Chapter I

INTRODUCTION

Situation Analysis

The business world today has never been more exciting and significant without

the presence and proactive operation of Small and Medium Enterprises (SMEs) across the

globe. They now dominate the business scene and are considered to be the key players in

the economy of every country in the world. Imperatively, they are the engines of today’s

progress and change.

SMEs are characterized with variety in form. Many of the businesses are

factories, merchants, workshops and service enterprises with some using the latest

technologies while the others stick to their traditional ways. Some of the businesses opted

to operate independently while others developed as business-to-business companies.

There are SMEs catering to the local market while others have seen the importance and

feasibility of international operations.

Small and Medium Enterprises are not only complex in their form and operations.

The SME sector is also multifaceted when it comes to its economic contributions. A large

majority of workforce is employed by these enterprises, and since they dominate the

business sector, they contribute significantly to the total manufacturing output. They are

constant source of new ideas, delighting customers with new and innovative products and

services. The less complicated nature in the operation of many small and medium

enterprises of utilizing less imported materials and equipment saves the country of

precious foreign exchange reserves.

According to the Asia Pacific Economic Cooperation (APEC) website, Small and

1
Medium Enterprises, which account for more than 97% of the businesses in the APEC

region, are the reasons behind product innovation and employment, contributing to

economic growth particularly in the GDP of the member countries. Twenty to fifty (20-

50) percent of the economic output of many countries in the region is contributed by the

SMEs. However, in the case of direct exports, they only account for less than 40%.

Small and medium size firms make up a large component of the business sectors of

the developing countries, including the Philippines.

In the 2013 figures provided by the Philippine Statistics Authority (PSA), the

Philippines has a total of 941,174 businesses comprising of 99.6% Micro, Small and

Medium Enterprises (MSMEs) and 0.4% large enterprises. A little more than ninety

percent of the MSMEs are micro enterprises, and the remaining are small (9.3%) and

medium sized businesses (0.4%). It was further discovered that the 937,327 MSMEs in

2013 are involved in the wholesale and retail sector, motor vehicle and motorcycle repair,

food business and hospitality management, manufacturing, and notable service industries

including information and communication technology, education, professional, support

and health services (www.dti.gov.ph).

In the Philippines, major industries like agriculture, retail, service, food,

handicraft and electronics are dominated by micro, small and medium enterprises. These

industries are the drivers of growth and progress in the provinces. In La Union province,

majority of the SMEs are operating the trading, services and aquatic-based sectors.

The growth and success of SMEs in many parts of the region depend in part on

the management styles and strategies of the entrepreneurs who are in control of these

businesses. Management comprises directing and controlling a group of one or more

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people or entities for the purpose of coordinating and harmonizing them towards

accomplishing a goal. Management of a business usually is divided into areas of

marketing, production and operations, finance and human resources. Broad programs on

these areas are referred to as management strategies. These management strategies have

undeniably brought directions to many small and medium businesses by helping them

effectively react to the forces in their environments.

But more than the management strategies used to deal with daily operations, the

small businesses must have to wrestle with many serious problems, which can be

attributed to their very nature, and also brought by the forces around them, in order to

survive. The SME sector around the world seems to suffer from similar set of problems.

They have to go through the agonizing predicaments of undercapitalization, cost control,

governmental red tape, poor marketing, getting clients, among others. In the case of

undercapitalization, small businesses suffer these problems because of short track record,

limited capacity to prepare financial statements and business plans and absence of needed

collateral.

Philippine SMEs are not spared from numerous problems. In a report by Melchor

and Mendoza in Rappler in 2014, they said that “Overall, SMEs face numerous

constraints to further growth and productivity, including credit constraints, cumbersome

registration procedures and strict regulatory environments and other challenges related to

an economic playing field that is not level between large and small firms. SMEs,

especially start-ups, have lower probabilities of survival than larger firms, leading to high

rates of market entry and exit across nearly all economic sectors”.

The significance and gravity of contribution of the small and medium sized

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businesses make them very indispensable part of the economic sector of every country.

Governments from around the world came up with some projects benefiting the small

businesses to further help them survive and continue improving the economic output,

employment as well as the preservation of culture through the manufacture of local

products.

The assistance given to small and medium sized businesses by the government

and private sectors has apparently given them the leverage to grow and prosper. But we

cannot deny the fact that businesses are nothing without the entrepreneurs who manage

them and they may have the arsenal business acumen or characteristics critical to

organizational and business success. They may have been operating and instituting the

business with some key success factors.

The success of many businesses may be attributed to the personal characteristics

of the people who manage them, or they may have prospered by effective financial

management, innovation, adaptation and planning. Or it may be because of a recipe for

success that comes from the entrepreneur, the business itself, the people around or the

environment where the enterprise operates. These may be collectively called Key Success

Factors or simply as KSFs.

With the resources offered by La Union topography and the skills of the people, the

towns are weathered for business venturing such as manufacturing furniture like tables,

chairs, beds, cabinets and other home furnishings scattered all over municipalities. Small

businesses like the sari-sari stores are not an easy task where one must have patience and

knowledge in its selling their product for example. Likewise, it is an existing livelihood

activity of some families in the barangay’s of Bauang, La Union. Mainly, a number of

4
families depend largely on the sari-sari store for their living.

Small business keeps on expanding because many people and business minded

thought that big businesses come from small ones. It is hard to run a business you should

be brave and strong so that your business will be successful. Sari-sari store has a big role

in our country it helps our economic grow and helps simply people they can buy their

needs.

In running a business like sari-sari stores is not easy because one should have

enough knowledge on what he is doing. Owner should be strong to face the challenges

running a business for he might encounter different problems where he should be brave

enough and strong to think solution strategies and always ready to give time and effort on

it.

Small enterprises really do exist in the locality this helps simple without

capability to buy in grocery stores or malls. The main commitment of SMEs owners is to

help those people does not afford to buy branded product and with the help of SMEs

people can buy the exact number of their needs.

In the Philippines, existence of sari-sari stores can be seen anywhere. Sari-sari

stores are one of the most popular businesses in the different barangays here in Bauang,

La Union. Many people use to buy their daily needs in sari-sari stores because it is more

convenient for the barangay folks. In the Sari-sari stores section they sell their products

by piece or in laymen’s term “tingi-tingi”. The consumers can buy the exact number or

amount of the product they need, they can save time and money too as well.

This study was conceptualized primarily to describe the Key Success Factors

(KSFs) of small enterprises in the municipality of Bauang, La Union in the hope of

5
providing a recipe for success in the area.

Framework of the Study

This study primarily looked at the key success factors of micro small businesses

in the Municipality of Bauang. Fellow entrepreneurs will discover the factors that made

business ventures a hit, as well as the tactics and focus of businessmen in their area. The

impact evaluation of key success factors of micro small businesses focuses themselves to

achieve good business performance.

This research will provide pertinent information to the DTI (Department of Trade

and Industry) La Union Provincial Office on the key success factors to business

performances which can be possibly explored by the agency in its future seminars and

trainings not only for the entrepreneurs of micro small enterprises in the province to

further enrich their knowledge on business.

Teachers and learners will be oriented on the key success factors (KSFs) of local

businessmen thus, they can possibly relate with and appreciate more the said business

concepts especially the key success factors (KSFs) which is a totally new business idea to

them.

The study will provide fresh insights regarding the effect of key success factors

on the performance of businesses. The results of the study can be a good topic for

discussion among teachers and learners in business and management.

The conduct of this research will be useful to research enthusiasts as this will give

them information on the possible influence of key success factors in the operation and

continuous existence of Micro Small and Medium Enterprises (MSMEs). This scholarly

work can also provide ideas to researchers on the possible research topics about

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management and government projects for businesses that can be further explored.

All of these benefits reinforce the research’s significance in the field of Business

and Management.

Extant of business literatures presents the relevant studies from local researchers

and from other countries from which the initiative to conduct this research has originated.

They are the bases for the conceptualization of this study.

In reality, according to Senator Angara, MSMEs are the key players in the local

economy because they comprise 99.6 percent of the business sector, utilizing 70 percent

of the labor force and contributing to almost 30 percent of the country’s GDP. Compared

to the big companies, they have more contributions to their economic status, and was also

discovered to have made a difference to the elderly and disabled, who are considered to

be the country’s disadvantaged citizens.

Senator Angara has seen the potential of the MSMEs to compete with the big ones

and suggested that they must continuously innovate their products. The entrepreneurs are

also encouraged to seek the assistance of local universities and government agencies like

the DTI, as well as the Department of Science and Technology (DOST) for new product

discoveries and improve their current market offerings and to explore the latest products

and manufacturing technologies (www.entrepreneur.com.ph).

Bouazza and Associates (2015) determined in their study the factors that led to

the growth of the small and medium-sized businesses as well as the various internal

factors that possibly restricted the expansion of the operation of the small businesses. The

findings revealed that the growth of SMEs was caused by several interconnected factors,

both from internal (entrepreneurial nature, management capabilities, technological and

7
marketing capacities) and external (legal dimension, financing and capabilities of the

human resources) which are uncontrollable.

Chumkate (2015) conducted a research with the following objectives: 1.

determine the problems and obstacles hounding SME’s herbal product business

management in western region, 2. Ascertain the overall performance of said business, and

3. devise a guideline for the effective management of SME’s herbal products. The study,

which utilized a mixed method combining qualitative and quantitative research, has

included as subjects 100 staff members and 22 owners of herbal product business. The

study has injected and considered external factors such as competitive rivalry, bargaining

power of suppliers, bargaining power of customers, threat of new entrants and threat of

substitute products or services. It was found out that competitive rivalry is connected to

bargaining power of suppliers, while bargaining power of customers is determined by

bargaining power of suppliers. Meanwhile, competitive rivalry and bargaining power of

customers are interrelated. From the findings, it was recommended that community

enterprises should act as one in determining and implementing standard prices without

lowering their prices to reduce the customers’ bargaining power. They are also suggested

to bargain collectively with the suppliers to mitigate their bargaining power.

Hampel-Milagrosa (2014) clustered success factors into four (4) namely;

entrepreneur, enterprise, employee, network and business environment. The entrepreneur

success factor includes education, training, motivation, proactive search for information

and work experience. On the other hand, catering to local taste, employees (kind, training

and welfare), portfolio diversification and simple Research and Development, and

investing in technology were lumped on the enterprise/employee success factors.

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Classified on the network success factors were full family support, relationship with

buyers and suppliers, membership in manufacturer associations, global value chains and

social networks. Access to finance, employment regulation, access to government

facilities and services, trade fairs and exhibits comprised the business environment

success factor.

Chowdhury and Associates (2013) analyzed the factors affecting the operation of

entrepreneurs of small and medium sized enterprises using data collected at random from

eighty (80) entrepreneurs. In the study, the said factors included demographic

characteristics and environmental factors of small and medium-sized businesses. The

findings imply that the success of the entrepreneurs is related to all independent variables

in the study. Those that prevented the success of the entrepreneurs were access to market

and capital, political environment and lack of infrastructure. Success was observed to be

very dependent on experience and education while age has negative relation to success.

In the regression analysis, environmental variables influence success more than the

demographic variables.

Mahmood and Hanafi (2013) conducted a study among SMEs owned by women

entrepreneurs that determined the intervening effect of competitive advantage on the

relationship between business performance and entrepreneurial orientations. A

quantitative analysis involving entrepreneurial orientation and sources of competitive

advantage as key success factors was conducted. In answering the research questions, two

hypotheses were proposed; (1) There is a significant relationship between entrepreneurial

orientations and business performance, and (2) Competitive advantage influences the

relationship between entrepreneurial orientation and performance. Survey questionnaires

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were personally mailed to the women owner/managers based on the registered number of

SMEs and were collected and randomly selected. Tools from previous researches were

adopted to gauge and describe the entrepreneurial orientations and competitive

advantages of the businesses while business data provided were utilized to measure

performance. The findings revealed that association between entrepreneurial orientation

and performance exists, while competitive advantage was discovered to have moderate

influence on the relationship between entrepreneurial orientation and performance. The

results were expected to aid the women entrepreneurs of the small businesses to be more

enterprising and help them come up with their own competitive advantages to wrestle

with the challenges in their environment.

The research of Zimmerman and Chu (2013) specifically sought to determine the

motivations of entrepreneurs, the problems they experience, as well as the factors that

caused their businesses to succeed. The findings reveal that the entrepreneurs are

motivated by the desire to become the boss and generate more income for their business.

Problems discovered were weak economy, stiff competition and limitations on foreign

exchange. The entrepreneurs consider the following as their success factors: good general

management skills, necessary training, efficient records management and involvement in

politics were success factors. The paper has contributed, through an integrated analysis, a

multi-dimensional picture of the entrepreneur also examined multiple dimensions of

entrepreneurs in a single context and provided an integrated analysis. This research also

made possible of a comprehensive realization or picture of an entrepreneur.

In the study of Parilla (2013) uncovered a mechanism to help micro, small and

medium enterprises (MSMEs) in the region improve the ways of creating their products

10
through the utilization of locally sourced raw materials and employment of skilled

labourers in the area. The said program has been implemented by the Heads of the

different Local Government Units with the guidance and supervision of the DTI

Provincial Office. The said government project required the municipalities and cities in

the province to establish their product flagship which will be poured out with numerous

supports by the Department of Trade and Industry office. The study discovered that

mostly adult and married women were college graduates managed sole proprietorship

businesses with 16-20 years of operation in the manufacturing sector. Initial

recommendation made was the government agencies such as the Department of Trade

and Industry and Department of Science and Technology (DOST) had extended

assistance to these businesses through a series of skills and business management

trainings.

The research of Aldaba (2012) dealt with the financial issues besetting Philippine

SMEs. The study, which focused on industries like electronics, automotive, textiles,

electrical, food and garments, centered on the barriers the small and medium enterprises

must contented with when it comes to financing, which has been one of their most

pressing problems. As such, the SMEs mostly rely on internal sources of money, both in

the startup and in the stage thereafter. Four out of ten respondents wanted to increase the

operations of their businesses for the next two years while almost 70% revealed that

expansion cannot be sustained by internal sourced funds. This requires applying for a

loan in the bank and other financial institutions. The volume of borrowings from internal

sources however, shows that banks and other financial institutions do not provide enough

funds for the businesses. Small and medium sized businesses have been observed to

11
experience difficulty in generating additional capital because they have been beset with

problems like lack of properly prepared financial statements, poor business plans,

questionable track record and lack of required collateral. Similar survey conducted by

banks reveals similar observations. Based on the findings, it is recommended that a

Central Credit Information Corporation be established to help small and medium sized

businesses address the requirements for effective fund sourcing. It is also imperative that

banks must change their orientation when it comes to lending to small and medium

enterprises, and must be more involved in improving the management capability and

ultimately the financial literacy of the SMEs through trainings and other means.

The Edinburgh Group (EG) (2012) learned that there is a considerable volume of

international undertakings among the SME population. This is due to the fact that about

75% of the SME practitioners subjected in the study deal with customers with

international transactions like purchasing of products and services overseas. The clients

of the SMPs therefore, generally do not seem to mind the greater return of operating

business abroad and catering to the growing international markets. Another finding is the

perception of SMPs that their clients experience problems in the international scene such

as market accessibility, new customers, business regulation and competition, which has

given them the idea to assist SMEs accessing the international markets to trainings,

expert advice and provision of necessary resources and tools. In the research, SMPs were

also challenged to provide more responsive assistance to their clients who plan to have

international operations. Among the suggestions for the SMPs were revitalizing

connections with funding institutions and establishing an international group of highly

capable professional and business advisers.

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 The research of Chittihaworn et al., (2011) aimed to identify factors that made an

impact in the success of small and medium businesses to provide ideas on how to start a

business right by considering the key success factors (KSFs) of some businesses. The

research dealt with eight (8) factors that impact business success: products and services,

SMEs characteristics, customer and market, management capacity, resources and finance,

the way of doing business and cooperation, strategy, as well as the external environment.

The eight (8) factors served as the success factor items in the questionnaire. Eight (8)

hypotheses were proposed and were subjected to SPSS and five (5) hypotheses were true.

The most significant factors affecting business success of SMEs based on the regression

analysis were SMEs characteristics, customer and market, resources and finance the way

of doing business and the external environment.

Callaghan and Venter (2011) conducted a study among 308 street vendors to

describe their entrepreneurial orientations and entrepreneurial performances. The specific

objectives include determining the factors that influence their entrepreneurial focus and

finding out the potential impact of EO to the performance of the entrepreneurs. The

results suggest the association of entrepreneurial orientation (EO) with certain contextual

and learning factors which supports the conclusion that trainings on entrepreneurship

would likely lead to the entrepreneurial empowerment. Another significant finding is the

positive correlation of pro-activeness and competitive aggressiveness to satisfaction.

Dalberg Global Development Advisors (2011) discovered that businesses grow

when they have ready access to financing. Access to finance has been a problem for the

small and medium enterprises in developing nations, and this was made worst because of

some barriers, among them are the SMEs seemingly limited knowledge on financial

13
institutions, limited financing for small businesses, steep administrative costs, and

collateral requirements. These constraints must be removed to create a favorable

environment for growth for the small and medium sized businesses.

In the study of Tonog (2011), it was found out that majority of businesses are

micro small, and medium enterprises (MSMEs). The researcher was able to discover that

in the six year run of the program, significant improvements were observed in the sales,

investments and jobs creation capacities of the small enterprises. Thus, the program was

concluded to have done a good job of empowering small businesses in the country. The

program has also been very satisfactory to the entrepreneur beneficiaries.

Philip (2010) in his study determined the factors of success among the small and

medium enterprises (SMEs) in the poor country as an eye opener for those who want to

establish a business of their own. Six (6) factors were subjected in the study:

characteristic of SMEs, management capability, products and services, business practices,

resources and finance and the external environment. The data analytical tool included the

SPSS program, which supplemented further analyses on the reliability, frequency,

regression, one-way ANOVA and T-test. Six (6) hypotheses were proposed and four (4)

hypotheses were accepted. The regression analysis has resulted to the discovery of

products and service as the most significant key success factor for small businesses.

Stefanovic and a team of researchers (2010) studied and determined the

motivational and success factors of entrepreneurs using Chu’s basic methodological

approach. It looked into the motives of entrepreneurs start up stage and classified the

success factors of the SMEs. The study made use of a questionnaire consisting of eleven

(11) motivational items for entrepreneurs and 17 items on the success factors. The

14
findings included four factors that led to motivation among the entrepreneurs and they

were independence, greater business achievement, job security, and intrinsic factor.

Seven key success factors were identified such as competitive product/service, societal

position, interpersonal skills, business reputation, information, leadership capability, and

approval and support. Comparing the results in developing countries, there were

discovered similarities on the motivational factors of the entrepreneurs. Another finding

is that sustainable development seemed to be not a priority among the enterprises and

success factors is dependent on the environment’s present scenario.

Brenes et al., (2008) in their study said that firms should be forward looking or

proactive amid the heightening competition in the industry and its time to evaluate their

decision making strategies. The research sought to evaluate the outcome of some things

on the utilized strategies with the end goal making the decision making process better.

Chung-Wen Yang (2006) conducted a study that determined the effect of

leadership in the evolution and execution of entrepreneurial orientation in the SMEs. It

also sought to evaluate how business performance is influenced by entrepreneurial

orientation and leadership styles. In realizing this objective, the researcher adopted the

Multifactor Leadership Questionnaire (Bass & Avolio, 1995) to ascertain and describe

the leadership styles of the managers on the following: transformational leadership,

transactional leadership, passive-avoidant leadership, and outcomes of leadership.

Meanwhile, entrepreneurial orientations were described using the Entrepreneurial

Orientation Questionnaire developed by Covin and Slevin. Business performance of the

406 SMEs subjected in the study was based on their growth and financial figures. Based

on the fndings, it can be inferred that business performance may be influenced by a

15
variety of leadership styles; that transformational leadership, compared to transactional

and passive-avoidant leadership, has very significant correlation with entrepreneurial

orientation, leadership, and business performance; that small businesses with high regard

or focus on entrepreneurial orientations tend to have better business performance; and

that transformational leadership coupled with more focus on entrepreneurial orientation

lead with more improved business operations.

Berry and Associates (2006) ruled out that there is a positive correlation between

the degree of use of a range of external advice and the growth rate of the small and

medium sized businesses. Most dominant among the people whom the entrepreneurs seek

advice were external accountants and network contacts, with advices ranging from

statutory, emergency, financial matters and business in general. Higher growth was

connected to being provided with additional support mentioned. There are few instances

where entrepreneurs look for advice from business teacher.

Studies on key success factors were conducted on the individual entrepreneurs

(Stefanovic et al., 2010; and Chowdhury et al., 2013) and business firms (Brenes et al.,

2008; Philip, 2010; Chittihaworn et al., 2011; and Bouazza et al., 2015).

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 INPUT PROCESS OUTPUT

Information
Education
Campaign -
Business Flyers

Feedback

Figure 1. The Research Paradigm of the Study

The picture showed the idea that the success of a business is contingent upon key

factors related to the entrepreneur himself, the enterprise, network and business

environment. The entrepreneur or the business owner must have the personal

entrepreneurial qualities and management skills needed to steer the business in the right

direction. The entrepreneurs, in crafting a recipe for business success, may consider the

ideas of key success factors. It is hoped that this research will carve a significant niche in

the field of Business and Management through the wisdom that it will provide to local

entrepreneurs.

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Statement of the Problem

The main concept of the study was to describe the key success factors (KSFs) of

micro-small enterprises in Bauang, La Union.

More specifically, it sought answers on the following queries:

1. What is the investment and sales of Micro Small Enterprises in Bauang, La Union

for;

1.1 June; and

1.2 July?

2. What line of business posed with the highest descriptions of key success factors

(KSFs)?

3. How does the micro small enterprises describe the key success factors (KSFs)

clustered according to:

3.1 entrepreneur;

3.2 enterprise;

3.3 network; and

3.4 business environment?

4. What is the implication of the study to Business and Management?

Definition of Terms

The following terms were authoritatively and operationally defined for better

understanding.

Business. In this study, it is an organization of people with varied skills which

uses their property or talents to produce goods and services which can be sold for more

18
than their cost.

Business environment. It refers to the forces that affect how the company

operates, including government support, access to capital and political involvement.

Competitiveness. This pertains to the ability to be ahead of the game in terms of

rolling out of new products in the market.

Enterprise. This is an organization charged with the responsibility of providing

goods to the people, earning profit in return.

Entrepreneur. This refers to a person responsible in organizing and managing a

business, assuming all the risks involved.

Human resources. In this study, this refers to the members of an organization,

including a business organization. Human resources in a business organization comprise

of the managers and rank and file employees.

Innovativeness. This is the skill to create new things, introduce new products in a

short span of time, or make dramatic improvements in products and services utilizing the

latest technologies and innovative strategies.

Investment. This refers to an asset or item that is purchased with the hope that it

will generate income or appreciate in the future.

Key Success Factors (KSFs). This is the combination of important factors that

are required in order to accomplish one or more desirable business goals. This pertains

with the following factors such as entrepreneur, enterprise, network and business

environment.

Network. This pertains to the entrepreneur’s family members and friends and the

connections made by position in the society.

19
 Product. This is a tangible item that can be offered to satisfy the needs or wants

of the people.

Risk. This is the possibility that a company or firm will have lower than

anticipated profits, or that it will experience a loss rather than a profit.

Sales. This pertains to the revenue generated from selling a product or providing a

service to the people.

Sari-Sari store. In this study, it is a small enterprise where you can buy things

that you can buy also in grocery stores or mall.

Service. This is one of the main types of a product which is considered an

intangible marketing offer.

SMEs. In this study, these are businesses operated by local entrepreneurs and

commonly employing only a few employees. They have assets that fall into one of the

following categories: Micro less than Php 3,000,000, small Php 3,000,001 to Php

15,000,001 and medium Php 15,000,001 to Php 100,000,000.

20
 Chapter II

METHODOLOGY

This part presents the tools and procedures in gathering the needed data to answer

the problems and to test the hypothesis of the study structured on Chapter I.

Research Design

The descriptive-survey research methodologies were employed in this study.

There was an actual survey basing on the number of participating micro small

enterprises operating within municipality of Bauang, La Union. Further, the descriptive

research design was fit to describing the key success factors (KSFs) of the micro small

enterprises operating in the area.

Sources of Data

The number of participating micro small enterprises was based upon the actual

survey and statistics in the locale of the study using total enumeration approach.

The respondents were the sole owners of the participating micro small enterprises

to describe the key success factors in the municipality of Bauang, La Union.

Based on the retrieved record from the office of local Department of Trade and

Industry (DTI) of Bauang, La Union, there were two hundred forty-two (242) micro and

small enterprises operating in the locality at the time of questionnaire distributions.

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 Table 1

Distribution of Respondents

Micro Small Enterprises

Dry Goods 78
Spices 19
Root Crops 19
Cage 30
Fish Stand 18
Meat Stand 14
Variety Stores 64
Total 242

Instrumentation and Data Collection

There was one set of questionnaire asking the owner about key success factors

(KSFs).

The study adopted the 17 questionnaires developed by Chu and Katsioloudes

(2001) in describing the key success factors of micro small enterprises. The 17 statements

were distributed in four (4) key success factors. Entrepreneur factor was assigned to

statements #1 to #7; Enterprise factor was assigned to statements #8 to #12; Network

factor was assigned to statements #13 to #14 statements and Business Environment factor

was assigned to statements #15 to #17.

A letter was prepared to solicit approval from The Office of The School Head that

the student-researchers be allowed to conduct actual survey to the participating micro

small enterprises. Another letter of request was prepared for questionnaires distribution to

business owners.

The purpose of the questionnaire was briefly discussed to the respondents before

answering it.

22
 Interview was employed asking the information about investments and sales for

the period of June to July 2018 and likewise to elicit answers relevant to the objectives of

the research.

The student-researchers were excluded from answering the set of questionnaires

to avoid partiality.

Analysis of Data

Frequency count and ranking were used to describe which among the key success

factors (KSFs) were the top most priorities of the respondents, the formula was;

Likewise, the following standard ISO/adjectival descriptions were used;

Degree of Importance
4.21 - 5.00 Extremely Important EI
3.41 - 4.20 Very Important VI
2.61 - 3.40 Mildly Important MI
1.81 - 2.60 Not Very Important NVI
1.00 - 1.80 Unimportant U

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 Chapter III

RESULTS AND DISCUSSIONS

This chapter presents the results and discussions to facilitate the statement of the

problem structured on Chapter I.

1. What is the investment and sales of Micro Small Enterprises in Bauang, La Union

for;

1.1 June; and

1.2 July?

In this study, investment refers to an asset or item that is purchased with the hope

that it will generate income or appreciates in the future while sales pertains to the revenue

generated from selling a product or providing a service to the people.

The following table showed the survey on the actual investment and sales of

micro small enterprises in Bauang, La Union for the month of June and July 2018.

Table 2

Actual Investment and Sales – Micro Small Enterprises

June July
Micro Small N D P
Investments Sales Investments Sales
Dry Goods 78 14 18% P 716,000.00 P 673,488.00 P 767,000.00 P 353,959.00
Spices 19 3 16% 40,000.00 15,600.00 40,000.00 15,600.00
Root Crops 19 10 53% 158,000.00 122,500.00 143,000.00 127,200.00
Cage 30 6 20% 147,600.00 73,650.00 173,600.00 75,150.00
Fish Stand 18 2 11% 20,500.00 23,000.00 25,500.00 23,500.00
Meat Stand 14 6 43% 1,023,000.00 1,931,000.00 623,000.00 1,746,000.00
Variety Stores 64 29 45% 2,319,500.00 1,619,500.00 2,279,000.00 1,578,000.00
Total 242 70 29% P 4,424,600.00 P 4,458,738.00 P 4,051,100.00 P 3,919,409.00
Legend
N No of Respondents
D Declarant

24
P Percentage
Table 2 showed the declared investments and sales of micro small enterprises in

Bauang, La Union for the month of June and July 2019.

Based on the given data, 29% of micro small enterprises declared their

investments and sales for the period. Noted increased on sales came from root crops (P

127,200 less 122,500) and cages (75,150 less 73,650). In investments, noted increased

were dry goods (767,000 less 716,000), cages (173,600 less 147,600) and fish stand

(25,500 less 20,500).

It could be inferred that micro small enterprises in Bauang, La Union ensures

business success and continuity in the longer term where investments yielded positive

income that would contribute in the market economy. It encourages other micro small

owners to invest more to increase sales and eventually becomes additional investments.

Further, it concluded that other micro small may look into the investment scheme and

competitive sales approach of dry goods, cages, root crops and fish stand for peer

emulation to invite positive business success competition in the locality.

2. What line of business posed with the highest descriptions of Key Success Factors

(KSFs)?

Key Success Factors (KSFs) is defined as the combination of important factors

that are required in order to accomplish one or more desirable business goals. In this

study, this pertains with the following factors such as entrepreneur, enterprise, network

and business environment.

The entrepreneurs displayed the highest descriptions of Key Success Factors

(KSFs) along with the different line of business endeavors.

25
 The following table showed the highest descriptions of Key Success Factors

(KSFs) from dry goods businesses.

Table 3

Key Success Factors - Dry Goods

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 2 4 0 92 255 4.53 EI 6
2 Charisma and friendliness 0 2 15 76 265 4.59 EI 4
3 Previous business experience 7 12 39 80 160 3.82 VI 13.5
4 Hard work 1 0 0 72 295 4.72 EI 1
5 Ability to manage personnel 2 0 12 128 200 4.38 EI 7.5
6 Social skills 0 4 33 88 215 4.36 EI 9
7 Reputation for honesty 1 0 0 88 275 4.67 EI 2
8 Appropriate training 12 10 51 76 125 3.51 VI 16
9 Marketing /sales promotion 4 4 48 60 205 4.12 VI 11
10 Good product at competitive price 0 0 6 100 255 4.63 EI 3
11 Good customer service 1 0 9 96 250 4.56 EI 5
12 Maintenance of accurate records 10 10 33 92 145 3.72 VI 15
13 Support of family and friends 1 2 21 108 210 4.38 EI 7.5
14 Position in society 32 6 36 80 55 2.68 MI 17
15 Satisfactory government support 9 8 36 80 165 3.82 VI 13.5
16 Access to capital 2 0 30 104 200 4.31 EI 10
17 Political involvement 3 14 45 32 225 4.09 VI 12
Legend AVM 4.17 VI
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

Table 3 showed the highest descriptions of key success factors of dry goods

businesses.

Rank 1 was hard work (4.72) with a descriptive equivalent rating of extremely

26
important, rank 2 was reputation for honesty (4.67) with a descriptive equivalent rating of

extremely important, rank 3 was good product at competitive price (4.63) with a

descriptive equivalent rating of extremely important, rank 4 was charisma and

friendliness (4.59) with a descriptive equivalent rating of extremely important, rank 5 was

good customer service (4.56) with a descriptive equivalent rating of extremely important,

rank 6 was good management skills (4.53) with a descriptive equivalent rating of

extremely important, rank 7.5 were ability to manage personnel and support of family

and friends (4.38) with descriptive equivalent ratings of extremely important, rank 9 was

social skills (4.36) with a descriptive equivalent rating of extremely important, rank 10

was access to capital (4.31) with a descriptive equivalent rating of extremely important,

rank 11 was marketing/sales promotion (4.12) with a descriptive equivalent rating of very

important, rank 12 was political involvement (4.09) with a descriptive equivalent rating

of very important, rank 13.5 were previous business experience and satisfactory

government support (3.82) with descriptive equivalent ratings of very important, rank 15

was maintenance of accurate records (3.72) with a descriptive equivalent rating of very

important, rank 16 was appropriate training (3.51) with a descriptive equivalent rating of

very important and rank 17 was position in society (2.68) with a descriptive equivalent

rating of mildly important.

Data revealed that hard work was the number one key success factor in line of dry

goods businesses and noticed that position in society was the least factor prioritized. This

means that business requires volume of determination, perseverance, endurance,

dedication and hard work to achieve business objectives where position in the society

became less effective because businesses do not necessarily followed strong authority to

27
 deal with customers in its day-to-day conduct of operations.

The average weighted mean of key success factors in line of dry goods business

had a mean of 4.17 with a descriptive equivalent rating of very important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) from spices businesses.

Table 4

Key Success Factors - Spices

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 1 0 3 8 75 4.58 EI 7
2 Charisma and friendliness 0 2 3 12 70 4.58 EI 7
3 Previous business experience 4 2 0 8 60 3.89 VI 13
4 Hard work 1 0 3 4 80 4.63 EI 4
5 Ability to manage personnel 1 2 0 16 65 4.42 EI 9
6 Social skills 1 0 0 8 80 4.68 EI 2
7 Reputation for honesty 0 2 3 8 75 4.63 EI 4
8 Appropriate training 5 10 15 0 20 2.63 MI 16
9 Marketing /sales promotion 1 2 9 12 55 4.16 VI 11
1
Good product at competitive price 1 0 0 12 75 4.63 EI
0 4
1
Good customer service 0 2 0 8 80 4.74 EI
1 1
1
Maintenance of accurate records 1 4 12 8 50 3.95 VI
2 12
1
Support of family and friends 1 0 3 8 75 4.58 EI
3 7
1
Position in society 3 6 9 8 40 3.47 VI
4 14
1
Satisfactory government support 6 6 9 4 30 2.89 MI
5 15
1
Access to capital 1 0 9 12 60 4.32 EI
6 10
1
Political involvement 11 4 0 0 30 2.37 NVI
7 17
Legend AVM 3.64 VI
UI Unimportant
NVI Not Very Important
MI Mildly Important

28
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

Table 4 showed the highest descriptions of key success factors of spices

businesses.

Rank 1 was good customer service (4.74) with a descriptive equivalent rating of

extremely important, rank 2 was social skills (4.68) with a descriptive equivalent rating of

extremely important, rank 4 were hard work, reputation for honesty and good product at

competitive price (4.63) with descriptive equivalent ratings of extremely important, rank

7 were good management skills, charisma, friendliness and support of family and friends

(4.58) with descriptive equivalent ratings of extremely important, rank 9 was ability to

manage personnel (4.42) with a descriptive equivalent rating of extremely important, rank

10 was access to capital (4.32) with a descriptive equivalent rating of extremely

important, rank 11 was marketing/sales promotion (4.16) with a descriptive equivalent

rating of very important, rank 12 was maintenance of accurate records (3.95) with a

descriptive equivalent rating of very important, rank 13 was previous business experience

(3.89) with a descriptive equivalent rating of very important, rank 14 was position in

society (3.47) with a descriptive equivalent rating of very important, rank 15 was

satisfactory government support (2.89) with a descriptive equivalent rating of mildly

important, rank 16 was appropriate training (2.63) with a descriptive equivalent rating of

mildly important and rank 17 was political involvement (2.37) with a descriptive

equivalent rating of mildly important.

29
 Data revealed that good customer service was the number one key success factor

in line of spices businesses and noticed that political involvement was the least factor

prioritized. This means that good customer service became a strong contributor factor for

business success and politics has nothing to do to favor customers’ needs and wants in

the market.

The average weighted mean of key success factors in line of spices businesses had

a mean of 3.64 with a descriptive equivalent rating of very important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) from root crops businesses.

Table 5

Key Success Factors – Root Crops

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 0 2 0 20 65 4.58 EI 4
2 Charisma and friendliness 0 0 3 8 80 4.79 EI 1.5
3 Previous business experience 4 2 9 28 20 3.32 MI 12
4 Hard work 0 0 0 16 75 4.79 EI 1.5
5 Ability to manage personnel 2 0 9 20 45 4.00 VI 8
6 Social skills 1 0 6 24 50 4.26 VI 7
7 Reputation for honesty 0 0 6 12 70 4.63 EI 3
8 Appropriate training 6 4 6 12 30 3.05 MI 15
9 Marketing /sales promotion 5 4 3 24 25 3.21 MI 13.5
1
Good product at competitive price 1 0 0 32 50 4.37 EI
0 6
1
Good customer service 0 0 6 20 60 4.53 EI
1 5
1
Maintenance of accurate records 3 2 9 20 35 3.63 VI
2 11
1
Support of family and friends 3 0 9 20 40 3.79 VI
3 9
1
Position in society 6 0 21 12 15 2.84 MI
4 16
1
Satisfactory government support 2 10 15 4 30 3.21 MI
5 13.5

30
1
Access to capital 1 4 15 16 35 3.74 VI
6 10
1
Political involvement 11 6 9 4 5 1.84 NVI
7 17
Legend AVM 3.40 MI
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating
Table 5 showed the highest descriptions of key success factors of root crops

businesses.

Rank 1.5 were charisma, friendliness and hard work (4.79) with descriptive

equivalent ratings of extremely important, rank 3 was reputation for honesty (4.63) with a

descriptive equivalent rating of extremely important, rank 4 was good management skills

(4.58) with a descriptive equivalent rating of extremely important, rank 5 was good

customer service (4.53) with a descriptive equivalent rating of extremely important, rank

6 was good product at competitive price (4.37) with a descriptive equivalent rating of

extremely important, rank 7 was social skills (4.26) with a descriptive equivalent rating of

very important, rank 8 was ability to manage personnel (4.00) with a descriptive

equivalent rating of very important, rank 9 was support of family and friends (3.79) with

a descriptive equivalent rating of very important, rank 10 was access to capital (3.74)

with a descriptive equivalent rating of very important, rank 11 was maintenance of

accurate records (3.63) with a descriptive equivalent rating of very important, rank 12

was previous business experience (3.32) with a descriptive equivalent rating of mildly

important, rank 13.5 were marketing/ sales promotion and satisfactory government

31
 support (3.21) with descriptive equivalent ratings of mildly important, rank 15 was

appropriate training (3.05) with a descriptive equivalent rating of mildly important, rank

16 was position in society (2.84) with a descriptive equivalent rating of mildly important

and rank 17 was political involvement (1.84) with a descriptive equivalent rating of not

very important.

Data revealed that charisma, friendliness and hard work were the number one key

success factors in line of root crops businesses and noticed that political involvement was

the least factor prioritized. This means that charisma, friendliness and hard work

contributed for a good customer service for business success and politics has nothing to

do to favor customers’ needs and wants in the market.

The average weighted mean of key success factors in line of root crops businesses

had a mean of 3.40 with a descriptive equivalent rating of mildly important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) from cage businesses.

Table 6

Key Success Factors – Cage

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 2 2 0 24 105 4.43 EI 6
2 Charisma and friendliness 1 0 3 24 110 4.60 EI 3
3 Previous business experience 5 2 15 28 60 3.67 VI 13
4 Hard work 1 0 0 16 125 4.73 EI 2
5 Ability to manage personnel 6 0 3 36 70 3.83 VI 12
6 Social skills 2 4 0 20 105 4.37 EI 9.5
7 Reputation for honesty 0 0 0 24 120 4.80 EI 1
8 Appropriate training 10 4 12 12 55 3.10 MI 16
9 Marketing /sales promotion 2 0 9 20 100 4.37 EI 9.5
1
Good product at competitive price 2 0 9 16 105 4.40 EI
0 7.5

32
1
Good customer service 2 0 3 32 95 4.40 EI
1 7.5
1
Maintenance of accurate records 4 2 15 12 85 3.93 VI
2 11
1
Support of family and friends 1 2 9 8 115 4.50 EI
3 4
1
Position in society 10 6 3 12 65 3.20 MI
4 15
1
Satisfactory government support 8 6 3 20 65 3.40 MI
5 14
1
Access to capital 1 2 3 28 100 4.47 EI
6 5
1
Political involvement 14 8 6 8 40 2.53 NVI
7 17
Legend AVM 3.62 VI
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating
Table 6 showed the highest descriptions of key success factors of cage businesses.

Rank 1 was reputation for honesty (4.80) with a descriptive equivalent rating of

extremely important, rank 2 was hard work (4.73) with a descriptive equivalent rating of

extremely important, rank 3 was charisma and friendliness (4.60) with a descriptive

equivalent rating of extremely important, rank 4 was support of family and friends (4.50)

with a descriptive equivalent rating of extremely important, rank 5 was access to capital

(4.47) with a descriptive equivalent rating of extremely important, rank 6 was good

management skills (4.43) with a descriptive equivalent rating of extremely important,

rank 7.5 were good product at competitive price and good customer service (4.40) with

descriptive equivalent ratings of extremely important, rank 9.5 were social skills and

marketing/sales promotion (4.37) with descriptive equivalent ratings of extremely

33
 important, rank 11 was maintenance of accurate records (3.93) with a descriptive

equivalent rating of very important, rank 12 was ability to manage personnel (3.83) with

a descriptive equivalent rating of very important, rank 13 was previous business

experience (3.67) with a descriptive equivalent rating of very important, rank 14 was

satisfactory government support (3.40) with a descriptive equivalent rating of mildly

important, rank 15 was position in society (3.20) with a descriptive equivalent rating of

mildly important, rank 16 was appropriate training (3.10) with descriptive equivalent

rating of mildly important and rank 17 was political involvement (2.53) with a descriptive

equivalent rating of not very important.

Data revealed that reputation for honesty and hard work were the number one key

success factors in line of cage businesses and noticed that political involvement was the

least factor prioritized. This means that reputation for honesty and hard work contributed

for a good customer service that solicit trust and confidence among customers when

achieving business success and politics has nothing to do to favor customers’ needs and

wants in the market.

The average weighted mean of key success factors in line of cage businesses had

a mean of 3.62 with a descriptive equivalent rating of very important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) from fish stand businesses.

Table 7

Key Success Factors – Fish Stand

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 0 0 3 32 45 4.44 EI 6

34
2 Charisma and friendliness 1 0 3 20 55 4.39 EI 7
3 Previous business experience 5 4 9 16 20 3.00 MI 14
4 Hard work 0 0 0 20 65 4.72 EI 1
5 Ability to manage personnel 0 6 9 8 50 4.06 VI 11
6 Social skills 0 0 0 28 55 4.61 EI 3.5
7 Reputation for honesty 1 0 0 8 75 4.67 EI 2
8 Appropriate training 9 0 3 16 20 2.67 MI 16
9 Marketing /sales promotion 1 0 3 24 50 4.33 EI 8.5
1
Good product at competitive price 1 0 0 12 70 4.61 EI
0 3.5
1
Good customer service 0 0 6 20 55 4.50 EI
1 5
1
Maintenance of accurate records 4 4 12 20 15 3.06 MI
2 13
1
Support of family and friends 0 2 3 28 45 4.33 EI
3 8.5
1
Position in society 5 10 3 8 25 2.83 MI
4 15
1
Satisfactory government support 4 2 3 8 50 3.72 VI
5 12
1
Access to capital 1 2 0 28 45 4.22 EI
6 10
1
Political involvement 10 6 6 0 15 2.06 NVI
7 17
Legend AVM 3.49 VI
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

Table 7 showed the highest descriptions of key success factors of fish stand

businesses.

Rank 1 was hard work (4.72) with a descriptive equivalent rating of extremely

important, rank 2 was reputation for honesty (4.67) with a descriptive equivalent rating of

extremely important, rank 3.5 were social skills and good product at competitive price

35
(4.61) with descriptive equivalent ratings of extremely important, rank 5 was good

customer service (4.50) with a descriptive equivalent rating of extremely important, rank

6 was good management skills (4.44) with a descriptive equivalent rating of extremely

important, rank 7 was charisma and friendliness (4.39) with a descriptive equivalent

rating of extremely important, rank 8.5 were marketing/sales promotion and support of

family and friends (4.33) with descriptive equivalent ratings of extremely important, rank

10 was access to capital (4.22) with a descriptive equivalent rating of extremely

important, rank 11 was ability to manage personnel (4.06) with a descriptive equivalent

rating of very important, rank 12 was satisfactory government support (3.72) with a

descriptive equivalent rating of very important, rank 13 was maintenance of accurate

records (3.06) with a descriptive equivalent rating of mildly important, rank 14 was

previous business experience (3.00) with a descriptive equivalent rating of mildly

important, rank 15 was position in society (2.83) with a descriptive equivalent rating of

mildly important, rank 16 was appropriate training (2.67) with a descriptive equivalent

rating of mildly important and rank 17 was political involvement (2.06) with descriptive

equivalent rating of not very important.

Data revealed that hard work and reputation for honesty were the number one key

success factors in line of fish stand businesses and noticed that political involvement was

the least factor prioritized. This means that hard work and reputation for honesty

contributed for a good customer service that solicit trust and confidence among customers

when achieving business success and politics has nothing to do to favor customers’ needs

and wants in the market.

The average weighted mean of key success factors in line of fish stand businesses

36
 had a mean of 3.49 with a descriptive equivalent rating of very important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) from meat stand businesses.

Table 8

Key Success Factors – Meat Stand

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 0 0 6 12 45 4.50 EI 7.5
2 Charisma and friendliness 0 2 0 16 45 4.50 EI 7.5
3 Previous business experience 2 2 0 8 45 4.07 VI 12.5
4 Hard work 0 0 3 4 60 4.79 EI 3
5 Ability to manage personnel 0 0 6 12 45 4.50 EI 7.5
6 Social skills 0 0 3 12 50 4.64 EI 5
7 Reputation for honesty 1 0 0 12 50 4.50 EI 7.5
8 Appropriate training 2 2 0 12 40 4.00 VI 14
9 Marketing /sales promotion 2 0 3 8 45 4.14 VI 11
1
Good product at competitive price 0 0 0 12 55 4.79 EI
0 3
1
Good customer service 0 0 0 8 60 4.86 EI
1 1
1
Maintenance of accurate records 2 0 3 12 40 4.07 VI
2 12.5
1
Support of family and friends 0 0 0 12 55 4.79 EI
3 3
1
Position in society 6 0 3 8 25 3.00 MI
4 16
1
Satisfactory government support 3 0 0 12 40 3.93 VI
5 15
1
Access to capital 0 0 6 16 40 4.43 EI
6 10
1
Political involvement 6 0 9 4 20 2.79 MI
7 17
Legend AVM 3.80 VI
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean

37
DER Descriptive Equivalent Rating

Table 8 showed the highest descriptions of key success factors of meat stand

businesses.

Rank 1 was good customer service (4.86) with a descriptive equivalent rating of

extremely important, rank 3 were hard work, good product at competitive price and

support of family and friends (4.79) with descriptive equivalent ratings of extremely

important, rank 5 was social skills (4.64) with a descriptive equivalent rating of

extremely important, rank 7.5 were good management skills, charisma, friendliness,

ability to manage personnel and reputation for honesty (4.50) with descriptive equivalent

ratings of extremely important, rank 10 was access to capital (4.43) with a descriptive

equivalent rating of extremely important, rank 11 was marketing/sales promotion (4.14)

with a descriptive equivalent rating of very important, rank 12.5 were previous business

experience and maintenance of accurate records (4.07) with descriptive equivalent ratings

of very important, rank 14 was appropriate training (4) with a descriptive equivalent

rating of very important, rank 15 was satisfactory government support (3.93) with a

descriptive equivalent rating of very important, rank 16 was position in society (3.00)

with a descriptive equivalent rating of mildly important and rank 17 was political

involvement (2.79) with a descriptive equivalent rating of mildly important.

Data revealed that good customer service was the number one key success factor

in line of meat stand businesses and noticed that political involvement was the least factor

prioritized. This means that good customer service contributes to business success and

politics has nothing to do to favor customers’ needs and wants in the market.

The average weighted mean of key success factors in line of meat stand

38
 businesses had a mean of 3.80 with a descriptive equivalent rating of very important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) from variety stores.

Table 9

Key Success Factors – Variety Stores

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 0 0 6 48 250 4.75 EI 2
2 Charisma and friendliness 0 0 6 56 240 4.72 EI 3.5
3 Previous business experience 5 4 15 64 180 4.19 VI 12
4 Hard work 0 2 0 44 260 4.78 EI 1
5 Ability to manage personnel 3 0 15 76 185 4.36 EI 9.5
6 Social skills 2 0 9 56 225 4.56 EI 5
7 Reputation for honesty 3 4 6 32 245 4.53 EI 6.5
8 Appropriate training 8 2 18 56 175 4.05 VI 14
9 Marketing /sales promotion 4 2 18 68 180 4.25 EI 11
1
Good product at competitive price 2 0 9 64 215 4.53 EI
0 6.5
1
Good customer service 0 0 12 40 250 4.72 EI
1 3.5
1
Maintenance of accurate records 5 8 18 56 175 4.09 VI
2 13
1
Support of family and friends 0 4 24 76 175 4.36 EI
3 9.5
1
Position in society 8 10 39 56 120 3.64 VI
4 15
1
Satisfactory government support 8 8 51 68 90 3.52 VI
5 16
1
Access to capital 4 4 9 40 225 4.41 EI
6 8
1
Political involvement 31 16 48 8 35 2.16 NVI
7 17
Legend AVM 3.77 VI
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean

39
DER Descriptive Equivalent Rating

Table 9 showed the highest descriptions of key success factors of variety stores.

Rank 1 was hard work (4.78) with a descriptive equivalent rating of extremely

important, rank 2 was good management skills (4.75) with a descriptive equivalent rating

of extremely important, rank 3.5 were charisma, friendliness and good customer service

(4.72) with descriptive equivalent ratings of extremely important, rank 5 was social skills

(4.56) with a descriptive equivalent rating of extremely important, rank 6.5 were

reputation for honesty and good product at competitive price (4.53) with descriptive

equivalent ratings of extremely important, rank 8 was access to capital (4.41) with a

descriptive equivalent rating of extremely important, rank 9.5 were ability to manage

personnel and support of family and friends (4.36) with descriptive equivalent ratings of

extremely important, rank 11 was marketing/sales promotion (4.25) with a descriptive

equivalent rating of extremely important, rank 12 was previous business experience

(4.19) with a descriptive equivalent rating of very important, rank 13 was maintenance of

accurate records (4.09) with a descriptive equivalent rating of very important, rank 14

was appropriate training (4.05) with a descriptive equivalent rating of very important,

rank 15 was position in society (3.64) with a descriptive equivalent rating of very

important, rank 16 was satisfactory government support (3.52) with a descriptive

equivalent rating of very important and rank 17 was position involvement (2.16) with a

descriptive equivalent rating of not very important.

Data revealed that hard work and good management skills were the number one

key success factor in line of variety store and noticed that political involvement was the

least factor prioritized. This means that hard work and management skills contributes to

40
business success and politics has nothing to do to favor customers’ needs and wants in

the market.

The average weighted mean of key success factors in line of meat stand

businesses had a mean of 3.77 with a descriptive equivalent rating of very important.

The following table showed having with the highest descriptions of Key Success

Factors (KSFs) along with micro small enterprises.

Table 10

Key Success Factors – Micro Small

Micro Small AWM DER RANK

Dry Goods 4.17 Very Important 1
Spices 3.64 Very Important 4
Root Crops 3.40 Mildly Important 7
Cage 3.62 Very Important 5
Fish Stand 3.49 Very Important 6
Meat Stand 3.80 Very Important 2
Variety Stores 3.77 Very Important 3
OWM 3.70 Very Important
Legend
AWM Average Weighted Mean
DER Descriptive Equivalent Rating
OWM Overall Weighted Mean

Table 10 showed having with the highest descriptions of key success factors of

micro small enterprises in Bauang, La Union.

Rank 1 was dry goods businesses with 4.17 average weighted mean and with a

descriptive equivalent rating of very important, rank 2 was meat stand businesses with

3.80 average weighted mean and with a descriptive equivalent rating of very important,

rank 3 was variety stores with 3.77 average weighted mean and with a descriptive

41
equivalent rating of very important, rank 4 was spices businesses with 3.64 average

weighted mean and with a descriptive equivalent rating of very important, rank 5 was

cage businesses with 3.62 average weighted mean and with a descriptive equivalent

rating of very important, rank 6 was fish stand businesses with 3.49 average weighted

mean and with a descriptive equivalent rating of very important and rank 7 was root

crops businesses with 3.40 average weighted mean and with a descriptive equivalent

rating of very important.

Data revealed that dry goods and meat stands posed the highest descriptions of

key success factors among the enterprises in Bauang public market. This means that dry

goods and meat stand businesses prioritized the benefit of success factors to properly

manage and to sustain their business operations in the long run. It was observed that the

two (2) types of micro small stay and continue to operate in the area regardless of seasons

and challenges of the compelling business environment at present times.

The overall weighted mean of micro small enterprises in Bauang, La Union had a

mean of 3.70 with a descriptive equivalent rating of very important.

3. How does the micro small enterprise describe the key success factors (KSFs)

clustered according to entrepreneur, enterprise, network and business

environment?

Business Environment refers to the forces that affect how the company operates,

including government support, access to capital and political involvement.

Enterprise refers to an organization charged with the responsibility of providing

goods to the people, earning profit in return.

Entrepreneur refers to a person responsible in organizing and managing a

42
 business, assuming all the risks involved.

Network refers to the entrepreneur’s family members and friends and the

connections made by position in the society.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of micro small enterprises in Bauang, La Union according to entrepreneur,

enterprise, network and business environment.

Table 11

Clustered Key Success Factors – Dry Goods

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 2 4 0 92 255 4.53 EI 4
2 Charisma and friendliness 0 2 15 76 265 4.59 EI 3
3 Previous business experience 7 12 39 80 160 3.82 VI 7
4 Hard work 1 0 0 72 295 4.72 EI 1
5 Ability to manage personnel 2 0 12 128 200 4.38 EI 5
6 Social skills 0 4 33 88 215 4.36 EI 6
7 Reputation for honesty 1 0 0 88 275 4.67 EI 2
Entrepreneur AWM 4.44 EI
1 Appropriate training 12 10 51 76 125 3.51 VI 5
2 Marketing /sales promotion 4 4 48 60 205 4.12 VI 3
3 Good product at competitive price 0 0 6 100 255 4.63 EI 1
4 Good customer service 1 0 9 96 250 4.56 EI 2
5 Maintenance of accurate records 10 10 33 92 145 3.72 VI 4
Enterprise AWM 4.11 VI
1 Support of family and friends 1 2 21 108 210 4.38 EI 1
2 Position in society 32 6 36 80 55 2.68 MI 2
Network AWM 3.53 VI
1 Satisfactory government support 9 8 36 80 165 3.82 VI 3
2 Access to capital 2 0 30 104 200 4.31 EI 1
3 Political involvement 3 14 45 32 225 4.09 VI 2
Business Environment AVM 4.07 VI
Legend
UI Unimportant
NVI Not Very Important
MI Mildly Important

43
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

Table 11 revealed the highest descriptions of key success factors of dry goods

enterprises in Bauang, La Union.

For entrepreneur success factors, rank 1 was hard work (4.72) with a descriptive

equivalent rating of extremely important.

For enterprise success factors, rank 1 was good product at competitive price

(4.63) with a descriptive equivalent rating of extremely important.

For network success factors, rank 1 was support of family and friends (4.38) with

a descriptive equivalent rating of extremely important.

For business environment success factors, rank 1 was access to capital (4.31) with

a descriptive equivalent rating of extremely important.

Further, data revealed that among the factors that need review and reinforcement

on dry goods enterprises were previous business experience (3.82) for entrepreneur

factor, appropriate training (3.51) for enterprise factor, position in society (2.68) for

network factor and satisfactory government support (3.82) for business environment

factor.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of dry goods enterprises in Bauang, La Union.

44
 Table 12

Overall Key Success Factors – Dry Goods

Average
Key Success Factors Weighted Descriptive Equivalent Rating RANK
Mean
Entrepreneur 4.44 Extremely Important 1
Enterprise 4.11 Very Important 2
Network 3.53 Very Important 4
Business Environment 4.07 Very Important 3
Overall Weighted Mean 4.04 Very Important

Table 12 revealed the overall highest descriptions of key success factors of dry

goods enterprises in Bauang, La Union.

Rank 1 was entrepreneur success factors (4.44) with a descriptive equivalent

rating of extremely important, rank 2 was enterprise success factors (4.11) with a

descriptive equivalent rating of very important, rank 3 was business environment success

factors (4.07) with a descriptive equivalent rating of very important and rank 4 was

network success factors (3.53) with a descriptive equivalent rating of very important.

Data confirmed that entrepreneur factors were extremely important for business

success of dry goods enterprises.

The overall weighted mean for key success factors of dry goods enterprises in

Bauang, La Union had a mean of 4.04 with a descriptive equivalent rating of very

important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of spices businesses in Bauang, La Union according to entrepreneur, enterprise,

network and business environment.

45
 Table 13

Clustered Key Success Factors – Spices

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 1 0 3 8 75 4.58 EI 4.5
2 Charisma and friendliness 0 2 3 12 70 4.58 EI 4.5
3 Previous business experience 4 2 0 8 60 3.89 VI 7
4 Hard work 1 0 3 4 80 4.63 EI 2.5
5 Ability to manage personnel 1 2 0 16 65 4.42 EI 6
6 Social skills 1 0 0 8 80 4.68 EI 1
7 Reputation for honesty 0 2 3 8 75 4.63 EI 2.5
Entrepreneur AWM 4.49 EI
1 Appropriate training 5 10 15 0 20 2.63 VI 5
2 Marketing /sales promotion 1 2 9 12 55 4.16 VI 3
3 Good product at competitive price 1 0 0 12 75 4.63 EI 2
4 Good customer service 0 2 0 8 80 4.74 EI 1
5 Maintenance of accurate records 1 4 12 8 50 3.95 VI 4
Enterprise AWM 4.02 VI
1 Support of family and friends 1 0 3 8 75 4.58 EI 1
2 Position in society 3 6 9 8 40 3.47 MI 2
Network AWM 4.03 VI
1 Satisfactory government support 6 6 9 4 30 2.89 VI 2
2 Access to capital 1 0 9 12 60 4.32 EI 1
3 Political involvement 11 4 0 0 30 2.37 VI 3
Business Environment AVM 3.19 MI
Legend
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

Table 13 revealed the highest descriptions of key success factors of spices

enterprises in Bauang, La Union.

46
 For entrepreneur success factors, rank 1 was social skills (4.68) with a descriptive

equivalent rating of extremely important.

For enterprise success factors, rank 1 was good customer service (4.74) with a

descriptive equivalent rating of extremely important.

For network success factors, rank 1 was support of family and friends (4.58) with

a descriptive equivalent rating of extremely important.

For business environment success factors, rank 1 was access to capital (4.32) with

a descriptive equivalent rating of extremely important.

Further, data revealed that among the factors that need review and reinforcement

on spices enterprises were previous business experience (3.89) for entrepreneur factor,

appropriate training (2.63) for enterprise factor, position in society (3.47) for network

factor and political involvement (2.37) for business environment factor.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of spices enterprises in Bauang, La Union.

Table 14

Overall Key Success Factors – Spices

Average
Key Success Factors Weighted Descriptive Equivalent Rating RANK
Mean
Entrepreneur 4.49 Extremely Important 1
Enterprise 4.02 Very Important 3
Network 4.03 Very Important 2
Business Environment 3.19 Mildly Important 4
Overall Weighted Mean 3.93 Very Important

Table 14 revealed the overall highest descriptions of key success factors of dry

spices enterprises in Bauang, La Union.

47
 Rank 1 was entrepreneur success factors (4.49) with a descriptive equivalent

rating of extremely important, rank 2 was network success factors (4.03) with a

descriptive equivalent rating of very important, rank 3 was enterprise success factors

(4.02) with a descriptive equivalent rating of very important and rank 4 was business

environment success factors (3.19) with a descriptive equivalent rating of mildly

important.

Data confirmed that entrepreneur factors were extremely important for business

success of spices enterprises.

The overall weighted mean for key success factors of spices enterprises in

Bauang, La Union had a mean of 3.93 with a descriptive equivalent rating of very

important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of root crops businesses in Bauang, La Union according to entrepreneur,

enterprise, network and business environment.

48
 Table 15

Clustered Key Success Factors – Root Crops

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 0 2 0 20 65 4.58 EI 4
2 Charisma and friendliness 0 0 3 8 80 4.79 EI 1.5
3 Previous business experience 4 2 9 28 20 3.32 VI 7
4 Hard work 0 0 0 16 75 4.79 EI 1.5
5 Ability to manage personnel 2 0 9 20 45 4.00 EI 6
6 Social skills 1 0 6 24 50 4.26 EI 5
7 Reputation for honesty 0 0 6 12 70 4.63 EI 3
Entrepreneur AWM 4.34 EI
1 Appropriate training 6 4 6 12 30 3.05 VI 5
2 Marketing /sales promotion 5 4 3 24 25 3.21 VI 4
3 Good product at competitive price 1 0 0 32 50 4.37 EI 2
4 Good customer service 0 0 6 20 60 4.53 EI 1
5 Maintenance of accurate records 3 2 9 20 35 3.63 VI 3
Enterprise AWM 3.76 VI
1 Support of family and friends 3 0 9 20 40 3.79 EI 1
2 Position in society 6 0 21 12 15 2.84 MI 2
Network AWM 3.32 MI
1 Satisfactory government support 2 10 15 4 30 3.21 VI 2
2 Access to capital 1 4 15 16 35 3.74 EI 1
3 Political involvement 11 6 9 4 5 1.84 VI 3
Business Environment AVM 2.93 MI
Legend
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

Table 15 revealed the highest descriptions of key success factors of root crops

49
enterprises in Bauang, La Union.

For entrepreneur success factors, rank 1.5 were charisma, friendliness and hard

work (4.79) with descriptive equivalent ratings of extremely important.

For enterprise success factors, rank 1 was good customer service (4.53) with a

descriptive equivalent rating of extremely important.

For network success factors, rank 1 was support of family and friends (3.79) with

a descriptive equivalent rating of extremely important.

For business environment success factors, rank 1 was access to capital (3.74) with

a descriptive equivalent rating of extremely important.

Further, data revealed that among the factors that need review and reinforcement

on root crops enterprises were previous business experience (3.32) for entrepreneur

factor, appropriate training (3.05) for enterprise factor, position in society (2.84) for

network factor and political involvement (1.84) for business environment factor.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of root crops enterprises in Bauang, La Union.

Table 16

Overall Key Success Factors – Root Crops

Average
Key Success Factors Weighted Descriptive Equivalent Rating RANK
Mean
Entrepreneur 4.34 Extremely Important 1
Enterprise 3.76 Very Important 2
Network 3.32 Very Important 3
Business Environment 2.93 Mildly Important 4
Overall Weighted Mean 3.59 Very Important

50
 Table 16 revealed the overall highest descriptions of key success factors of root

crops enterprises in Bauang, La Union.

Rank 1 was entrepreneur success factors (4.34) with a descriptive equivalent

rating of extremely important, rank 2 was enterprise success factors (3.76) with a

descriptive equivalent rating of very important, rank 3 was network success factors (3.32)

with a descriptive equivalent rating of very important and rank 4 was business

environment success factors (2.93) with a descriptive equivalent rating of mildly

important.

Data confirmed that entrepreneur factors were extremely important for business

success of root crops enterprises.

The overall weighted mean for key success factors of spices enterprises in

Bauang, La Union had a mean of 3.59 with a descriptive equivalent rating of very

important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of cage businesses in Bauang, La Union according to entrepreneur, enterprise,

network and business environment.

51
 Table 17

Clustered Key Success Factors – Cage

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 2 2 0 24 105 4.43 EI 4
2 Charisma and friendliness 1 0 3 24 110 4.60 EI 3
3 Previous business experience 5 2 15 28 60 3.67 VI 7
4 Hard work 1 0 0 16 125 4.73 EI 2
5 Ability to manage personnel 6 0 3 36 70 3.83 EI 6
6 Social skills 2 4 0 20 105 4.37 EI 5
7 Reputation for honesty 0 0 0 24 120 4.80 EI 1
Entrepreneur AWM 4.35 EI
1 Appropriate training 10 4 12 12 55 3.10 VI 5
2 Marketing /sales promotion 2 0 9 20 100 4.37 VI 3
3 Good product at competitive price 2 0 9 16 105 4.40 EI 1.5
4 Good customer service 2 0 3 32 95 4.40 EI 1.5
5 Maintenance of accurate records 4 2 15 12 85 3.93 VI 4
Enterprise AWM 4.04 VI
1 Support of family and friends 1 2 9 8 115 4.50 EI 1
2 Position in society 10 6 3 12 65 3.20 MI 2
Network AWM 3.85 VI
1 Satisfactory government support 8 6 3 20 65 3.40 VI 2
2 Access to capital 1 2 3 28 100 4.47 EI 1
3 Political involvement 14 8 6 8 40 2.53 VI 3
Business Environment AVM 3.47 VI
Legend
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

52
 Table 17 revealed the highest descriptions of key success factors of cage

enterprises in Bauang, La Union.

For entrepreneur success factors, rank 1 was reputation for honesty (4.80) with a

descriptive equivalent rating of extremely important.

For enterprise success factors, rank 1.5 were good product at competitive price

and good customer service (4.40) with descriptive equivalent ratings of extremely

important.

For network success factors, rank 1 was support of family and friends (4.50) with

a descriptive equivalent rating of extremely important.

For business environment success factors, rank 1 was access to capital (4.47) with

a descriptive equivalent rating of extremely important.

Further, data revealed that among the factors that need review and reinforcement

on cage enterprises were previous business experience (3.67) for entrepreneur factor,

appropriate training (3.10) for enterprise factor, position in society (3.20) for network

factor and political involvement (2.53) for business environment factor.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of cage enterprises in Bauang, La Union.

Table 18

Overall Key Success Factors – Cage

Average
Key Success Factors Weighted Descriptive Equivalent Rating RANK
Mean
Entrepreneur 4.35 Extremely Important 1
Enterprise 4.04 Very Important 2
Network 3.85 Very Important 3

53
 Business Environment 3.47 Very Important 4
Overall Weighted Mean 3.93 Very Important

Table 18 revealed the overall highest descriptions of key success factors of cage

enterprises in Bauang, La Union.

Rank 1 was entrepreneur success factors (4.35) with a descriptive equivalent

rating of extremely important, rank 2 was enterprise success factors (4.04) with a

descriptive equivalent rating of very important, rank 3 was network success factors (3.85)

with a descriptive equivalent rating of very important and rank 4 was business

environment success factors (3.47) with a descriptive equivalent rating of very important.

Data confirmed that entrepreneur factors were extremely important for business

success of cage enterprises.

The overall weighted mean for key success factors of cage enterprises in Bauang,

La Union had a mean of 3.93 with a descriptive equivalent rating of very important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of fish stand businesses in Bauang, La Union according to entrepreneur,

enterprise, network and business environment.

54
 Table 19

Clustered Key Success Factors – Fish Stand

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 0 0 3 32 45 4.44 EI 4
2 Charisma and friendliness 1 0 3 20 55 4.39 EI 5
3 Previous business experience 5 4 9 16 20 3.00 VI 7
4 Hard work 0 0 0 20 65 4.72 EI 1
5 Ability to manage personnel 0 6 9 8 50 4.06 EI 6
6 Social skills 0 0 0 28 55 4.61 EI 3
7 Reputation for honesty 1 0 0 8 75 4.67 EI 2
Entrepreneur AWM 4.27 EI
1 Appropriate training 9 0 3 16 20 2.67 VI 5
2 Marketing /sales promotion 1 0 3 24 50 4.33 VI 3
3 Good product at competitive price 1 0 0 12 70 4.61 EI 1
4 Good customer service 0 0 6 20 55 4.50 EI 2
5 Maintenance of accurate records 4 4 12 20 15 3.06 VI 4
Enterprise AWM 3.83 VI
1 Support of family and friends 0 2 3 28 45 4.33 EI 1
2 Position in society 5 10 3 8 25 2.83 MI 2
Network AWM 3.58 VI
1 Satisfactory government support 4 2 3 8 50 3.72 VI 2
2 Access to capital 1 2 0 28 45 4.22 EI 1
3 Political involvement 10 6 6 0 15 2.06 VI 3
Business Environment AVM 3.33 MI
Legend
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

55
 Table 19 revealed the highest descriptions of key success factors of fish stand

enterprises in Bauang, La Union.

For entrepreneur success factors, rank 1 was hard work (4.72) with a descriptive

equivalent rating of extremely important.

For enterprise success factors, rank 1 was good product at competitive price

(4.61) with a descriptive equivalent rating of extremely important.

For network success factors, rank 1 was support of family and friends (4.33) with

a descriptive equivalent rating of extremely important.

For business environment success factors, rank 1 was access to capital (4.22) with

a descriptive equivalent rating of extremely important.

Further, data revealed that among the factors that need review and reinforcement

on fish stand enterprises were previous business experience (3.00) for entrepreneur

factor, appropriate training (2.67) for enterprise factor, position in society (2.83) for

network factor and political involvement (2.06) for business environment factor.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of fish stand enterprises in Bauang, La Union.

Table 20

Overall Key Success Factors – Fish Stand

Average
Key Success Factors Weighted Descriptive Equivalent Rating RANK
Mean
Entrepreneur 4.27 Extremely Important 1
Enterprise 3.83 Very Important 2
Network 3.58 Very Important 3

56
 Business Environment 3.33 Mildly Important 4
Overall Weighted Mean 3.75 Very Important

Table 20 revealed the overall highest descriptions of key success factors of fish

stand enterprises in Bauang, La Union.

Rank 1 was entrepreneur success factors (4.27) with a descriptive equivalent

rating of extremely important, rank 2 was enterprise success factors (3.83) with a

descriptive equivalent rating of very important, rank 3 was network success factors

(3.58) with a descriptive equivalent rating of very important and rank 4 was business

environment (3.33) with a descriptive equivalent rating of very important.

Data confirmed that entrepreneur factors were extremely important for business

success of fish stand enterprises.

The overall weighted mean for key success factors of fish stand enterprises in

Bauang, La Union had a mean of 3.75 with a descriptive equivalent rating of very

important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of meat stand businesses in Bauang, La Union according to entrepreneur,

enterprise, network and business environment.

57
 Table 21

Clustered Key Success Factors – Meat Stand

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 0 0 6 12 45 4.50 EI 4.5
2 Charisma and friendliness 0 2 0 16 45 4.50 EI 4.5
3 Previous business experience 2 2 0 8 45 4.07 VI 7
4 Hard work 0 0 3 4 60 4.79 EI 1
5 Ability to manage personnel 0 0 6 12 45 4.50 EI 4.5
6 Social skills 0 0 3 12 50 4.64 EI 2
7 Reputation for honesty 1 0 0 12 50 4.50 EI 4.5
Entrepreneur AWM 4.50 EI
1 Appropriate training 2 2 0 12 40 4.00 VI 5
2 Marketing /sales promotion 2 0 3 8 45 4.14 VI 3
3 Good product at competitive price 0 0 0 12 55 4.79 EI 2
4 Good customer service 0 0 0 8 60 4.86 EI 1
5 Maintenance of accurate records 2 0 3 12 40 4.07 VI 4
Enterprise AWM 4.37 EI
1 Support of family and friends 0 0 0 12 55 4.79 EI 1
2 Position in society 6 0 3 8 25 3.00 MI 2
Network AWM 3.89 VI
1 Satisfactory government support 3 0 0 12 40 3.93 VI 2
2 Access to capital 0 0 6 16 40 4.43 EI 1
3 Political involvement 6 0 9 4 20 2.79 VI 3
Business Environment AVM 3.71 VI
Legend
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important

58
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

Table 21 revealed the highest descriptions of key success factors of meat stand

enterprises in Bauang, La Union.

For entrepreneur success factors, rank 1 was hard work (4.47) with a descriptive

equivalent rating of extremely important.

For enterprise success factors, rank 1 was good product at competitive price

(4.86) with a descriptive equivalent rating of extremely important.

For network success factors, rank 1 was support of family and friends (4.79) with

a descriptive equivalent rating of extremely important.

For business environment success factors, rank 1 was access to capital (4.43) with

a descriptive equivalent rating of extremely important.

Further, data revealed that among the factors that need review and reinforcement

on meat stand enterprises were previous business experience (4.07) for entrepreneur

factor, appropriate training (4.00) for enterprise factor, position in society (3.00) for

network factor and political involvement (2.29) for business environment factor.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of meat stand enterprises in Bauang, La Union.

Table 22

Overall Key Success Factors – Meat Stand

Average
Key Success Factors Weighted Descriptive Equivalent Rating RANK
Mean

59
 Entrepreneur 4.50 Extremely Important 1
Enterprise 4.37 Very Important 2
Network 3.89 Very Important 3
Business Environment 3.71 Very Important 4
Overall Weighted Mean 4.12 Very Important

Table 22 revealed the overall highest descriptions of key success factors of meat

stand enterprises in Bauang, La Union.

Rank 1 was entrepreneur success factors (4.50) with a descriptive equivalent

rating of extremely important, rank 2 was enterprise success factors (4.37) with a

descriptive equivalent rating of very important, rank 3 was network success factors (3.89)

with a descriptive equivalent rating of very important and rank 4 was business

environment success factors (3.71) with a descriptive equivalent rating of very important.

Data confirmed that entrepreneur factors were extremely important for business

success of meat stand enterprises.

The overall weighted mean for key success factors of meat stand enterprises in

Bauang, La Union had a mean of 4.12 with a descriptive equivalent rating of very

important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of variety stores in Bauang, La Union according to entrepreneur, enterprise,

network and business environment.

60
 Table 23

Clustered Key Success Factors – Variety Stores

Key Success Factors UI NVI MI VI EI WM DER RANK

1 Good management skills 0 0 6 48 250 4.75 EI 2
2 Charisma and friendliness 0 0 6 56 240 4.72 EI 3
3 Previous business experience 5 4 15 64 180 4.19 VI 7
4 Hard work 0 2 0 44 260 4.78 EI 1
5 Ability to manage personnel 3 0 15 76 185 4.36 EI 6
6 Social skills 2 0 9 56 225 4.56 EI 4
7 Reputation for honesty 3 4 6 32 245 4.53 EI 5
Entrepreneur AWM 4.56 EI
1 Appropriate training 8 2 18 56 175 4.05 VI 5
2 Marketing /sales promotion 4 2 18 68 180 4.25 VI 3
3 Good product at competitive price 2 0 9 64 215 4.53 EI 2
4 Good customer service 0 0 12 40 250 4.72 EI 1
5 Maintenance of accurate records 5 8 18 56 175 4.09 VI 4
Enterprise AWM 4.33 EI
1 Support of family and friends 0 4 24 76 175 4.36 EI 1
2 Position in society 8 10 39 56 120 3.64 MI 2
Network AWM 4.00 VI
1 Satisfactory government support 8 8 51 68 90 3.52 VI 2
2 Access to capital 4 4 9 40 225 4.41 EI 1
3 Political involvement 31 16 48 8 35 2.16 VI 3
Business Environment AVM 3.36 MI
Legend
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important

61
EI Extremely Important
WM Weighted Mean
AVM Average Weighted Mean
DER Descriptive Equivalent Rating

Table 23 revealed the highest descriptions of key success factors of variety stores

in Bauang, La Union.

For entrepreneur success factors, rank 1 was hard work (4.78) with a descriptive

equivalent rating of extremely important.

For enterprise success factors, rank 1 was good customer service (4.72) with a

descriptive equivalent rating of extremely important.

For network success factors, rank 1 was support of family and friends (4.36) with

a descriptive equivalent rating of extremely important.

For business environment success factors, rank 1 was access to capital (4.41) with

a descriptive equivalent rating of extremely important.

Further, data revealed that among the factors that need review and reinforcement

on variety stores were previous business experience (4.19) for entrepreneur factor,

appropriate training (4.05) for enterprise factor, position in society (3.64) for network

factor and political involvement (2.16) for business environment factor.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of variety stores enterprises in Bauang, La Union.

Table 24

Overall Key Success Factors – Variety Stores

Average
Key Success Factors Weighted Descriptive Equivalent Rating RANK
Mean
Entrepreneur 4.56 Extremely Important 1

62
 Enterprise 4.33 Very Important 2
Network 4.00 Very Important 3
Business Environment 3.36 Mildly Important 4
Overall Weighted Mean 4.06 Very Important

Table 24 revealed the overall highest descriptions of key success factors of variety

stores in Bauang, La Union.

Rank 1 was entrepreneur success factors (4.56) with a descriptive equivalent

rating of extremely important, rank 2 was enterprise success factors (4.33) with a

descriptive equivalent rating of very important, rank 3 was network success factors (4.00)

with a descriptive equivalent rating of very important and rank 4 was business

environment success factors (3.36) with a descriptive equivalent rating of mildly

important.

Data confirmed that entrepreneur factors were extremely important for business

success of variety stores.

The overall weighted mean for key success factors of variety stores in Bauang, La

Union had a mean of 4.06 with a descriptive equivalent rating of very important.

The following table showed the highest descriptions of Key Success Factors

(KSFs) of micro small enterprises in Bauang, La Union.

Table 25

Overall Key Success Factors – Micro Small

Business
Micro Small Entrepreneur Enterprise Network AVM DER RANK
Environment
Dry Goods 4.44 4.11 3.53 4.07 4.04 VI 3
Spices 4.49 4.02 4.03 3.19 3.93 VI 4.5
Root Crops 4.34 3.76 3.32 2.93 3.59 VI 7
Cage 4.35 4.04 3.85 3.47 3.93 VI 4.5

63
Fish Stand 4.27 3.83 3.58 3.33 3.75 VI 6
Meat Stand 4.50 4.37 3.89 3.71 4.12 VI 1
Variety Stores 4.56 4.33 4.00 3.36 4.06 VI 2
Legend OWM 3.92 VI
UI Unimportant
NVI Not Very Important
MI Mildly Important
VI Very Important
EI Extremely Important
AVM Average Weighted Mean
OVM Overall Weighted Mean
DER Descriptive Equivalent Rating

Table 25 revealed the overall descriptions of key success factors of micro small

enterprises in Bauang, La Union.

Rank 1 was meat stand (4.12) with a descriptive equivalent rating of very

important, rank 2 was variety stores (4.06) with a descriptive equivalent rating of very

important, rank 3 was dry goods (4.04) with a descriptive equivalent rating of very

important, rank 4.5 were spices and cage businesses (3.93) with descriptive equivalent

ratings of very important, rank 6 was fish stand (3.75) with a descriptive equivalent rating

of very important and rank 7 was root crops (3.59) with a descriptive equivalent rating of

very important.

Data confirmed that meat stand prioritized more of entrepreneurial skills while it

employed the other key success factors in its operations. This means that the business

may continue its operation in the long run.

The overall weighted mean for key success factors of micro small enterprises in

Bauang, La Union had a mean of 3.92 with a descriptive equivalent rating of very

important.

4. What is the implication of the study to Business and Management?

64
 The implication of this study to Business and Management could help business

owners to improve and enhance daily operational flexibility. It serves as a service

blueprint especially to new business entrants and to know what are the factors that need

more considerations. The study also determines indispensable things that business needs

to focus on to become successful in the long run. The owners will help them formulate

new idea that will create effective and sound management in helping out business achieve

success and progress. Forthwith, this study highlights key success factors that need

review and reinforcement for business success stories.

This study also serves as springboard for entrepreneurs to become accomplished

businessmen not only in the field of micro small businesses in Bauang, La Union but

across the region. By identifying and applying the key success factors that contribute to

business operations apparently, it will help the economy to grow in the areas concerns

and benchmark the same with the rest of business endeavors.

65
 Chapter IV

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

This chapter presents the summary of findings, the conclusions drawn from the

findings and the recommendation based on the outcome of the study.

Summary

Based on the given data, 29% of micro small enterprises declared their

investments and sales for the period. Noted increased on sales came from root crops (P

127,200 less 122,500) and cages (75,150 less 73,650). In investments, noted increased

were dry goods (767,000 less 716,000), cages (173,600 less 147,600) and fish stand

(25,500 less 20,500). It could be inferred that micro small enterprises in Bauang, La

Union ensures business success and continuity in the longer term where investments

yielded positive income that would contribute in the market economy. It encourages other

micro small owners to invest more to increase sales and eventually becomes additional

investments.

Data revealed that dry goods and meat stands posed the highest descriptions of

key success factors among the enterprises in Bauang public market. This means that dry

66
goods and meat stand businesses prioritized the benefit of success factors to properly

manage and to sustain their business operations in the long run. It was observed that the

two (2) types of micro small stay and continue to operate in the area regardless of seasons

and challenges of the compelling business environment at present times. The overall

weighted mean of micro small enterprises in Bauang, La Union had a mean of 3.70 with a

descriptive equivalent rating of very important.

Data confirmed that among the businesses, meat stand ranked the highest when

employed key success factors in the business operations. This means that the business

may continue its operation in the long run.

The overall weighted mean for key success factors of micro small enterprises in

Bauang, La Union had a mean of 3.92 with a descriptive equivalent rating of very

important.

Conclusions

Based on the findings of the study, the following conclusions were hereby drawn.

1. Businesses which garnered high rankings as to sales are root crops and cages

while for investments are dry goods, cages and fish stand. Noted businesses might

be considered as examples to replicate their individual operational flexibilities to

add more confidence in the business field.

2. Businesses which garnered high rankings as to sales are root crops and cages

while for investments are dry goods, cages and fish stand might pose high

descriptions of key success factors for favorable business operations.

3. Business success stories are not only measured by key success factors but with

other constructs.

67
 4. Data confirmed that only meat stand employed key success factors in its

operations. This means that the business maybe the only one to continue its

operations among the micro small enterprises.

Recommendations

Based on the findings and conclusions, the followings were recommended for

micro small enterprises to achieve business success.

1. Micro small business such as spices, cages, fish stand and root crops may

benchmark the success factors employed by dry goods, meat stand and variety

stores.

2. All micro small owners may consider the following success factors for favorable

business operations such as hard work (entrepreneur), good customer service

(enterprise), support of family and friends (network) and access to capital

(business environment).

3. All micro small owners may start reviewing the following weak areas of success

factors such as previous business experience (entrepreneur), appropriate training

(enterprise), position in the society (network) and satisfactory government support

(business environment).

4. Meat stand businesses employed good customer service, hard work, access to

capital and there is support of family and friends, where the other micro small

may consider replicating these success factors for favorable business operations.

5. It is best recommended to conduct studies with the same context of micro small to

validate the existing known facts for relational improvements in Business and

Management.

68
 Bibliography

A. Published Theses/Dissertations

Abouzeedan, Adli (2011). The Challenges Faced by Small & Medium

Enterprises (SMEs) in Obtaining Credit in Ghana.

Aldaba, Rafaelita M. (2012). Small and Medium Enterprises' (SMEs) Access to

Finance: Philippines

GmbH, Gilde. (2007). Commitment to Society by Small and Medium- Sized

Enterprises in Germany.

Hortoványi, Lilla (2009). Entrepreneurial Management in Hungarian SMEs.

Kazimoto, Paluku (2014). Assessment of Challenges Facing Small and Medium

Enterprises Towards International Marketing Standards: a Case Study of Arusha
Region Tanzania.

Leegwater, Anthony and Shaw, Arthur (2008). The Role of Micro, Small, and
Medium Enterprises in Economic Growth: A Cross-Country Regression Analysis.

Mahembe, Edmore (2011). Literature Review on Small and Medium

Enterprises’ Access to Credit and Support in South Africa.

Hampel-Milagrosa, Aimee (2014) Micro and Small Enterprise Upgrading in the

Philippines.

Nurhalim, Yunilla (2014). Reforming Small and Medium Enterprises (SMEs) in

Indonesia: Proposal of a New Legal Entity.

Parilla, Eric S. (2013). Level of Management Practices of Micro and Small

Businesses in Ilocos Norte.

69
 Pelejo, Meldy A. (2008). Business Development Services Working Group.

Reeg, Caroline (2015). Micro and Small Enterprises as Drivers for Job Creation
and Decent Work.

B. Web Sources

www.google.com

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https://www.diva-portal.org/smash/get/diva2:829684/FULLTEXT01.pdf
http://arno.uvt.nl/show.cgi?fid=135851

http://www.ncr.org.za/pdfs/Literature%20Review%20on%20SME%20Access
%20to%20Credit%20in%20South%20Africa_Final%20Report_NCR_Dec
%202011.pdf

http://liu.diva-portal.org/smash/get/diva2:447516/FULLTEXT01.pdf

http://www.csr-mittelstand.de/pdf/
Studie_CSR_im_Mittelstand_Deutschland_EN.pdf

https://pdfs.semanticscholar.org/
b081/7eb6b5191849c1f15dbbf559db8a44b58160.pdf

http://phd.lib.uni-corvinus.hu/459/2/hortovanyi_lilla_ten.pdf

http://liu.diva-portal.org/smash/get/diva2:447516/FULLTEXT01.pdf

https://www.diva-portal.org/smash/get/diva2:829684/FULLTEXT01.pdf

http://www.ncr.org.za/pdfs/Literature%20Review%20on%20SME%20Access
%20to%20Credit%20in%20South%20Africa_Final%20Report_NCR_Dec
%202011.pdf

https://dirp3.pids.gov.ph/ris/dps/pidsdps1205.pdf

http://hrmars.com/hrmars_papers/
Level_of_Management_Practices_of_Micro_and_Small_Businesses_in_Ilocos_N
orte.pdf

https://ideas.repec.org/a/hur/ijaraf/v4y2014i2p303-311.html

70
 https://www.die-gdi.de/uploads/media/Studies_86_neu.pdf

https://www.die-gdi.de/uploads/media/DP_10.2015.pdf

Appendix A

Letter of Request to the Office of the School Head

La Union Schools Division Office

DON EULOGIO DE GUZMAN MEMORIAL NATIONAL HIGH SCHOOL
Calumbaya Bauang, La Union

ACCOUNTANCY, BUSINESS AND MANAGEMENT

03 JUNE 2018

MYRNA U. LIGAS
SS Principal IV

Dear Mam;

Peace and goodwill greetings!

We are the Grade 12 Group 2 student-researchers who are currently working with
our research project entitled “Key Success Factors of Micro Small Enterprises in
Bauang Public Market” as partial fulfillment in our subject Research Project.

In this connection, may we ask approval from your good office to please allow us
to meet our respondents and conduct interview with them.

Thank You Ma’am.

71
 Respectfully yours,

ABM Grade 12B Group 2 Researchers

Noted

(Sgd.) NARCISO A. MARTIN JR., DBA

Research Adviser

Appendix B

Letter of Request to the Municipality of Bauang

La Union Schools Division Office

DON EULOGIO DE GUZMAN MEMORIAL NATIONAL HIGH SCHOOL
Calumbaya Bauang, La Union

ACCOUNTANCY, BUSINESS AND MANAGEMENT

24 AUGUST 2018

M/ ROEL S. ORDOÑO
Market Inspector I

Dearest Sir;

Peace and goodwill greetings!

We are the Grade 12 Group 2 student-researchers under the ABM Strand Senior
High School Department who are currently working with our research project entitled
“Key Success Factors of Micro Small Enterprises in Bauang Public Market” as
partial fulfillment in our subject Research Project.

In this connection, may we ask approval from your good office to please allow us
to distribute questionnaires and conduct interview with your business owners. Rest
assured that all the data gathered will only be used for academic purposes.

Thank You and God Bless.

72
 Respectfully yours,

ABM Grade 12B Group 2 Researchers

Noted

(Sgd.) NARCISO A. MARTIN JR., DBA

Research Adviser

Appendix C
The Questionnaire
Line of Business:_________________________________________________________
Name of business: ________________________________________________________
Sales: June P______________________ ; July P________________________
Investment: June P______________________ ; July P________________________
What are the things that made your business successful? For every key success factor
identified, describe the degree of importance.
Importance

Key Success Factors Not very Mildly Very Extremely

Unimportant
Important Important Important Important
(1)
(2) (3) (4) (5)

1. Good management skills

2. Charisma, friendliness

3. Previous business experience

4. Hard work

5. Ability to manage personnel

6. Social skills

7. Reputation for honesty

8. Appropriate training

9. Marketing /sales promotion

10. Good product at competitive price

11. Good customer service

73
12. Maintenance of accurate records

13. Support of family and friends

14. Position in society

15. Satisfactory government support

16. Access to capital

17. Political involvement

Items 1- 7: Entrepreneur
Items 8-12: Enterprise
Items 13-14: Network
Items 15-17: Business environment

Appendix D

The Tally Sheet

Key Success Factors UI NVI MI VI EI Total

1 Good management skills 2 2 0 23 51 78
2 Charisma and friendliness 0 1 5 19 53 78
3 Previous business experience 7 6 13 20 32 78
4 Hard work 1 0 0 18 59 78
5 Ability to manage personnel 2 0 4 32 40 78
6 Social skills 0 2 11 22 43 78
7 Reputation for honesty 1 0 0 22 55 78
8 Appropriate training 12 5 17 19 25 78
9 Marketing /sales promotion 4 2 16 15 41 78
10 Good product at competitive price 0 0 2 25 51 78
11 Good customer service 1 0 3 24 50 78
12 Maintenance of accurate records 10 5 11 23 29 78
13 Support of family and friends 1 1 7 27 42 78
14 Position in society 32 3 12 20 11 78
15 Satisfactory government support 9 4 12 20 33 78
16 Access to capital 2 0 10 26 40 78
17 Political involvement 3 7 15 8 45 78

Key Success Factors UI NVI MI VI EI Total

1 Good management skills 1 2 3 4 5 78
2 Charisma and friendliness 1 2 3 4 5 78
3 Previous business experience 1 2 3 4 5 78
4 Hard work 1 2 3 4 5 78

74
 5 Ability to manage personnel 1 2 3 4 5 78
6 Social skills 1 2 3 4 5 78
7 Reputation for honesty 1 2 3 4 5 78
8 Appropriate training 1 2 3 4 5 78
9 Marketing /sales promotion 1 2 3 4 5 78
10 Good product at competitive price 1 2 3 4 5 78
11 Good customer service 1 2 3 4 5 78
12 Maintenance of accurate records 1 2 3 4 5 78
13 Support of family and friends 1 2 3 4 5 78
14 Position in society 1 2 3 4 5 78
15 Satisfactory government support 1 2 3 4 5 78
16 Access to capital 1 2 3 4 5 78
17 Political involvement 1 2 3 4 5 78
Appendix E
Interview Guide Questions – Entrepreneur

1. How will you describe the present condition of micro small enterprises in Bauang, La
Union?

Answer: As an entrepreneur who gambles in the area, it is truly a challenge when starting
a business with a minimal support from the government where some of the businesses
may or may not continue its operations in the long run.

2. What are the loopholes when achieving key success factors (KSFs) in micro small
enterprises?

Answer: Among the noted loopholes are entrepreneurial skills and competencies to run
effectively the business which we failed to have since our main objective is to earn for a
living. Next is the government support which is observed in the present condition of
public market not conducive for the target market when it comes to positioning,
documentation and other requirements that decrease the chances to become successful
business.

3. What are your inputs/recommendations that could help managing the business?

75
 Answer: Among the suggestions that will potentially help all entrepreneurs are the review
on documentation requirements and government support to leverage the needs of micro
small enterprises to continue operating as it helps the economy to grow.

Curriculum Vitae

Name: Abuan, Desiree G. Name: Abuan, Ruby M. Name: Abuan, Shairra Mae
Age: 17 years old Age: 17 years old C.
Address: Parian Este, Address: Pudoc, Bauang, La Age: 17 years old
Bauang, La Union Union Address: Central West,
Birthday: December 30, Birthday: September 27, 2000 Bauang, La Union
2000 Father: Rodrigo B. Abuan Birthday: September 21,
Father: Emil B. Abuan Mother: Mary Jane M. Abuan 2000
Mother: Louisa G. Abuan Motto: “God is good all the Father: Oliginario M. Abuan
Motto: “No matter what time.” Mother: Jocelyn C. Abuan
happens some memory can Motto: “Life is short, break
never be replaced.” some rules.”

76
 Name: Baladad, Mary Ann Name: Calica, Laurent Name: Calica, Mary Mae S.
R. Pauline M. Age: 17 years old
Age: 17 Age: 18 years old Address: Pudoc, Bauang, La
Address: Payocpoc Norte Address: Central East, Union
Este, Bauang, La Union Bauang, La Union Birthday: May 04, 2001
Birthday: Aug. 25, 2001 Birthday: July 09, 2000 Father: Ruffy C. Calica
Father: Rogelio P. Baladad Father: Simon Jose H. Calica Mother: Gladys S. calica
Mother: Maria R. Baladad Mother: Michelle M. Calica Motto: “If others can why
Motto: “There is always Motto: “Go on with your cannot I.”
tomorrow.” ambition, struggle in one direction
and God as your inspiration.”

Name: Cortez, Kathleen Rose Name: Hidalgo, Mary Ann Name: Jacildo, Laurence D.
A. R. Age: 17 years old
Age: 17 years old Age: 19 years old Address: Santiago, Bauang,
Address: Magan Calumbaya, Address: Payocpoc Norte La Union
Bauang, La Union Weste, Bauang, La Union Birthday: October 12, 2000
Birthday: May 16, 2001 Birthday: December 1, 1998 Father: Wilburn B. Salvador
Father: Ferdinand R. Cortez Father: Alla L. Espeña Mother: Caroline J. Salvador
Mother: Lene A. Cortez Mother: Marites R. Hidalgo Motto: “The greatest weapon
Motto: “Humble yourself in Motto: “Every problem has a againsts evil is God’s word.”
the sight of the Lord and He reason.”
will lift you up.”

77
 Name: Majait, Mara May C. Name: Marquez, Jonar G.
Age: 17 years old Age: 17 years old
Address: Pudoc, Bauang, La Address: Santiago, Bauang,
Union La Union
Birthday: May 21, 2001 Birthday: May 15, 2001
Father: Ramil R. Majait Father: Cresencio P. Marquez
Mother: Marieglou C. Majait Mother: Maricar G. Marquez
Motto: “Beauty is useless, Motto: “Honesty is the best
attitude is the best.” policy.”

List of Plates

The Proposal Defense

The Data Gathering

78
The Final Defense

79