 states had enacted emergency

protections for vital workers, including basic safeguards such as physical

separation, mask use, cleanliness, and the supply of personal protective

equipment.
 59

KI- 1

: “ Sinusunod namin yung face mask, face shield, pati yung barrier kasi

kapag nakita

lang yung barrier na plastic tas nakababa lang ng konti bibigyan kami ng warning

tas kapag inulit pa namin magbabayad na kami ng fine”.

: “We followed the protocols of wearing face mask and face shield, as well

as the use of

plastic barriers because if they saw that the plastic barriers were just lowered

they will give us a warning and when we repeat we will pay a fine”.

KI- 2

: “Oo, inallow namin ang face masks and face shields.”

: “Yes, we allow the use of face masks and face shields.”

KI - 3

:"Meeting kung anong gagawin, bumili rin kami mga stock, face mask,

face shield. Alcohol din, sa delivery."

:"We had a meeting on what to do and bought stocks like face shields and

face masks. Also, alcohol when delivering.”

KI - 4
 60

:"Oo, bumili ng mga gamit, face masks, face shields ganun. Lagi rin

nagdidisinfect, sanitize kapag may pumupunta dito"

:"Yes, we bought things like face masks and face shields. Also, we

disinfect and sanitize every time customers go here.”

KI- 5

: “Oo, nag provide kami ng barriers sa jeep namin at sinusunod din namin

ang 50% capacity ng pasahero sa isang jeep, dahil isa ito sa mga health

protocols na dapat naming sundin upang kami ay payagang makapasada.”

: “Yes, we provided barriers to our jeep, and we also followed the 50%

passenger capacity because it is one of the health protocols that we must follow

to be allowed to travel.”

KI- 6

: Naka-post sa facebook page namin na required and face mask, face

shield, at alcohol sa mga sasakyan. Actually, mayroon ding libreng alcohol sa

lahat ng sasakyan. Kailangan pa rin sumunod sa protocol.”

: “It is posted on our facebook page that face masks, face shield, and

alcohol are required inside the car. Actually, the cars are equipped with free

alcohol. Still, we need to follow the protocols.”

KI - 7
 61

:”Nagka-COVID kasi ako, kaya simula nun naging OA na talaga para sa

pamilya ko at mga clients.”

: “I tested positive from COVID-19 and since then, I became really

protective both for my family and clients.”

KI - 8

: “Since kailangan talaga ng facemasks at iba pa, bumili talaga kami ng

ganun.”

: “Since it's absolutely necessary, we bought things like face masks and

such.”

KI - 9

: “Nag-invest ako sa facemask kasi sagot ko yan sa mga employees.

Sagot ko yung mga facemasks, alcohol, at vitamins.”

: “I purchased face masks, alcohol, and vitamins for my employees

because they are my responsibility.”

: “Choice nila kung magpapavaccine sila kasi katawan nila yun...Ayun,

willing naman sila magpavaccine. Ngayon, lahat kami fully vaccinated na.”

: “It’s their choice if they want to get vaccinated because it’s their own

body. Fortunately, they are also willing and now we’re all fully vaccinated.”

KI - 10

: “Opo. For face shields, gloves, aprons tsaka alcohol.”

 62

: “Yes. For face shields, gloves, aprons, and alcohol.”

KI - 11

: “May minimum lang kung ilang person lang yung pwedeng pumasok sa

store."

: "The number of persons who can enter the store is limited."

: "Kailangan naka face mask at face shield ang both employees at

customers. Ginagamitan din namin ng thermal scanner at required ang QR code

sa mga papasok sa store."

: "Both personnel and customers must wear face masks and face shields.

We also utilized a thermal scanner and required customers to enter the store

with a QR code."

: "Kailangan kaming lahat na Pharmacy assistant ay dadaan sa swab

test."

: "Pharmacy assistants need to pass the swab test."

: "Sa vaccine, those who wants lang, hindi pinipilit ng boss namin magpa

vaccine, binibigyan nya pa rin kami ng freedom kung magpapa vaccine kami or

hindi."

: "With the vaccination, our boss doesn't force us to be vaccinated; he still

offers us the option of getting vaccinated or not getting vaccinated."

 63

KI - 12

: "Oo, nag bigay ng alcohol at facemask sa mga empleyado."

: "Yes, they provided the alcohol and facemasks for the employees."

Advertisement

Most enterprises used additional advertisements in different ways. The

most commonly used are both through creating their own account on social

media and posting posters and tarpaulins near the vicinity of the enterprise’s

establishments in which have been done by the wholesale and retail, hair and

beauty, and food and beverage. In connection to this, MSMEs during this time

of pandemic took the advantage of the internet and other communication

platforms as their strategy as per the research done by Caballero-Morales SO

(2021). Hence, the enterprises under the pharmacy industry had a different

approach regarding advertising their business, they didn’t use any

advertisement during the time of pandemic.

A study of Qi Xu and Abbasov (2021), same with the result, concluded

that pharmacies are one of the industries that are not greatly affected by the

pandemic, which shows in their quantitative research having only 0.2 percent.

Pharmacies are also seen to be financially stable and there is no need for them

to rely on government support. KI-4 used donations for the frontliners as their

promotional strategy and since KI-3 offered delivery services, they used it as a
 64

chance to talk to others and promote their business. But unlike KI-1 under

wholesale and retail, they didn’t use any additional advertisement to their retail

store, since their business was established long ago and were known already

by their good reputation and loyal customers in their area.

To support the findings and analysis of the study, the following

responses of the key-informants were fully reproduced below.

KI - 2

: “Meron, katulad ng facebook page, gumawa talaga ako nun para mas

makilala yung business namin.”

:” We do, just like a facebook page. I purposely created that page so that

our business will be more known”

KI - 3

: “Ang mayroon lang kami, tarpaulin katulad ng ganito. Oo, nagdedeliver

kami, tapos ginagamit din naming advertisement, sinasabi sa kanila”

:” We only have tarpaulin, like this. Yes, we deliver, and we used it as an

advertisement, we tell it to them”

KI - 4

: "Oo, actually ung promotions namin, donation iyon. Nagdodonate kami

ng bootled waters sa mga frontliners sa Antipolo"

 65

"Yes, actually our promotion, that's donation. We are donating bottled

waters to the frontliners in Antipolo "

KI - 6

: "Ngayon, medyo nagluluwag na sa mga travel travel, unti-unti nag

ppromote kami ulit sa fb page namin."

: "Now that travel restrictions are slowly being lifted, we are promoting

again through our facebook page."

KI - 7

:” Sa facebook nagpropromote ako, pati tiktok videos ginamit ko rin, kasi

kailangan may exposure sa marami ung business natin”

: I promote using facebook and even making tiktok videos, we need it to

have exposure in the media.

KI - 8

:” Tarpaulin ayan ganyan, nagkaroon kami nyan sa labas tsaka sa ibang

lugar naglagay din kami.”

: Tarpaulin, like that kind of thing, we placed it outside and in other places

too.

KI - 9
 66

: “First time ko mag-facebook page. Gumawa ako ng facebook page para

maopen ako for delivery.”

: “It was my first time using a Facebook page. I created a Facebook page

so that I could start offering delivery services.”

K-10

:” Yep. We have our fb page na doon na namin inaadvertise yung bago

naming products.”

:” Yes. We have our fb page to advertise our offerings and our new

products.”

Prices, Discounts, and Promos

Discounts and promos were offered mostly by the enterprises. Some set

targets of net sales a day, and to achieve it they offer discounts or promo

packages. The wholesale and retail enterprises lower their prices when their

goods depreciate and in order for it to not get wasted.

In addition, both enterprises also provided their loyal customers some

exclusive discounts that would encourage them on returning to their store and

invite new potential customers. This is proven by KI-1 that customer loyalty is

one of the factors that makes their business last long since the day it was

established. In relation to this, a study of Kyurova, V., & Koyundzhiyska-

Davidkova, B. (2021) proved to their conclusion that customer loyalty is one of

 67

the main tools for influencing current customers of the products/ services offered

by the enterprise.

As for KI-7 they offer promos to their customers on their salon services,

and for KI-12, the pharmacy provided senior citizen and PWD discounts, and

bundle promos to their customers before and during the pandemic. KI-3 has a

different approach on its own, instead of giving discounts and promos to their

customers, they lowered their product price from 25 to 18 pesos in order to

compete with its rising competitors in the industry. According to the book "The

New Frontier of Price Optimization" written by Simchi-Levi and David (2017),

businesses that respond by lowering prices, offering limited-time pricing offers,

or increasing the amount of discounts, have been shown to have a positive effect

on short-term performance and the likelihood of a substantial recovery. The

results varied depending on the deal type (for example, whether the offer was

for food and drink or beauty-related deals), but generally, engagements climbed

by 116% and income grew by 21.7 percent. Further examination of the field

experiment findings revealed that lowering the price had a far greater impact on

low-volume sales.

To support the findings and analysis of the study, the following

responses of the key-informants were fully reproduced below.

 68

KI- 1

: “Oum, nagoffer din kami ng mga discounts and promos kasi wala naman

sa plano yung

pandemic kaya madalas binaba-baan namin ang presyo para maubos lang.”

: “Yes, we also offered discounts and promos because the pandemic

wasn’t in the plan, so

often lower the price until stocks run out.”

KI - 2

: "Mahalaga talaga yung discount kasi sa mga suki namin kahit alam mo

yung makamura sila ng 5 pesos. Halimbawa may butal na 2 pesos o 3 pesos

kukuha na sila"

: "It is important to give discounts to our loyal customers even if you

know that they can save 5 pesos. For example, if there is an excess amount of

2 pesos or 3 pesos, they would take it."

KI - 3

:"Malaki nga eh, binaba namin ung price. Dating 25 pesos ngayon, 18

pesos nalang. Marami rin kasing nag-ooffer ng mas mababa, kaya binaba na

rin namin"

"We greatly lowered the price. Before it was 25 pesos but now, we offer

it for only 18 pesos since many competitors offer lower prices."

 69

KI - 7

:” Nag-offer ako ng discounts, kasi may target net sales ako everyday so

para makuha ko iyon, nag-offer ako. Nagbibigay din ako discounts if may

special na occasion sa buhay ko katulad ng kapag birthmonth ko na”

:”I offered discounts since I have target net sales I need to achieve daily.

I also give discounts if there’s a special occasion in my life like birth month.

KI - 8

:”Siguro namamahalan iyong iba kaya ang ginawa ko nagbigay na ako

discounts and promo para naman may maging customer ako kahit isang beses

isang araw ganun”

:” Maybe other thought it pricey so I gave them discounts and promo for

at least, I have customer even once a day”

Product/Service Development

MSMEs exhibit their own or unique products/services to attract

customers. When the COVID-19 pandemic occurred, some of the businesses

experienced a decline in their revenue and underwent different plans to sustain

their expenses by introducing a new or a much more refined product/service.

KI-1 who is under the retailer/wholesaler industry thought of selling a “pang

masa na isda” such as galunggong and tulingan as their main goods. They
 70

increased their supply of these fishes because of the high demand from their

customers which is seen effective being an essential product that can be eaten

any time of the day.

Before the pandemic, businesses only focused on their main

products/services aligned with the industry they’re in, but because of the

effects of the pandemic, businesses also came up with different ideas to sell

different products. KI-2 who sold fruits before the pandemic started selling

vegetables as well, grabbing it as an opportunity to increase sales of the

essential products. KI-4, KI-6, KI-7, and KI-8 tried selling various products as a

new source of revenue to sustain payments and monthly expenses of their

business. During a ceased operation, KI-7 who is within the hair and beauty

industry used it as an opportunity to improve their skills and planned of other

services they can offer for their clients, as well as KI-10 who offered new

special products that can go with occasions such as Christmas, Birthday, etc.

for more options for their customers.

As most industries try product/service development, a survey conducted

by Diedrich, Northcote, et. al, (2021) showed that business-model innovation is

important in addressing the crisis where product development is mentioned as

one of the areas where the surveyed 300 senior executives in Europe focus

more.
 71

To support the findings and analysis of the study, the following

responses of the key-informants were fully reproduced below.

KI- 1

:” Yung mga tao mas hinahanap yung murang isda, kaya bumibili kami

ng isda sa

Navotas yung kaya lang, yung pangmasang isda kagaya ng

galunggong,tulingan…”

: “People are more looking for the cheap fish, so we buy fish in Navotas

so that they can

afford "pangmasang isda" like galunggong and tulingan.

KI - 2

:"Fruits lang kami nung una tapos nung nag pandemic sobrang tumal

talaga, hindi kaya ng prutas lang ang ibebenta namin. So napag isipan namin

bat ang benta nang gulay? Yun pala kailangan talaga siya ng tao, araw-araw

dapat kumain nang gulay. Kaya nag gulay kami noong nagpandemic na."

:"Initially, we only sold fruits, but when the pandemic hit our sales were

not that great, we cannot afford to sell only fruits. Then, it came to our mind

why vegetables are in demand? And it is because what the people really need,

everyday we must eat vegetables. So, we sold vegetables during the

pandemic.”
 72

KI - 4

:"Yung gumagawa ng dishwashing liquid"

:"We are making dishwashing liquid"

:"Wala na ung school supplies, nung nagkapandemic, wala na. Tsaka

ung mga juice drinks, ngayon dahil wala ng mga estudyante, nawala na"

"We no longer offer school supplies when the pandemic hit. Even the

juice drinks are no longer available, now that there's no students."

KI - 6

:"Well, kasi, patay talaga ang business noon ng tourism, so wala kami

magagawa na dahil sa mga travel ban at lockdown. Ang ginawa ko, nag focus

na lang talaga ako sa pag bubusiness ng retail para masustain pa rin yung

mga sasakyan sa DoRayd."

: Well, there was really nothing left that we could do because of the

travel bans and lockdown, so what I did was, I focused on retailing business so

I can still be able to sustain the cars of DoRayd.”

KI-8

:” Ayan nagdagdag kaming ilang damit at mga ipit sa ulo pero hindi rin

naging mabenta eh”

:” We added clothes and hair decorations to sell yet it was not profitable”
 73

KI - 10

: "Yep. As much as possible, varieties of milk tea ang ioffer namin. More

choices, more chances to earn."

: "Yes. As much as possible, varieties of milk tea are what we are

offering. More choices, more chances to earn."

: "Yep. Kung mapupuntahan niyo yung store, we have several products

na meron kami pero wala yung ibang infinitea stores."

: "Yes. If you happen to visit our store, we have several products that we

offer that cannot be found in any other infinitea stores."

Survival Strategies

MSMEs use various strategies to give their business a chance to survive

during the COVID-19 pandemic regarding their schedule of operations, costs,

employees, and inventory.

Strategies Defining Elements Key-Informants

Schedule of “There’s a change in time… only a

operations few people were out because of
curfew. Our store hours were until 11 KI - 9
 74

pm but the lifting of the curfew hours

was from 8 pm. Our store is basically
only open for 5 hours.”

"Unlike before, the store now closes

earlier since there aren't many people KI - 11
out at night; we used to go home at 9
p.m., but now it's just 7 p.m."

“Due to the curfew hours that we,

business owners, must comply with, KI - 10
we reduced the operating hours of the
store.”

“We had to temporarily stop our

operation due to the pandemic” KI - 5, KI - 6, and

KI - 7
“Shifting hours are applied” KI - 1

“We closed our business because it KI - 8

was announced that we are prohibited
to operate”

Cost-cutting “Since the number of dine-in

customers was reduced, the more we KI - 10
have to achieve less expenses.”

“We laid off employees to reduce

some costs” KI - 3

“We closed one of our branches to

lessen the payment for rent”
KI - 2

Employees “We laid off employees to reduce KI - 2 and KI - 10

some costs”

KI - 3
 75

“We laid off our employees but that’s

only for a mean time but hire them
again”
KI - 1
“We had to increase our manpower,
and so we hired additional
employees”
KI - 6
“All in all, I used to have 9 staff,
including me and all the drivers, but
there’s only two of us, as of now.”

“Now that some restrictions were KI - 7

lifted, when I have clients, I tried to
hire some make-up artists.”

Inventory “The number of banyeras we acquired KI - 1

Management increased during the pandemic”

“The materials I used, some almost

reached their expiration date, so I had KI -7
to sell it and bought new”

"We need to monitor our stocks from

time to time because OS is prohibited, KI - 11
and many people are looking for
medicine right now, so we make sure
we have medicines to deliver to
consumers."

Table 3: The Strategies Implemented by the MSMEs During the COVID-19

Pandemic as to Survival Strategies

Table 3 summarizes the survival strategies undertaken by the 12 MSMEs

during the pandemic. As indicated in the table above, the majority of the key-
 76

informants had to adjust their business operations' schedules. During the first

few months of the COVID-19 outbreak, some of them were forced to close, while

others just adjusted their operating hours. Moreover, as a result of the decrease

in sales due to fewer customers, KI-2, KI-3, and KI-10 had to cut their costs in

order to keep the business operational. In relation to this strategy, KI-2, KI-3, KI-

6, KI-7, and KI-10, had to implement layoffs or manpower reductions to reduce

payroll costs because a few staff are sufficient to accommodate a small number

of customers. Lastly, inventory management is an effective strategy for utilizing

existing resources. With either an increase or decrease in demand for goods,

inventories must be continuously monitored to avoid overstocking and

understocking. KI-1, KI-7, and KI-11 consider this strategy. While KI-7 offers

services, they do it through the utilization of materials. To prevent wasting items

such as make-up, they decided to sell them before they expire in order to collect

at least some of the money spent on them. Hasanat et al. (2020) had research

that supports the findings. Most governments have established limitations and

restrictions to prevent the virus's transmission among individuals. Social

isolation and quarantines, for example, have caused supply chain distortions.

Many nations' economies have stagnated as a result of the drop in demand for

commodities. The ramifications of the pandemic of COVID-19 have affected all

economic sectors and organizations, including micro small and medium

businesses (MSMEs)
 77

Every strategy MSMEs implemented during this time of pandemic as to

the survival strategies is presented and explained below for further analysis and

interpretation.

Schedule of Operations

Both enterprises such as hair and beauty, and the transportation industry

had to stop their operations when the pandemic started. They had to follow the

protocol such as “tigil pasada” for the transportations and the force-closed

operation for the hair and beauty industry. After almost months of no operation,

they were only able to open, when some restrictions were lifted according to the

KI-6. Same with the result of a study conducted by Bartik, Bertrand, Cullen et. al

(2020), 43% of 5,800 small businesses were temporarily closed due the

pandemic.

While some had to stop operation, other enterprises had to lessen their

operation hours according to the KI-9, KI-10, and KI-11 following the

implementation of the curfew hours. KI- 1, and KI-2, closed for a while for the

reason of following and undergoing the health protocol ordained by the

municipality and in addition KI-1 also applied shifting hours for their employees.

While KI-3, KI-4, and KI-12 had no changes to their operation schedule and just

had to continue.

KI- 1
 78

:“Diba nagkaroon na kami ng dalawang tindera yung isa dun pang umaga

tapos yung isa panghapon. Tapos yung sa driver naman may schedule din

silang sinusunod kasi minsan dalawa lang yung truck na pinapandeliver bali

dalawang driver ang kailangan.”

: “Since we already had two salespeople, the other one is in the morning

shift and then the other is in the afternoon shift. Then, the driver also has a

schedule to follow because sometimes only two trucks are used to deliver so two

drivers are needed.”

KI- 5

: “Nung kasagsagan ng COVID-19 Pandemic nagkaroon ng tigil pasada

at tumagal ito ng 8 months, pero nung pinayagan na ulit kami bumiyahe tuloy-

tuloy na ulit ang aming pamamasada.”

: “During the COVID-19 pandemic, our operation was stopped, and it

lasted for 8 months, but when we were allowed to travel again our operation

resumed.”

KI - 6
 79

: “Nag meeting kami ng staff ko kung itutuloy pa ba kasi may mga

pumapasok na bookings pa rin eh. Pero majority bumoto na mag stop muna ng

operations, kaya tumigil na muna kami."

:"I conducted a meeting with my staff for us to decide whether we should

still continue operations because bookings are still coming in. Majority voted to

halt operations temporarily so that's what we did."

KI - 7

:” Natigil ang business ko matagal din, ilang buwan kasi nga mahigpit.

Neto lang naging okay ulit, may mga clients ganyan”

:”I stopped my business, almost for a couple of months. I recently began

accepting clients again.”

KI - 8

:”Nagsara kami. Pinagbawal kami magbukas, kung makita kaming open,

magbabayad kami. Ilang buwan walang income.”

:”We closed our store. We were prohibited to open, if they saw us, we had

to pay a fine. So for a couple of months, we don’t have income.”

KI - 9
 80

: “...lalo nung first two months ng pandemic, sobrang paranoid yung mga

tao, walang lumalabas lalo (na) ako two months akong (Hervie’s Pulutan

Express) closed... akala ko saglit lang yung COVID.”

: “...especially during the first two months of the pandemic, everyone was

so paranoid, no one dared to go out, even me. My store was closed for two

months… I thought COVID would only last for a few weeks.”

: “May pagbabago sa oras…kumonti na ang tao sa kalsada dahil may

curfew. Ang oras namin ay hanggang 11pm e ang curfew ay hanggang 8pm

noon. Ang open namin ay 5 hours na lang.”

: “There’s a change in time… only a few people were out because of

curfew. Our store hours were until 11 pm but the lifting of the curfew hours was

from 8 pm. Our store is basically only open for 5 hours.”

KI - 10

: “Opo. Yung curfew nakaapekto. Also, kasi nagiiba yung time ng dating

ng customers kaya inaagahan namin yung bukas.”

: “Yes. One factor is the curfew hours. Also, the time at which the

customers go to our store, so we adjusted the operating hours.”

KI - 11
 81

: “Nagclose lang yung store ng maaga unlike before, ngayon mas pinaaga

ang pagsara ng store dahil wala na masyadong tao sa gabi. Dati 9pm ang uwi

namin ngayon 7pm nalang"

: "Unlike before, the store now closes earlier since there aren't many

people out at night. We used to go home at 9 p.m., but now it's just 7 p.m."

Cost-cutting

Cost-cutting methods have been shown to be the most typical approach

employed by organizations in reaction to crises in terms of business strategies.

Considering the declining number in sales of the enterprises, the strategy they

used was to cut some costs in order to respond to the COVID- 19

crisis. According to KI-2, they made a reduction in the wages of employees, and

they had stopped one of their branches to sustain their business in the midst of

a pandemic. Then, KI-3, made a reduction also through laying off employees

when tight restrictions were implemented so that they could cope up with some

losses brought by the pandemic but when 2021 came, they hired employees

again and continued their operations.

On the other hand, restrictions such as the capacity that a food and

beverage industry could only cater, gave a good impact and a smooth way to

cut electricity costs for KI- 10. So, as mentioned, these are all the responses of
 82

some MSMEs that we interviewed who conducted cost-cutting to the point that

layoffs are the best way for them to reduce the cost so that they can sustain the

operations of their small businesses during COVID-19 crisis. According to Shafi

et al. (2020) the COVID-19 has revealed that this is a "knee-jerk" reaction by

MSMEs, as the first measures taken to address cash flow shortages included

laying off employees, decreasing staff salaries, and temporarily closing down the

business to cut costs.

KI - 2

:’Nagbawas din ako ng pwesto kung tustuisin kasi ang pwesto namin is

apat. Ang laki kasi ng binabayaran naming rent, nagbabayad kasi kami ng

30,000 para lang doon. 30,000 for good will tapos may binabayaran pa namin

daily which is 150 pesos sa isang pwesto daily. Kaya nagbawas kami ng isa.”

:”I also reduced one branch of our business as we have four. We had to

pay a lot for the rent; we paid 30,000 for it. Also, we pay 30,000 for good will,

then we also have to pay 150 pesos daily for one branch. That’s why we reduced

one.”

KI - 3

:’Nabawasan expenses namin kasi nag-bawas kami ng employee. Bukod

kasi sa electricity at ibang materyales, salary ang magastos samin.”

 83

:”We reduced cost through reducing employees. Because aside from

electricity and other materials, salary is one of our major expenses.”

KI -10

: "Yep. Since walang pumupunta masyado sa store, less expense sa

utilities kasi mostly ang customers ang nagcoconsume don. Ngayon, electricity

sa counter, store at sa machines na lang ang bayarin."

: "Yes. Since only a few customers come to our store, there’s less

expense for the utilities as customers mostly consume our electricity. Currently,

we only have to pay for the store lights, machine electricity, as well as the water

bills."

Employees

The results showed that enterprises had to either increase or decrease

the number of employees during this time of pandemic. Some industries lay-off

employees to reduce cost as mentioned in the previous strategy. Moreover, KI-

3 from water refilling had to temporarily lay off their employees at the very first

months of the pandemic but they were able to hire them again in succeeding

months, and KI-12 also laid off their employees but not as a response to the

pandemic but for personal reasons. Agreeing to this, a survey done by

 84

[Link] (2020) in India revealed that 1 out of 10 employees have been laid

off due to the pandemic and a survey conducted by Bartik et. al (2020) found

out that there are large reductions in the number of employees of businesses.

KI- 1

:” Oum, nagdagdag pa kami”.

: “Yes, we added more”.

KI - 2

: "Oo, malaking tulong yung pagbawas namin ng mga tauhan kasi sa

totoo lang noong ECQ medyo mabenta talaga kami as in malaki yung income

na pumapasok."

: "Yes, it was a big help when we laid off our employees because to be

honest at the time of ECQ we were quite popular as we had a large income."

KI - 3

: "Oo nagbawas kami ng employee pero naghire ulit kami neto lang.

Umutang kami para may pangbayad sa iba pa."

: "Yes we layoff employees but we also hired them recently. We also

took out a loan to pay expenses."

KI - 6
 85

:“Dating 9 lahat ng staff kasama na ako at mga drivers, pero ngayon

dalawa na lang kami. Binigyan ko pa rin ng ibang pagkakitaan yung mga

drivers ko, ginawa ko silang mga reseller sa mga binebenta ko.”

:“All in all, I used to have 9 staff, including me and all the drivers, but

there’s only two of us as of now. I still gave my drivers a different way to earn

by making them resellers of my retail business.”

KI - 7

:”Ngayon na maluwag na at marami na ulit clients, kumukuha ako ng

mga make-up artist para makasama.”

:“Now that some restrictions were lifted, when I have clients, I tried to
hire some make-up artists.”

KI - 10

: “Syempre. Pero since onti lang yung employees ko din, dating 7,

ngayon 4, pandemic really affected my business.”

: “Of course. But since we have fewer employees, from 7 employees

down to 4, the pandemic really affected my business.”

Inventory Management

Some of the MSMEs increased their stocks due to a large increase in

demand for the essential products they sell. KI - 1 and KI - 11 stated that they

eventually increased the size of their stocks to ensure that the supplies will not
 86

be difficult to obtain from the provider. The MSMEs that are under the

pharmaceutical industry are the most affected in providing their stocks because

of an extremely prevalent demand of vitamins, medicines, and alcohol to fight

off the COVID-19 virus. The on and off building of the stocks are indecisive due

to changes in the government policies and increasing demand of medicines.

Majority of the enterprises have stated no changes in the number of

inventories they have even during this time of pandemic. Although there is no

increase or decrease in their inventory/supplies, some of the businesses

encountered a major drop in their sales. KI-7 whose business is under the hair

and beauty industry came up with the idea that the stocks that are nearly

reaching their expiration date to sell and used to buy new materials for their

business.

Uncertainty in the supply chain management indicates uncertain demand,

which can cause a commodity's demand to rise or fall. But whatever it is,

excellent inventory management is needed to deal with demand uncertainties.

Because inventory expenses account for a significant amount of the cost of

completed goods, it is critical to keep inventory in good working order so that the

money saved may be used to integrate some new features in response to market

demand (Ahmed and Sultana, 2014).

KI - 1
 87

: “Hindi naman, mas dumami pa”.

: “Not at all, even more”.

KI - 7

:”’Yung iba kong stock na tumagal na di nagamit na make-up, binenta ko

ung iba na malapit na maexpired, tas binilhan ko ng bago”

:“The materials I used, some almost reached their expiration date so I had

to sell it and bought new”

KI - 11

: "From time-to-time kailangan minomonitor namin yung mga stocks

dahil bawal ma OS, kasi madami naghahanap ng medicine ngayon kaya

minemake sure namin na meron talaga kaming mabibigay na medicines sa

customers."

: "We need to monitor our stocks from time to time because OS is

prohibited, and many people are looking for medicine right now, so we make

sure we have medicines to provide to our customers."

: "Dati umoorder kami sa suppliers ng hundreds lang, ngayon triple na

kasi minsan nagkakaubusan din sa supplier"

: "We used to order in hundreds from suppliers; now we order thousands

since our supplier sometimes runs out of supplies."

 88

: "Hindi namin inaallow ang bulk dahil hindi lang sila ang

nangangailangan ng medicines or vitamins."

: "We don't allow bulk because they aren't the only ones who need

medicines or vitamins."

Similarities and Differences

The strategies used by twelve micro, small and medium enterprises

(MSMEs) include both commonalities and contrasts. Their approaches to

dealing with the COVID-19 pandemic vary according to what they believe is the

most suitable approach and which may assist sustain the business.

Strategies Key-Informants (KI)

KI KI KI KI KI KI KI KI KI KI KI KI

1 2 3 4 5 6 7 8 9 10 11 12

1 Health and √ √ √ √ √ √ √ √ √ √ √ √
Safety

2 Advertisement X √ √ √ X √ √ √ √ √ X X
 89

3 Prices, √ √ √ X X X √ √ X X X X
Discounts, and
Promo

4 Product/service √ √ X √ X √ √ √ X √ X X
development

5 Changes in √ X X X √ √ √ √ √ √ √ X
schedule of
operations

6 Cost cutting X √ √ X X X X X X √ X X

7 Laying √ √ √ X X √ √ X X √ X X
off/Hiring
employees

8 Inventory √ X X X X X √ X X X √ X
Management

Table 4: Similarities or Differences of Strategies Implemented by the

MSMEs During the COVID-19 Pandemic as to Resilience and Renewal,
and Survival

According to the table above, all key-informants paid great attention to

health and safety. Because of the high risk of being infected by the virus,

establishments take precautions and invest in personal protective equipment to

 90

reassure customers that doing business with them is risk-free. KI-2, KI-3, KI-4,

KI-7, KI-8, KI-9, and KI-10 opted to employ and optimize various social media

channels, with Facebook acting as a common denominator across the selected

marketing platforms. This finding can be supported by Nawal Abdalla Adam's

study in the year 2021, which said that digitization helps to enhance the

performance of MSMEs through the adoption of public crisis response tactics.

The research of Tom Gordon-Heckera et al. (2019), states that

organizations may be able to boost their sales and revenues by delivering the

most appealing deal. This is consistent with the above-mentioned results. KI-1,

KI-2, KI-3, KI-7, and KI-8 strove to remain competitive by giving discounts and

promotions as part of their strategy to retain and attract additional consumers.

Product and service development was also applied by KI-7 and KI-8, along with

KI-2, KI-4, and KI-10. It is for the purpose of compensating for decreased client

volumes and assisting in the payment of expenditures. Because of the

expanding number of rivals, only KI-1, 2, and 3 chose to cut their pricing.

Except for KI-3 and KI-12, all key-informants made adjustments to their

operational schedules. Aside from temporary closure of some stores during pre-

pandemic, the conformity to the curfew imposed by the authority is one of the

key reasons. KI-2 undertook cost-cutting measures, while KI-10 laid off some

personnel. KI-3, on the other hand, employed both tactics. Because of the

pandemic, they were forced to lower employee salaries and lay off some workers
 91

in order to keep their business operational. Meanwhile, key informant 1 stated

that they hired more employees during the outbreak. KI-1, KI-7, and KI-11

reported that they gradually raised the quantity of their stores to ensure that

supplies would not be difficult to get from the source. While KI-10 decided to

decrease their stocks because of low volume of customers. The above

statements were also consistent with the International Trade Center's 2020

research.

Struggles in the Implementation of the Strategies

The COVID-19 crisis has, no doubt, left major impacts on MSMEs since

they overrepresent the hardest-hit industries. With that, different issues and

challenges were faced by various industries of MSMEs in implementing their

strategies due the inconveniences caused by the pandemic.

Strategies Struggles in Implementation Key-Informants

1 Crisis No struggles have been mentioned since None

Management majority doesn’t have crisis management
plans

2 Resilience “Since our fruits aren't profitable

and Renewal anymore, we add vegetables but that
adds to our concern also since we don’t KI - 2
have a budget. Solution we found is to
took out a loan”

“We struggle in time management since

now we promote and sell online” KI - 6
 92

“Implementing these strategies, KI - 1

sometimes
I have thoughts whether it will succeed or
not”

“We don’t have enough cash, to make

strategies possible, we took out a loan” KI - 3

“Materials and other things I used got

more expensive since I have to follow
protocols and for my safety also” KI - 7

3 Survival “Travel ban hindrance us to increase the KI - 1, KI - 9, KI

supplies we have during pandemic” - 10, and KI - 11

“Implementing these strategies,

sometimes gave me thoughts whether it
will succeed or not” KI - 1

“Travel ban makes it different to reach

our customers to have income though we
offer discounts and promo packages” KI - 7

Table 5: Struggles of MSMEs in the Implementation of Crisis

Management Plans, Resilience and Renewal Strategies, and Survival

Strategies

Table 4 showed the responses of the key-informants regarding the

struggles they have encountered when implementing their strategies. Based on

the results, since all MSMEs haven’t thought of any pandemic that will occur

soon, no crisis management plans have been made and so the struggles
 93

encountered. Implementing strategies as to resilience and renewal such as the

additional service and product, investing in health and protocol, and others,

industries found it difficult mostly because of the need of budget. Increase in

stock as a survival strategy of MSMEs had to suffer as they needed to comply

with the government regulations implemented during this time of pandemic. For

some, struggles they faced were concerned about the time management,

adjustments, and doubt whether strategies will succeed or not. Agreeing to this,

the study United Nations Educational Scientific & Cultural Organization (2020),

emphasizes that Lockdowns and the resulting closure of educational institutions

appear to have widened the divide between affluent and poor people, not just

between the Global North and the Global South, but also within nations. School

closures may have a detrimental influence on students from low-income families,

expanding the gap between them and their more advantaged peers. On the one

hand, there is the primary goal of preserving health, but on the other hand, the

aforementioned issues are surfacing.

With these, we narrowed down the results into two main struggles that

most MSMEs encountered and showed as first, the restrictions, and the

expenses.

Restrictions
 94

Most industries struggle in implementing their strategies due to

restrictions and barriers. These struggles affect their supplies, number of sales,

their customers, and causes misunderstanding. Those industries are from the

field of food and beverage, pharmaceuticals, hair and beauty, and wholesale

and retail, or specifically the KI-1, 9, 10, 7, 11. Same with the study of Singh et.

al. conducted last May 2021, some challenges such as the rapidly changing

protocols, prohibited travelling, training, and educating the staff in batches,

continuously increasing population, sustaining quality assurance, and

encouraging the staff to work harder in their stressful times.

Expenses

Strategizing and implementing different ways to survive during this

time of pandemic brings hardships to some industries since it incurs additional

cost. In dealing with the cost, KI- 3 had to put additional capital to the business

by taking out a loan. While KI- 7 had to sell some materials as what have also

been mentioned in the previous part. In line with these, health protocols are

becoming one of their expenses also, and most of the informants are struggling

with it, due to city ordinances that declare some regulations wherein every

business must comply. So, as stated, they need to provide additional safety

measures such as providing barriers, hand sanitizers, etc. which is very costly

for them. However, some of the informants are not struggling with it since they
 95

were already performing it before the COVID-19 pandemic. G20 Employment

Working Group (2020), same with the findings, came up with a study concluding

that some expenses may include costs pertaining to occupational safety and the

costs of crisis prevention in the workplace.

 96

CHAPTER V

SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

This chapter summarizes the findings, makes a conclusion, and provides

a recommendation based on the data from the previous chapter’s research. A

brief summary of the research would be presented in this section. The focus of

this study was to determine the crisis management of Micro, Small and Medium

Enterprises (MSMEs) during the COVID-19 pandemic, comparison of strategies

implemented, and struggles encountered. The study used a descriptive method

using a qualitative approach. Convenience sampling is used in selecting

participants of the study. There are a total of twelve (12) key-informants from six

(6) different industry sectors such as wholesale and retail, water refilling,

transportation, hair and beauty, food and beverages, and pharmaceuticals.

These are selected as to the saturation point of the study and are all from the

selected municipalities of Rizal only. Criteria for selecting the key-informants are

the following: with less than a hundred employees, have experienced a

significant impact from the current COVID-19 outbreak, registered business, and

are available, from Rizal, and willing to participate in this research. Semi-

structured interviews were used in gathering data. The MSMEs were more

comfortable doing the interviews online, so it was conducted through different

online platforms. The questionnaire has three parts; the profile of the industries;
 97

the strategies implemented by the MSMEs; and their struggles in implementing

the crisis management, resilience and renewal strategies, and survival

strategies during the COVID-19 Pandemic. All answers and findings presented

in this chapter are purely based on the answer of the key informants.

Summary of Findings

1. Profile of the Enterprises

There was a total of 12 enterprises/key-informants as the respondents of

the study. The enterprises are divided into 6 industries which are wholesale and

retail, water refilling, transportation, hair & beauty, food & beverages, and

pharmaceuticals. Majority of the key informants are from the higher position and

most of the enterprises are from Antipolo while others are located in Baras,

Cainta, Taytay, and San Mateo. Respondents chosen from the study mostly

have 2 employees and some have 3 and above number of employees in their

business. Most of the enterprises were established in the 2010s and some were

established in the 2000s.

2. Crisis Management Plans

 98

The research found that none of the businesses surveyed had a proper

Crisis Management Plan. As certain businesses, such as the KI-1, KI-2, KI-5, KI-

6, and KI-11, have been in business for more than ten years, they have not

considered any potential crises. They all agree that a pandemic happens so

quickly, and it's their first time to encounter that kind of crisis, therefore they

haven't thought of any crisis management strategies. Despite the fact that no

prior planning for crisis management have been made, businesses have all had

varied experiences in continuing to operate their own businesses during the

pandemic, have been able to employ different solutions, and most important is

they still catered their customers properly.

3. Resilience and Renewal Strategies

Strategies implemented by 6 different industries vary depending on their

nature of business inline with resilience and renewal. The strategies enabled the

enterprises to continue their businesses during the COVID-19 pandemic. All

industries invested in both health and safety because of the need to comply with

protocols at the area of their establishments and for their own safety.

Advertisements are done by KI-2, KI-6, KI-7, KI-9, and KI-10 through taking

advantage of the use of social media via Facebook while some still use posters,

and vocal advertisements. Some had to lower their prices such as KI-1, KI-2,

and KI-3 and others offered discounts and promo packages such as KI-7 and
 99

KI-8. As the pandemic affects the whole operation of the businesses, majority of

the key-informants stated that they had to offer additional products and services

to revive the sales taken down by the crisis.

Overall, four strategies are shown to be practiced and implemented by

the industries during this time of pandemic such as investing in health and safety,

having the additional advertisements, lowering prices and offering discounts and

promos, and offering additional products and services.

4. Survival Strategies

The majority of the key informants had to adjust their business’ operation

schedules, some of them were forced to close and others adjusted their

operating hours according to KI-9, KI-11, KI-10, KI-5, KI-6, KI-7, KI-1, and KI-8.

Then, KI-2, KI-3, and KI-10 had to cut their costs as a result of the decrease in

sales due to fewer customers. Furthermore, some businesses were forced to

conduct layoffs or workforce reductions in order to decrease payroll costs as

stated by KI-1, KI-2, KI-3, KI-6,KI-7, and KI-10. Utilizing existing resources such

as continuously monitored inventory to avoid overstocking and understocking is

an effective strategy for survival that was considered by KI-1, KI-7, and KI-11.

While KI-7 considered the utilization of their materials by selling their products

before its expiration date in order to cover their investment.

 100

5. Similarities or Differences of Strategies Implemented by the

MSMEs During the COVID-19 Pandemic as to Resilience and Renewal,

and Survival

For all key-informants, health and safety were top priorities. KI-2, KI-3, KI-

4, KI-7, KI-8, KI-9, and KI-10, on the other hand, decided to employ and optimize

a range of social media platforms, with Facebook acting as the common

denominator across all advertising channels. Furthermore, as part of its overall

plan to maintain and attract new customers, KI-1, KI-2, KI-3, KI-7, and KI-8

worked hard to stay competitive by giving discounts and promotions. Meanwhile,

product and service development were adopted by KI-7 and KI-8, as well as

KI-2, KI-4, and KI-10. Due to the expanding number of rivals, only KI-1, 2 and 3

chose to cut their pricing.

With the exception of KI-3 and KI-12, all key informants altered their

operational schedules. KI-2 undertook cost-cutting measures, while KI-10 laid

off some personnel. KI-3, on the other hand, employed both tactics. Meanwhile,

key informant 1 stated that they hired more employees during the outbreak. KI-

1, KI-7, and KI-11 reported that they gradually raised the quantity of their stocks

while KI-10 decided to decrease their stocks.

 101

Overall, apart from equally paying concern to health and safety, the

approaches and strategies adopted by the key informants differed depending on

what they deemed was the most appropriate to the situation they were in.

6. Struggles of MSMEs in the Implementation of Crisis Management

Plans, Resilience and Renewal Strategies, and Survival Strategies

The COVID-19 pandemic greatly affected almost every business. The

strict lockdown caused a huge economic loss and until now MSMEs are

struggling to cope up with their daily operations resulting in a big drop in the

demand and revenue. All key informants’ struggles are about the limited and

costly operations. The key informants increased their expenses, especially for

KI-9, KI-10, KI-11, and KI-12 that sell essentials such as food and

pharmaceuticals. The small earnings from their operations cannot suffice the

maintenance of the business’ utilities and the struggle of paying its

amortizations. Because of the pandemic businesses suffered from the constant

changes of the protocols imposed by the government and LGUs, all key

informants faced the challenges brought by the changes regarding the health

protocols and changes of the environment. The new health protocols and

changes required the key respondents with an additional expense to comply with

the government’s policies and are responsible for following strict protocols and

preventing facing charges. Overall, the struggles the key respondents faced
 102

were because of the changes with the government policies and the increasing

expenses to utilize its operations.

As most enterprises don’t have Crisis Management plans ahead of them,

as what have mentioned in the previous part, specific strategies were used. The

strategy that most industries implemented, aligned to the resilience and renewal

is investing in health and safety as to the compliance with the protocol and

changes in schedule of operation as survival strategies. Implementing these, the

struggle mostly encountered is the expenses it weighs.

CONCLUSIONS

This research identified the experiences of MSMEs during the COVID-19

pandemic regarding how they came up with and implemented their crisis

management plans, resilience and renewal, and survival strategies. All

enterprises lack proper crisis management plans because this is their first

experience with this level of crisis brought on by the pandemic, and they are

unprepared for it to occur and the effects it will have on their businesses. Though

no crisis management plans have been done to be prepared for the unforeseen

events, all strategies implemented by the industries during this time of pandemic

serves as their Crisis Management Plans.

 103

In order to cope up with the uncertainty brought by the pandemic,

enterprises implemented resilience and renewal strategies in their respective

industries. It ranges from: implementing proper health and safety in the

workplace in accordance with the protocols provided by the local government in

their area; creating advertisements that would help in promoting their business

with the use of social media, traditional channels of advertising, and donations;

providing a fair price, discounts, and promos to attract their customers to buy

their goods and services they offer; and adding or introducing new products and

services to their customers through product/service development. Different

marketing strategies are used as it showed great effect from the majority of the

enterprises.

For the MSMEs to continue their daily operations strategies such as

cutting costs to pay other bills and to maintain income, laying off employees to

reduce expenses, and hiring employees to cater the demands for some MSME,

and changes in schedule of operations as to complying with protocols have been

implemented. This keeps the MSMEs still surviving and making profit though we

are still in the midst of a pandemic.

The strategies vary depending on what type a business is, whether they

are in service business or merchandising business. The transportation, hair and

beauty, and food and beverage businesses that serve customers face-to-face
 104

have been directly and severely impacted by this pandemic, all of which the key-

informants are unsure how to handle the crisis and what practices should be

implemented. Since most of them have been forced to temporarily close, the

majority tried other lines of business or added some of what they offer. While for

wholesale and retail, water refilling, and pharmaceuticals, the majority offered

promos and discounts to compete with others and stay afloat during this time.

Looking at their different main approaches, what has seemed to be agreed by

all was to invest in health and safety.

There are financial and time limitations because all necessary actions and

strategic decision-making must be finalized in a timely and effective manner.

And restrictions have been the main struggle of many in implementing strategies.

Businesses despite the unforeseen problem regarding the COVID-19 pandemic

opted to adjust and find new ways that would abide by the recently developed

protocols implemented by their local government.

RECOMMENDATIONS

With what's going on in the world now, particularly MSMEs' experiences

during the COVID-19 epidemic, there's evidence that MSMEs are increasingly

digitizing operations to adapt to changing circumstances, including temporary

 105

closures, operational schedule adjustments, and job and wage reductions.

Others may struggle to return to a continuously shifting "normal," while some will

have stronger defenses. Customers today are changing as a result. The

consumer goods business is undergoing massive structural changes as a result

of the crisis, which is fundamentally changing how and what customers buy.

This is also an opportunity to formalize MSMEs to allow them to access

future support when other natural or man-made disasters occur. They can

strengthen their resilience to future catastrophic shocks. When MSMEs can

promptly obtain the funds they need to recover and would have much better

assurance, thereby the long-term negative effects are reduced.

In preparing a crisis management plan, the following are recommended

strategies that can be helpful for MSMEs during the pandemic:

Crisis Management Plans- Consider the effective strategies implemented

under the resilience and renewal plans, as well as the survival plans, when

creating a crisis management plan. Furthermore, the business should be able to

analyze risks by preparing an outline of the potential risks and putting them in

order of probability. Awareness about political, societal, and economical issues

should always be prioritized to perform immediate adjustments when needed.

To safeguard the business against the detrimental effects of a crisis, a Crisis

 106

Management Team should be formed to be able to protect the business from

threats that are inevitable. The team will be the one to develop the crisis

management plan and will determine the future course of action and the steps

that will be taken to assist the business from the crisis promptly. More

importantly, employees must always expect to work in a safe and secure

workplace by providing them with critical information regarding the status and

activities of the business. Finally, remember to follow up and assess what went

well and what didn’t among the plans.

Resilience and Renewal - In order for the enterprises to be able to cope up,

such measures must be made as the crisis is still experienced by most of the

respondents. Businesses should be aware of the trend for it will define what to

expect and what needs to be satisfied. However, above all concerns, the

abidance of the enterprises to the government regulations, and to the health

and safety protocols should be a top priority for it would put the business, as

well as their dearest customers, at a very high risk if not. They could offer new

products in line with their business, expand or add new business lines possible

and/or they could take advantage of the social media that has helped many

people as most of the enterprises would say. Moreover, it is wise to reduce the

value of what they are offering down to their very reasonable prices for it will
 107

surely be one of the top factors in purchasing a product or wanting the service.

A room for being innovative and flexible are some of what to be focused on.

Survival - Given the findings that the majority of the respondents altered their

operating schedules, adopted cost-cutting strategies, made changes with their

staff, and corrected their inventories, the company should record and update

their business profile to offer the most up-to-date information. Its purpose is not

only to assist the business in avoiding misunderstanding or issues but also to

alert customers of any essential adjustments. This may indicate their changed

hours of operation (for example, if you shut early or on what day they are closed),

how much they can cater, and any additional services they are giving as a result

of the modifications. Based on these changes, do a complete review to discover

how its strengths and weaknesses come into play to capitalize on any

opportunities that may emerge. Hire and retain suitable employees after doing a

comprehensive assessment of the staff. This will not only ensure productivity

and efficiency but will also avoid wasting resources. Furthermore, businesses

must not compromise on quality. Whether it's their service or the goods they're

selling, the quality must be maintained before any changes have been made. It

should be emphasized that the strategy might backfire if customers become

dissatisfied as a consequence of the company's choice to cut costs, which has

impacted the quality of what they are offering.

 108

Further research is encouraged and recommended by the researchers

about the same topic to validate, broaden, and supplement the current findings

of this study. The concepts described here could be beneficial as a starting point

for new researchers or as a way to verify the validity of other similar findings.

This study will also act as a cross-reference for them, offering a backdrop or

overview of how micro and small-sized enterprises applied pandemic-related

techniques and strategies. This will be used as a guide to continue the

investigation using the variable in question. We advocate a study on the how

medium-sized enterprises are being affected, and as a whole we advocate to

study and focus not just in Rizal, but also in Metro Manila or the Philippines.

MSMEs should therefore continue and strengthen their operations in order to

grow their marketing presence, particularly in times of crisis when no one knows

when one will occur.

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Appendix A

QUESTIONNAIRE

Dear Respondents,

We are the students of Technological Institute of Philippines – Quezon

City, who are conducting a study entitled “ENTREPRENEURSHIP AND CRISIS

MANAGEMENT PLANS: THE EXPERIENCES OF MSMEs DURING THE

COVIID-19 PANDEMIC”. The purpose of the research is to determine the crisis

management plans of MSMEs during the COVID-19 pandemic. Further, this

 119

study will also determine the survival, resilience, and renewal strategies

implemented by MSMEs to lessen the impact of the pandemic in their

operations. In line with this, we are asking for your participation to be one of our

respondents. Rest assured that all information provided in this survey –

questionnaires will remain confidential. Your cooperation would be highly

appreciated. Thank you very much

Sincerely yours,

The Researchers

A. PROFILE OF THE RESPONDENTS

1. Type of Industry: ______________________________

2. Position: ____________________________________

3. Year Established: ______________________________

3. Location: _____________________________________

5. Number of Employees: __________________________

B. What is the strategies implemented by the MSMEs during the COVID-19

pandemic as to:

Crisis Management

_________________________________________________________

_______________________________________________________________
 120

_______________________________________________________________

_______________________________________________________________

Resilience and Renewal

_________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

Survival

_________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

C. What are the struggles in implementing the crisis management strategies,

resilience and renewal strategies, and survival strategies of the MSMEs during

the COVID-19 Pandemic?

_________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________
 121

_______________________________________________________________

_______________________________________________________________
 122

Appendix B

INFORMED CONSENT FORM

I voluntarily agree to participate in a research project conducted by the

BSBA Financial Management and Marketing Management students from
Technological Institute of the Philippines entitled “ENTREPRENEURSHIP AND
CRISIS MANAGEMENT PLANS: THE EXPERIENCES OF MSMEs DURING
THE COVID-19 PANDEMIC”. I understand that this research aims to gather data
about Micro, Small and Medium Enterprises’ experiences and crisis
management plans.
I agree that:
● I give my consent in allowing the usage of voice recording during the
interview to be used in research.
● I understand that all gathered data will be treated confidentially and
solely for academic purposes only.
● I understand that if at any time I’d like to stop participating in this
research, I am free to do so.
● I have read this consent and fully understand the nature of this
research.
● I understand that the signature below signifies that I voluntarily agree
to participate.

_
Name and signature Date
 123

Appendix C

CURRICULUM VITAE

VANESSA JANE G. ALINDOGAN

Bachelor of Science in Business
Administration – Major in Marketing
Management
Technological Institute of the Philippines
(T.I.P.), Quezon City S.Y. 2020-2021

Address: 81 Pangasinan St. Luzviminda

Village, Batasan Hills, Quezon CIty
Email Address: alindoganvanessa@[Link]
Cellular No.: 09158193923

OBJECTIVE

To build a long-term career in the field of Business Administration with

opportunities for career growth where I can utilize the skills and knowledge, I
gained from the program of Bachelor of Science in Business Administration
Major in Marketing Management at Technological Institute of the Philippines
(T.I.P.).

RESEARCH/ES UNDERTAKEN

● Entrepreneurship and Crisis Management Plans: The Experiences of MSMEs

During the COVID-19 Pandemic (2020-2021)
● Series of School Works in relation to the Time Management of Grade 12
Senior High School students from STI College Fairview (2017-2018)
● How Pimples Affect the Confidence of Senior High School students of STI
College Fairview (2016-2017)
KNOWLEDGE, SKILLS AND ATTITUDE
● Leadership ● Quick learner
● Professional skills
● Organizational skills
● Trustworthy EXTRA/CO-CURRICULAR ENGAGEMENTS, ACHIEV
● Persistent
● Flexible ● VPAA’s Lister (2020-2021)
 127

● Dean’s Lister (2019-2020)

● With Honors (2016-2018)
● Honor Student (2012-2016)
OTHER SKILLS

● Basic Knowledge in Financial Accounting

and Reporting
● Marketing knowledge
● Marketing skills
‘
REFERENCES

Liza Fetizanan-Riosa Ma. Jocelyn B. Oh, CPA Bernadette L. Valiente

TIP QC – Assistant VFP Accountant Human Resource
Librarian 523-6945 Management Office
523-6945
 128

PIA M. ARELLANO
Bachelor of Science in Business Administration –
Financial Management Major
Technological Institute of the Philippines (T.I.P.),
Quezon City S.Y. 2020-2021

Address: Villa Leyva 2 Sta. Cruz Antipolo City

Email Address: arellanopia12@[Link]
Cellular No.: +639772433568

OBJECTIVE

To establish a career in the fields of Business Education and Administration

where I can demonstrate the learning outcomes of the courses taken under the
program Bachelor of Science in Business Administration – Financial
Management Major (BSBA-FM) of the Technological Institute of the Philippines
(T.I.P.).
RESEARCH/ES UNDERTAKEN
● Entrepreneur and Crisis Management Plans: The Experience of MSMEs
during the Covid-19 Pandemic (2021)
● Business Feasibility Study “PharmaExpress” (2021)
● A Qualitative Study about the Importance of Integrity and Professional
Behavior to the Certified Public Accountant (2018)
● A descriptive study on saving strategies of Grade 12 ABM students in
Technological Institute of the Philippines, Academic Year (2017)
KNOWLEDGE, SKILLS AND ATTITUDE
● Analyze complex problems and provide solutions
● Communicate orally and in writing
● Ability to multitask
● Ability to handle pressure and meet deadlines
● Dealing with stressful situation with calm and professional manner

SEMINAR/S AND TRAINING/S ATTENDED

● Webinar “Colloquium: Blockchain Experience in 2021,” February 23,

2021
 129

● Business Conference of the College of

Business Education at the T.I.P Q.C
● Stock Market Webinar: Technical Analysis
– Timing your entry and Exit Points last
September 25, 2020
● Pre- Work Immersion Seminar on:
o Job Application, PE Center 1,
T.I.P., Quezon City
o Behavior in the Workplace, PE
Center 1, T.I.P., Quezon City
o Values and Development, T.I.P.,
PE Center 1, Quezon City
o Common Behavioral Issues, T.I.P., PE Center 1, Quezon City
o HTML and Google Sketch Seminar, T.I.P., PE Center 1, Quezon
City
OTHER SKILLS
● Knowledgeable in using SAP Business Process Integration (BPI)
● Able to work under pressure
● Research-oriented skills
● Basic Knowledge in HTML
● Basic Knowledge in Accounting and Finance
● Entrepreneurial skills

REFERENCES

Liza Fetizanan-Riosa Ma. Jocelyn B. Oh, CPA Bernadette L. Valiente

TIP QC – Assistant VFP Accountant Human Resource
Librarian 523-6945 Management Office
523-6945

CADAG, ALAINE SHAYNE E.

BSBA Financial Management
 130

Technological Institute of the Philippines – Quezon City

0682 Area 6, Brgy. Botocan, Quezon City
qasecadag@[Link]
09271488851
March 29, 2000
21 y/o

OBJECTIVE
To seek employment in an organization that has a healthy environment for
learning and implementing innovative expertise and training for the
organization's benefit.

RESEARCH/ES UNDERTAKEN
● Organizational Management of Technological Institute of the Philippines
(Quezon City) According to the Selected Senior High School Student in
the Implemented Rules and Regulations, 2016-2017
● A correlational Study on the Allowance and the Academic Performance
of ABM Students in Technological Institute of the Philippines, 2017-2018
KNOWLEDGE, SKILLS AND ATTITUDE
● Analyze complex problems and provide solutions
● Good Time Management
● Computer skills
● Good communication skills

EDUCATION

TERTIARY
TECHNOLOGICAL INSTITUTE OF THE PHILIPPINES
938 Aurora Building, Quezon City
Bachelor of Science in Business Administration major in Financial
Management
June 2018 – Present

SENIOR HIGH SCHOOL

TECHNOLOGICAL INSTITUTE OF THE PHILIPPINES
938 Aurora Building, Quezon City
Accountancy and Business Management (ABM)
 131

S.Y 2016- S.Y. 2018

SECONDARY:
QUIRINO HIGH SCHOOL
Molave St. Proj. 3, Quezon City
S.Y 2012 - S.Y 2016
PRIMARY
QUIRINO ELEMENTARY SCHOOL
Anonas, Proj 2, Quezon City
S.Y. 2006 - S.Y. 2012
SEMINAR/S AND TRAINING/S ATTENDED
Pre- Work Immersion Seminar on:
Job Application, November 20, 2017, PE Center 1, T.I.P., Quezon City
Behavior in the Workplace, November 20, 2017, PE Center 1, T.I.P.,
Quezon City
Values and Development, November 20, 2017, T.I.P., PE Center 1,
Quezon City
Common Behavioral Issues, November 20, 2017, T.I.P., PE Center 1,
Quezon City

“Preparing Business Leaders for Equipped with Competence for I. R. 40”

8th Annual Business Conference
TIP QC – CONGREGATING AREA
FEBRUARY 24, 2020

“Technical Analysis: Timing your Entry and Exit Points”

Via Zoom Meeting (Philippine Stock Exchange, Inc.)
September 25, 2020
REFERENCES
Dr. Brenda B. Corpuz Anjelica Marie Aldea
Principal SHS, T.I.P. Accountant
911-09-64 loc. 149 09356593896

DENISE GERALD CANETE

BUSINESS ADMINISTRATION MAJOR IN
FINANCIAL MANAGEMENT
Technological Institute of the Philippines (TIP) QC
 132

Address: Blk 15 Lot 6 Pamahay Village Rodriguez, Rizal

Tel. No.: 8997-50-20
Email Address: denden.gerald21@[Link]
Cellular No.: +639158146926

CAREER OBJECTIVE

To establish a career in finance where I can demonstrate the learning

outcomes of the Financial Management program of the Technological Institute
of the Philippines (TIP).
DESIGN PROJECTS COMPLETED/ RESEARCH/ES
The Business Profitability of Online and Conventional Selling of Apparels in
Fiscal Year 2016: A Comparative Study Leche Flan is one of the most
famous sweet delicacies in the Philippines. We conducted this research to
know the profitability of Leche Flan in terms of traditional selling and through e-
commerce.

Shopurce 2021
A feasibility study of an app created to help customers buy their essential
needs through online shopping during the COVID-19 pandemic.
KNOWLEDGE, SKILLS AND ATTITUDE
In four (4) years of studying in TIP with its orientation towards outcome-based
education, I have acquired and demonstrate the following student acquired
outcomes (knowledge, skills, and attitude) necessary to the practice of financial
management profession:
● Analyzation of complex problem and identifying financial requirements
appropriate for solutions
● Use techniques and skills in financial management practice in complex
computing activities
 133

● Understand professional, ethical, legal, security, and social issues and

responsibilities relevant to professional financial management practice
● Has a positive attitude towards work and can work effectively under
pressure.
● Flexible at any working environment and schedule
● Eager to learn new things and can easily be guided
● English proficient both verbal and written communication
● Committed to assigned tasks
SEMINARS
Career Talk AND TRAININGS ATTENDEDPreparing Business Leaders
Technological Institute of the Equipped with Competence for
Philippines Industrial Revolution 4.0
August 15, 2018 Technological Institute of the
Philippines
MONEY TALKS: A Financial February 16, 2020
Literacy
Seminar Rooms A&B, TIP Quezon Technical Analysis: Timing your
City Entry and Exit Points
January 29, 2020 Webinar
September 25, 2020
A Colloquium: Block chain
Experience in 2021 FinTech: Connecting to the Digital
Webinar World of Finance
September 25, 2020 Webinar
December 02, 2021
EXTRA AND CO-CURRICULAR ENGAGEMENTAND VOLUNTEER WORK
Talents Guild
Member
July 15, 2019 - January 13, 2020
OTHER SKILLS
Knowledgeable in SAP (Systems Applications and Products in Data
Processing) Fiori
Video Editing in Davinci Resolve
Knowledge in MS Office Suite
Adaptability and Flexibility
Problem-solving and Resilience
REFERENCES
 126

MICHAELA BIANCA A. CASTILLO

Bachelor of Science in Business Administration
 127

Financial Management Major

Technological Institute of the Philippines
(T.I.P.), Quezon City
925 Rizal Sto. Nino St. Camarin Caloocan
City
qmbacastillo@[Link]
09312119176

OBJECTIVES
To render my skills, enhance my knowledge and to learn through experiences in
different aspects that lead to career advancement in handling a challenging
position.
EDUCATIONAL ATTAINMENT

● Proficient in advance MS Office Application (open office, word, excel, and

PowerPoint.)

SPECIAL SKILLS

● Willing to work hard for the best of my knowledge and skills.

● Can work under minimum supervision with excellent communication skills
and interpersonal leadership.
● Highly trustworthy, self-motivated, discreet, and ethical.
CHARACTER REFERENCES
 128

SEMINARS ATTAINMENT

Crafting Millennial ideas: A New Era of Business Innovations amidst Economic

Challenges
February 18, 2019

The Challenge of Change in the Midst of Innovation: Connecting the past to the
Future
February 18, 2019

Money Talks: A Financial Literacy Seminar

January 29, 2020
Preparing Business Leaders Equipped with Competence for I.R. 4.0
February 24, 2020

A Colloquium: Block chain experience in 2021

February 23, 2021
 129

JUSTINE KIM D. J. DE BELEN

BSBA-Financial Management
Technological Institute of the Philippines (TIP) QC
Address: #41 Lanete St. Brgy. Sta. Ana Taytay,
Rizal
Email Address: qjkdjdebelen@[Link]
Ceelular No.: 639287660238

CAREER OBJECTIVES
To attain employment with a company and to pursue challenging opportunities
where I can fully use my skills for the accomplishments of the organization and
also to have a competitive and challenging environment where I can serve your
organization and create a career for myself.
DESIGN PROJECTS COMPLETED/ RESEARCH/ES
“Entrepreneurship and Crisis Management Plans the Experiences of MSMEs
During The COVID-19 Pandemic” (2021)

KNOWLEDGE, SKILLS AND ATTITUDE

● Good Communicator
● Willingness to Learn
● Accountability
OTHER SKILLS
● Good in analyzing information
● The ability to set attainable goals
● The ability to deal with failure
● Being capable to manage studying time
● Responsible

SEMINARS AND TRAININGS ATTENDED

● SHS Leadership Training Seminar

Siena College of Taytay
October 12, 2017
● Time Management Skills
 130

Siena College of Taytay

August 28, 2017
● CBE Annual Business Conference
TIP-QC Seminar Rooms A&B
January 15, 2019
● CBE Midsem Dialogue
TIP-QC Seminars Room A&B
February 14, 2019
● Stock Market Webinar: Technical Analysis – Timing your entry and Exit
Points
Online Conference
September 25, 2020
● “Virtual Pre-Employment Webinar with DOLE and POEA”
Online Conference
July 28, 2021
● "Preparing Business Leaders Equipped with Competence for Industrial
Revolution 4.0"
TIP-QC CONGREGATING AREA
February 24, 2020
● JPAMA Day “FinTech: Connecting to the Digital World of Finance”
Online Conferences
December 2, 2021
● CBE Midem Dialogue
Online Conferences
December 13, 2021

DE LEON, MARIA VICTORIA D.

 131

BSBA Marketing Management

Technological Institute of the Philippines –
Quezon City

Project 4, Quezon City

victoriadln728@[Link]
09567162644
July 28, 2000
21 years old

CAREER OBJECTIVE

I aim to pursue every opportunity to grow professionally, while effectively

utilizing my positive qualities and skills to contribute to your corporate mission
and exceed team goals.
DESIGN PROJECT COMPLETED/ RESEARCH
● Entrepreneurship And Crisis Management Plans: The Experiences of
Msmes During the Covid-19 Pandemic, 2020
● Feasibility Study: VitaliTech, 2021
KNOWLEDGE, SKILLS AND ATTITUDE
● Computer literate
● English Proficient
● Attention to detail
● Critical Thinking
● Goal-Oriented
● Team-Oriented
● Optimistic
● Flexible
EDUCATION

Polytechnic University of the Philippines

 132

Sta. Mesa, Manila

Bachelor of Arts in Broadcasting
June 2018 - April 2019

SECONDARY:
Polytechnic University of the Philippines
Sta. Mesa, Manila
Senior High School, Accountancy, General
Academic Strand
June 2016 - March 2018

National College of Business and Arts

Quezon City
June 2012 - March 2016

ELEMENTARY:
Pura V. Kalaw Elementary School
Project 4, Quezon City
June 2006 - March 2012
WORK EXPERIENCE

Senior High School Work Immersion

Polytechnic University of the Philippines
Student Assistant, Guidance Counseling Office
January 2018 - February 2018

REFERENCES

Angelita Crisostomo
Guidance Counselor
Polytechnic University of the Philippines
09256854397

JOVELYN E. ESPAYOS
Bachelor of Science in Business Administration
 133

Major in Financial Management

Technological Institute of the Philippines
(TIP) QC 08Banahaw St. Marikina Village, Nangka, Marikina City
qjeespayos@[Link]
09165664720

CAREER OBJECTIVE

Bachelor of Science Business Administration Major in Financial Management

graduate seeking a job to leverage my technical and professional expertise to
grow in the new role of Financial Manager in your company.
DESIGN PROJECT COMPLETED/ RESEARCH

● ProHunt Digitals Feasibility Study (2021)

● An Assessment of the Impact of Transportation Restriction to Employee
Performance During Covid-19 Pandemic: The Case of Fleet Management
Service, Inc. (2020)
● The frequency of selected Senior High School students of STI College
Marikina in showing their passion/skills during the S.Y.
2017-2018

KNOWLEDGE, SKILLS AND ATTITUDE

● Good time management

● Computer skills
● Good team leader and a member
● Critical thinking

SEMINARS AND TRAININGS ATTENDED

● Preparing Business Leaders Equipped with Competence for Industrial

Revolution 4.0
TIP QC - Congregating Area
 134

February 24, 2020

● Fintech: Connecting to the World of Digitals
Via Zoom Meeting
December 2, 2021
● “Technical Analysis: Timing your Entry and
Exit Points”
Via Zoom Meeting (Philippine Stock

EXTRA AND CO-CURRICULAR ENGAGEMENTS AND VOLUNTEER WORKS

Exchange)
September 25, 2020

● Member of Society of Scholars

● Member of Junior Philippine Association of Management Accountants

REFERENCES

Jobelle Mara Garcia

Senior High School Instructor
STI College Marikina
jobellemaragarcia@[Link]
09263872133

Nikko Capote
Senior High School Instructor
STI College Marikina
nikkobcapote@[Link]
09272154750

FERNANDEZ, REIGN NAYSA L.

BSBA Financial Management
Technological Institute of the Philippines – Quezon City
Block 5 Lot 20 Mango St., Nova Homes Subd., Brgy. San Agustin, Novaliches,
Quezon City
 135

qrnlfernandez@[Link]
09459975986

CAREER OBJECTIVE
To seek employment in an organization that has a healthy environment for
learning and implementing innovative expertise and training for the
organization's benefit.
DESIGN PROJECT COMPLETED/ RESEARCH
“Techniques of Entrepreneurs in Managing a Small Business Along National
College of Business and Arts – Fairview”

KNOWLEDGE, SKILLS AND ATTITUDE

Having graduated from TIP with its orientation towards outcome-based

education, I have acquired and can demonstrate the following student acquire
outcomes (knowledge, skills, and attitudes):

● Being Flexible
● Good Time Management
● Working well in a team
● Computer skills
EDUCATION

TERTIARY
Technological Institute of the Philippines
938 Aurora Building, Quezon City
Bachelor of Science in Business Administration major in Financial
Management
June 2018 – Present

SECONDARY
NATIONAL COLLEGE OF BUSINESS AND ARTS
Fairview, Quezon City
Accountancy and Business Management (ABM)
S.Y 2016- S.Y. 2018
 136

CALOOCANCITY BUSINESS HIGH

SCHOOL
Sikatuna Ave, Barangay 172, Caloocan
City
S.Y 2012 - S.Y 2016

PRIMARY
IEMELIF LEARNING CENTER (former
name)
Novaliches, Quezon City
S.Y. 2007 - S.Y. 2012

SAN AGUSTIN ELEMENTARY

Susano Rd., Novaliches, Quezon City
S.Y. 2006 - S.Y. 2007

SEMINAR AND TRAINING ATTENDED

“Preparing Business Leaders for Equipped with Competence for I. R. 40”

8th Annual Business Conference
TIP QC – CONGREGATING AREA
FEBRUARY 24, 2020

“Technical Analysis: Timing your Entry and Exit Points”

Via Zoom Meeting (Philippine Stock Exchange, Inc.)
September 25, 2020

“FinTech: Connecting to the Digital World of Finance”

Via Zoom Meeting (TIP-QC JPAMA)
December 2, 2021
REFERENCES
Ms. Jobelle Jano – National College of Business and Arts
Philippine Stock Exchange Inc.
Technological Institute of the Philippines – Quezon City
MIKEE NULOT
BUSINESS ADMINISTRATION MAJOR IN
FINANCIAL MANAGEMENT
 137

Technological Institute of the Philippines

(TIP) QC
Block 4 Lot 4 San Mateo Rizal
mikeenulot26@[Link]
09089180759

CAREER OBJECTIVES

A position where I can enhance my financial and analytical skills that can be
utilized and can be helpful in the organization.

KNOWLEDGE, SKILLS AND ATTITUDE

Having graduated from TIP with its orientation towards outcome-based

education, I have acquired and can demonstrate the following student
acquire outcomes (knowledge, skills and attitudes) necessary to the
practice of the computing profession:
● Analyze complex problems and identify and define the computing
requirements appropriate for solution.
● Use modern techniques and tools of the computing practice in complex
activities.
● Understand professional, ethical, legal, security and social issues and
responsibilities relevant to professional computing.
SEMINAR AND TRAINING ATTENDED

● Free Stock Market 101 Seminar

July 30, 2019
● Money Talk: A Financial Literacy Seminar
January 29, 2020
● Preparing Business Leaders Equipped with Competence for I.R 4.0
February 24, 2020
● Junior Philippine Association of Management Accountants - Certificate of
membership. Technological Institute of the Philippines - Quezon City. July
13, 2018. Business Conference
 138

● Junior Philippine Association of Management

Accountants - Certificate of membership.
Technological Institute of the Philippines -
Quezon City. Oct 20, 2020
● Junior Philippine Association of Management
Accountants - Certificate of membership.
Technological Institute of the Philippines -
Quezon City. Dec 2, 2021.
● FinTech: Connecting to the Digital World of
Finance.

QUINQUE, NEDESSA MAE DS.

BSBA Financial Management
Technological Institute of the Philippines – Quezon City
 139

Sitio Paenaan Brgy. San Jose Antipolo City

quinquenedessamae@[Link]
09383277013
October 21, 2000
21 years old

CAREER OBJECTIVE
To be engaged in a reputable work and enhance my capabilities and skills in
the field of my profession and to be recognized as an asset in a well-
established company or financial institution.
RESEARCH/ES UNDERTAKEN
“Status of Using Mobile Phones in Grade-11 GAS Students of Maximo L.
Gatlabayan Memorial National High School”
2017
KNOWLEDGE, SKILLS AND ATTITUDE
● Communication Skills
● Flexibility
● Time Management
● Computer Skills
● Strong Social Skills
EDUCATION

TERTIARY
TECHNOLOGICAL INSTITUTE OF THE PHILIPPINES
938 Aurora Building, Quezon City
Bachelor of Science in Business Administration major in Financial
Management
June 2018 – Present

SENIOR HIGH SCHOOL

MAXIMO L. GATLABAYAN MEMORIAL NATIONAL HIGH SCHOOL
Sitio Paenaan Brgy. San Jose Antipolo City
General Academic Strand (GAS)
S.Y 2016- S.Y. 2018
SECONDARY
 140

MAXIMO L. GATLABAYAN MEMORIAL NATIONAL HIGH SCHOOL

Sitio Paenaan Brgy. San Jose Antipolo City
S.Y 2012 - S.Y 2016
PRIMARY
PAINAAN ELEMENTARY SCHOOL
Pinugay, Baras Rizal
S.Y. 2008 - S.Y. 2012

BAGUMBAYAN ELEMENTARY SCHOOL

San Roque Teresa Rizal
S.Y. 2006 - S.Y. 2008

SEMINAR AND TRAINING ATTENDED

Money Talks: A Financial Literacy Colloquium: Blockchain Experience
Seminar in 2020 in 2021
TIP QC – CONGREGATING AREA Via Zoom Meeting (Saxion
January 29, 2020 University of Applied Sciences and
Universitas Islam Indonesia)
“Preparing Business Leaders for February 23, 2021
Equipped with Competence for I. R.
40” “FinTech: Connecting to the Digital
8th Annual Business Conference World of Finance”
TIP QC – CONGREGATING AREA Via Zoom Meeting (TIP-QC
February 24, 2020 JPAMA)
December 2, 2021
“Technical Analysis: Timing your
Entry and Exit Points”
Via Zoom Meeting (Philippine Stock
Exchange, Inc.)
September 25, 2020

REFERENCES
Danica Bahala jasminolila@[Link]
Human Resource Assistant
danicadelossantosbahala@gmail.c
om
Jasmin Olila, CPA
Accountant
141

RAYTON, APRIL JOY

BSBA Financial Management
Technological Institute of the Philippines – Quezon City
Blk. 8 Lot 7 Ilang-ilang St. Phase V-A Brgy. Dela Paz, Antipolo City
09215256697
qajcrayton@[Link]

CAREER OBJECTIVE
 142

Seeking an entry-level position to begin my career and acquire new learnings

and be part of working institution in utilizing my skills, knowledge, experiences
with determination to uplift my growth while making a significant contribution to
the success of the company.
RESEARCH/ES UNDERTAKEN
“Problems associated with Child Pornography and what are the ways to
eliminate and prevent such problems, 2017”
KNOWLEDGE, SKILLS AND ATTITUDE
Studying in TIP with its orientation towards outcome-based education, I have
acquired and demonstrate the following student acquired outcomes
(knowledge, skills, and attitude) necessary to the practice of financial
management profession:
● Written Communication skills
● Active listening
● Adaptability
● Social Media marketing
● Creativity
● Passion
EDUCATION
TERTIARY
Technological Institute of the Philippines
Quezon City
Business Administration Major in Financial Management
2016-Present
SECONDARY:
AMA East Rizal
Marcos Highway, Mayamot, Antipolo City
Senior High School, Accountancy, Business and Management Strand
2014-2016
PRIMARY
Sta. Cruz Elementary School
Olalia road Brgy. Sta. Cruz, Antipolo City
2006-2011

SEMINAR AND TRAINING ATTENDED

 143

● Money Talks: A Financial Literacy

Seminar in 2020
TIP QC – CONGREGATING AREA
January 29,

● “Preparing Business Leaders for

Equipped with Competence for I. R. 40”
8th Annual Business Conference
TIP QC – CONGREGATING AREA
February 24, 2020

● “Technical Analysis: Timing your Entry and Exit Points”

Via Zoom Meeting (Philippine Stock Exchange, Inc.)
September 25, 2020

● Colloquium: Blockchain Experience in 2021

Via Zoom Meeting (Saxion University of Applied Sciences and
Universitas Islam Indonesia)
February 23, 2021
REFERENCES
Harvey M. Dominguez Wilmar Sta. Romana
Production/Tala by Kyla Sales Staff/ SM Bicutan
09384282093 Pateros
Antipolo City 09959444492

Mary Joie B. Salvador

Bachelor of Science in Business Administration Financial Management
Major
Technological Institute of the Philippines (T.I.P.), Quezon City
maryjoiesalvador15@[Link]
09178591500

CAREER OBJECTIVE

To be able to exert my efforts and expose my skills in whatever I do in

connection of what I have learned and experienced in my studies. I will also
 144

strive to be an efficient and effective asset to a company in order to contribute

to the growth and prosperity of their business.
EDUCATION

TERTIARY
Technological Institute of the Philippines – QC Campus
938 Aurora Blvd, Cubao, Quezon City, 1109 Metro Manila
Bachelor of Science in Business Administration Major in Financial
Management (BSBA-FM)
2018 – Present
SECONDARY
Senior High
System Technology Institute (STI) - Cubao
P. Tuazon Boulevard corner 5th Avenue, Cubao, Quezon City, 1109
Metro Manila
Accountancy, Business and Management (ABM)
2016 – 2018
Junior High
Krus Na Ligas High School
45 V. Francisco Street., Brgy. Krus na Ligas, Quezon City
2016

SEMINAR AND TRAINING ATTENDED

● 4th Metro Finance Congress: Transforming Young Financial Minds –
December 5, 2019

● How to Design Engaging Environments that Optimize blended Learning

(Zoom Meeting) – December 8, 2020

● Technical Analysis: Timing Your Entry and Exit Points – September 25,
2020

● Maintaining Mental Health During Pandemic – December 14, 2020

● How Educational Institutions Drive Community and Culture with Zoom

(Zoom Meeting) January 19, 2021
 145

● Finance in P&G – May 25, 2021

● Annual Business Conference (T.I.P.):

Paradigm Shift: Cultivating Entrepreneurial
Mindset Towards Future Sustainability – April
23, 2021

AILEN ROSE B. TAMBIO

Bachelor Of Science in Business Administration Major In Financial

Management
Technological Institute of The Philippines (Tip)
Block 1 Lot 10, Primavida Residences, Brgy, Pag-Asa Ii, Imus, Cavite
Qarbtambio@[Link]
+639273944672

CAREER OBJECTIVE

To use my skills in the best way for achieving the company’s goals while having
the opportunity to enhance my professional skills in a dynamic and fast paced
 146

workplace.
RESEARCH/ES UNDERTAKEN
● The Assessment of Rapid Growth of Domestic Travelers in Boracay Island: A
Sustainable Destination (2016)
● Kolorados Event Planning Business Plan (2016)
● ProHunt Digitals Feasibility Study (2021)
KNOWLEDGE, SKILLS AND ATTITUDE
● Know how to use Microsoft Office such as Word, PowerPoint, Publisher,
and Excel
● Versatile
● Ability to think new and interesting ideas
● Persistent
● Optimistic
SEMINAR AND TRAINING ATTENDED

CBE Annual Business Conference

TIP-QC Seminar Rooms A&B
January 15, 2019

CBE Midsem Dialogue

TIP-QC Seminars Room A&B
February 14, 2019
"Preparing Business Leaders Equipped with Competence for Industrial
Revolution 4.0"
TIP-QC CONGREGATING AREA
February 24, 2020

Stock Market Webinar: Technical Analysis – Timing your entry and Exit Points
Online Conference
September 25, 2020

“Virtual Pre-Employment Webinar with DOLE and POEA”

Online Conference
July 28, 2021

EDUCATION

● Tertiary School (Technological Institute of the Philippines, Quezon

City)
 147

● Senior High School (Polytechnic

University of the Philippines, Sta. Mesa,
Manila)
● Junior High School (Antipolo National
High School)
● Primary School (Archdiocesan School of
San Fabian, Pangasinan)

ANFERNEE G. YU JECO
Business Administration Major in Financial Management
Technological Institute of The Philippines (Tip) Qc
Address: 99 Apitong St., Marikina Heights, Marikina City
Tel No.: None
Email Address: Anferneeyujeco@[Link]
Cellular No.: +63935-021-7662

CAREER OBJECTIVE
An enthusiastic, goal-oriented, and confident individual seeking for a
challenging and rewarding career in a diverse environment where my strong
leadership and time management can help promote the mission that exceeds
team goal and to work on a reputable organization where I can develop and
utilize my skills even more.
 148

RESEARCH/ES UNDERTAKEN

The Variaties of Tawa-tawa with Honey, Oregano with Kalamansi, and Ginger
with Lemon: A HealthTea Company Feasibility Study A project Feasibility
Study. Published on June 2021 in Technological Institute of the Philippines –
Quezon City.

Pananaliksik tungkol sa “Kaugalian sa Paggagasta ng Pera ng mga Mag-aaral

sa Kolehiyo ng Cor Jesu College”. Nalathala noong Marso 2019 sa Cor Jesu
College, Inc. of Digos City, layon ng pananaliksik ay malaman ang kaugalian at
impluwensiya sa paggassta ng pera ng mga mag-aaral sa kolehiyo ng Cor
Jesu College, Inc. of Digos City.

A study on “The Effects of Bullying to the Academic Performance and Emotional

Behavior of Grade School Pupils of Mother of Divine Providence School”.
Published on March 2018 in Mother of Divine Providence Scholl, Marikina City,
the research aims to create a program that will address the problem of bullying
in Mother of Divine Providence School.

KNOWLEDGE, SKILLS AND ATTITUDE

● Time Management
● Punctuality
● Effective in Communication Skills
● Exemplary Computer Skills (Microsoft, Graphic Design, Photo & Video
Editing)
LEADERSHIP ACTIVITIES
● President, Youth Community Service Club at Cor Jesu College, Inc. of
Digos City (2019)
● Vice President, Junior Executives and Business Administrators at Cor
Jesu College, Inc. of Digos City (2019)
● One of the Representatives, Junior Financial Executives at Cor Jesu
College, Inc. of Digos City (2019)
 149

● Technical Committee, College of Accountancy Business and

Entrepreneurship at Cor Jesu College, Inc. of Digos City (2018-2019)
●
SEMINAR AND TRAINING ATTENDED

● JPAMA DAY 2021 - Fintech:

Connecting to the Digital ● The Effects of Illegal Drugs
World of Finance on Mental Health Seminar
Zoom Meeting CJC of Digos City
December 2021 October 2018

● Finance Literacy Caravan

● A Colloquium: Blockchain 2018
Experience in 2021hosted by SMX Convention Center, SM
Saxion University of Applied Lanang, Davao City
Sciences and Universitas October 2018
Islam Indonesia
Google Meet ● Proven Visual Merchandising
Techniques
February 2021
CJC of Digos City
October 2018
● JPAMA Webinar
Google Meet ● Video Advertising
October 2020 Competition (20th Agri Trade
Expo)
● CBE Business Conference SMX Convention Center, SM
TIP-QC Lanang, Davao City
February 2020 September 2018
● Finance Literacy Caravan ● Professional Sharing
2019 CJC of Digos City
SMX Convention Center, SM July 2018
Lanang, Davao City
October 2019 ● CABSACC (Cabe Savings
and Credit Cooperatives)
● Metrobank Seminar CJC of Digos City
CJC of DIgos City July 2018
July 2019

EXTRA AND CO-CURRICULAR ENGAGEMENTS AND VOLUNTEER WORKS

 150

● 2ND PLACE TIP-QC Interdepartmental E-Sportsfest (2021)

● CHAMPION CBE Days E-Sports Competition (2021)
● CHAMPION CBE Days E-Sports Competition (2020)
● 2ND PLACE in Pelikulang Pinansyal 2019 of JUNIOR
CONFEDERATION OF FINANCE ASSOCIATIONS - PHILIPPINES
DAVAO CHAPTER (2019)
● CHAMPION 2019 CJC Intramurals Film Making Contest (2019)

REFERENCES

Romeo D. Uyan, Jr. Hermogenes C. Orion, Jr.

Chief Operating Officer (COO) College of Special Program Dean
China Banking Corporation Cor Jesu College, Inc.
+632 888-55-888 orionjrhc@[Link]
0925-495-2017
Benedict Yu Jeco
Sales & Aftersales Manager
Multi-lift Sales Corporation
0917-847-6426