CHAPTER 1

THE PROBLEM AND ITS BACKGROUND

INTRODUCTION

When a business sets its strategy, it is normally based on

the assumption it’s a piece of work that will sustain and

inform their activities for several years, with business

growth and success as a core goal.

Under regular circumstances, strategic planning, when done

well takes into account many factors including economic

predictions, the future trading environment, competitor

activity, technological advances, financial projections and

changing customer needs. These insights then feed into a

creative and coherent strategic plan that a company can use

to move forward confidently.

That was until a global pandemic arrived - quickly,

stealthily and with huge impact - leaving business

strategies. The economy went into reverse, and even the most

loyal of business clients had to socially distance

themselves from anything but the most essential of

purchases.

March 2020 saw a vast number of businesses close their

premises, and huge numbers of staff were either furloughed

or started to work from home. The government introduced

unprecedented economic responses to help business and staff to

weather the storm. As welcome as this support was, it won’t

last forever.

COVID-19 has changed the business landscape for everyone.

Few companies have not been affected by it in some way.

While some of the changes may be temporary, some may present

long-term challenges. We can be sure the future will remain

in flux for quite some time yet as the business environment

changes alongside our progress in combatting the virus.

Derived from the Greek word for “generalship”, “strategy”

has been defined as a method or plan to bring about a

desired future. Business strategy involves planning, setting

goals, determining the most appropriate actions or tactics

in order to achieve these goals and the marshalling of

resources in order to execute the plan. In effect, a

strategic plan will clearly set out what the desired outcome

is and how it can be achieved.

Strategic planning is no less important for small business

than it is for large corporations. In fact, we would suggest

that having a well-thought-out strategy is even more vital

for small business success. A poor or non-existent business

strategy will certainly affect business performance and

could, in turn, threaten the long-term survival of the

business. Our aim is to provide you with the tools to

develop a business strategy that will see your business not

just survive, but thrive.

At Absolute Best, we understand that almost all people start

or take over smaller businesses with a great deal of passion

and enthusiasm. In many cases, business owners have made the

conscious decision to take what they love and what they are

good at and make this their life’s work. Often, they hope

that this alone will be enough. Unfortunately, hope is not a

strategy and over time, as the initial excitement turns to

hard work and problems inevitably arise, the lack of proper

planning will show through. This section of the website will

teach you how to develop and implement strategy, not just

for your business but also for all aspects of your life.

COVID-19 has changed the business landscape for everyone.

Few companies have not been affected by it in some way.

While some of the changes may be temporary, some may present

 long-term challenges. We can be sure the future will remain

in flux for quite some time yet as the business environment

changes alongside our progress in combatting the virus. Some

of these responses will necessarily be short-term in nature,

just to keep things going. But many of these actions will be

about adapting the business to a very different environment

which may brim with new opportunities, innovations and

ideas.

CONCEPTUAL FRAMWEORK

ADVANATGES DISADVANTAGES
1. Gain more knowledge
1. A Complex Process
about business
2. Time Consuming
2. Learn how to manage
3. Difficult to implement
personnel
4. Requires skillful
3. Learn how to master
planning
communication

techniques

4. Develop a superior

sense of self-

confidence
Statement Of The Problem

This phenomenological study aimed to determine the

strategies used by the owners of different businesses to

survive during pandemic.

Specifically, it sought answers to the following

problem:

1. How may the profile of respondents be describe in terms

of:

1.1 Age

1.2 Years of business?

2. What are the effects of pandemic to their business?

3. What are the strategies used by the owners of different

businesses to survive during pandemic?

SIGNIFICANCE OF STUDY

This study will focus on Strategies used by

business owners during pandemic to professional

entrepreneurs in district San Isidro Nueva Ecija. At

the end of this study this will be an inspiration of

the following:
The purpose of this study is to know the strategies that the

business owners use to survive their businesses during

pandemic.

We did some research about the strategies used by business

owners to promote or survive their business during the

pandemic.

The benefits of this research is to help the unemployed

workers.

This will help them start their own businesses by using

these strategies.

Many unemployed people will have an idea on how they would

handle a business. We made this research to help everyone

that is in need, through giving them this kind of

information on how to handle a business by using some

strategies.

Managers- Those who own a business from before and close

their business due to lockdown. This study will help them to

establish a new business therefore online selling. This

should also help them on how to find new strategies and ways

to manage their employees in a rightful way and handle the

needs in online business/selling.

Traders- In finance, a trading strategy is a fixed plan that

is designed to achieve a profitable return by going long or

short in markets. The main reasons that a properly

researched trading strategy helps are its verifiability,

quantifiability, consistency, and objectivity.

Business Owners- is an outline of the actions and decisions

a company plans to take to reach its business goals and

objectives. The strategy defines what the business needs to

do to reach its goals, which can help guide the decision-

making process for hiring and resource allocation.

Scope and Delimitation

This aim to know the strategies of the business owners

during pandemic. It will serve as an future studies

Definition of Terms

Terms are defined to help readers understand the

content of the study.

Brand- it is the product is an entity like the logo,

symbol, or name used by the companies.

Sales- a period during which a retailer sells products

at reduced prices.
 Product- an article or substance that is manufactured

or refined for sale.

Effects- it is the advantages and disadvantages effects

influenced by pandemic.

Internet- it refers to the strategies used to market

products and services online and though other digital

means.

Chapter 2

Review of Related Literature

This section presents the different ideas precepts and

concepts of the different authors that are relevant to this

study.

The purpose of this qualitative multiple case study was to

explore the crisis management strategies small business

owners use to survive an unexpected operational

interruption. I sought to strategically answer the central

research question, which was: what crisis management

strategies do small business owner s use to survive an

unexpected operational interruption.

Related Literature

The novel coronavirus disease, also referred to as COVID-19,

was first identified in December 2019 in the city of Wuhan,

which is in the Hubei province of China. Within a short

time, the COVID-19 epidemic spread throughout the globe,

becoming a true pandemic that has severely affected almost

every country. The COVID-19 pandemic has a direct impact on

public health (Paul & Chowdhury 2020a). As of September 6,

2020, COVID-19 had resulted in more than 26.9 million

infections and more than 881 thousand deaths (Worldometers

2020). Along with its impact on public health, the pandemic

has also impacted the operations of supply chains,

sustainable economic growth, and the environmental

performance of supply chains (Chowdhury & Paul, 2020; Khan

et al., 2019; Suhi et al. 2019; Paul et al. 2019a; Khan et

al., 2020; Moktadir et al. 2020).

A crisis is an unexpected event that causes stress, requires

intervention, and mandates proper planning to ensure

survival and sustainability in business (Doern, 2014). These

unplanned events may develop from natural disasters,

terrorist activities, human error, or defective machinery.

Damage to buildings, transportation devices, land, people,

or finances could cause business operations to cease at a

moment’s notice. An organizational crisis involves a threat

to the business, the element of surprise, and requires

immediate decisions from company leaders (Brown & Ki, 2013).

Crises can be highly damaging for business as they erode

trust, destroy company value, threaten business goals, exert

pressure on management by providing limited time for

management to respond, and may even lead to business failure

(Hermann, 1963; Penrose, 2000; Lerbinger, (2012). Existing

literature suggests that small Retail Management System

(RMS) may be more vulnerable to crisis events due to lower

levels of preparedness, resource constraints, relatively

weak market positions, and higher dependence on government

and local agencies (Runyan, 2006; Herbane, 2013; Hong &

Jeong, 2006). Small and medium-sized enterprises (SMEs)

usually suffer from financial loss, reduced sales volume,

incapability of meeting contract terms, cash low difficulty,

reduction in staff number, and even close down of the

business during or after crises events. Crises events may

also bring emotional and psychological stress to victims and

the managers of SMEs (Leung et al., 2005; Doern, 2016;

Ferris et al., 2007).

In business and organizational research, risk is generally

defined in terms of negative variations from the expected

outcomes (Miller 1992). This means that only the incidents

that have negative impacts on the outcome of the

organization’s operations are considered as a risk (Chen,

Sohal & Prajogo 2013; Guertler & Spinler 2015). Disruption,

meanwhile, is a particular type of risk that involves

catastrophic events (Chen et al. 2019; Meena & Sarmah 2014;

Scholten et al. 2014; Paul et al. 2019b and c). Disruption

risk can impact the sustainability of the supply chain

(Moktadir et al. 2018).

Several obstacles deter small business leaders from pursuing

strategies to survive crises. As noted by LiPuma, Newbert,

and Doh (2013), a shortage of financial assets and resources

in small companies often limited the capability to plan for

unexpected crises. Unfortunately, time constraints and the

smallness of the firm also contribute to the reasons leaders

in small companies do not engage in crisis management

strategies (Olshansky, Hopkins, & Johnson, 2012).

Antonacopoulou and Sheaffer (2013) posited that the limited

education business leaders possessed regarding the

development of strategies to manage crises correlated with

the failure to plan adequately. Regardless of the

justifications for not implementing crisis management

strategies in small companies, a steady increase in the

number of crises since 2009 contributed to rising concerns

in the business arena on the topic of crisis management

(Wood, 2015). Public perception of leaders’ inability to

respond appropriately contributed to delays in recovering

from crises (Kim, 2016).

To overcome a company’s vulnerability to disruptions, it is

imperative to formulate and implement strategies for

managing disruption (Park et al. 2016; Paul and Rahman 2018;

Paul et al. 2018). Several such strategies have already been

recommended and tested in the literature. For example,

inventory stockpiling, diversification of supplies and

suppliers, and creating back-up suppliers have been

suggested as ways of managing disruption risk (Tomlin & Wang

2009). Moreover, strategies such as emergency sourcing

(Huang et al. 2018; He et al. 2015), buffer inventory (Darom

et al. 2018; Paul et al. 2015a, 2015b), and reserve capacity

(Paul et al. 2014a, 2014b; Hishamuddin et al. 2013), as well

as collaborative strategies such as on-time and quality

information sharing (Sarkar & Kumar 2015; Chowdhury et al.

2016) and flexibility (Glenn et al. 2009), have also been

suggested for purposes of disruption management. The proper

configuration of resources and infrastructure is also

required, along with disruption orientation, to ensure that

firms can manage disruptions efficiently (Ambulkar et al.

2015). These strategies for managing disruption can make a

supply chain more resilient (Tang 2006).

Related Studies

The purpose of this qualitative multiple case study was to

explore the crisis management strategies some small business

owners use to survive an unexpected operational

interruption. The targeted population was three to five

owners of small companies. The results of this study may

help owners of small businesses develop adequate crisis

management strategies to minimize the risk of premature

business closures and promote economic growth. The

implications for positive social change include continued

efforts of small business owners to create employment

opportunities, improve economic conditions, and generate new

products and services within local communities (Wilson &

Post, 2013).

1. Researchers found that in the 21st century began with a

series of crises that resulted in the premature closure

of businesses of all sizes in varying industries

(Gross, 2012). Since small companies represent 99.7% of

all businesses (SBA, 2014) and account for 65% of net

new jobs in the United States (Spence, 2016).

2. Loranzo (2013) identified leaders as internal drivers

and firm reputation, customer demands, and expectations

as the external drivers that connect crisis management

 to social change. Ortiz-de-Mandojana and Bansal (2016)

posited that developing strategies to lead a company

through a crisis contributed to positive social change

by enabling faster recovery times, decreased financial

volatility, and fewer crisis-related small business

closures.

Links;

https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?

article=3809&context=dissertations

https://link.springer.com/article/10.1007/s12063-020-00166-9

Chapter 3

RESEARCH METHOLOGY

This chapter implies on how the data have been gathered. It

includes the research design utilized, the research locale

and the respondents of the study, the choice of the

respondents as well as sampling procedures. This also

includes research instrument used, the data gathering

process and the data analysis.

Research Design

Base on the nature of our study, we have been decided to

choose phenomenological study method, and use it as the

method in the study. The researchers wants to know the

phenomenon regards to the behavior or status of

entrepreneurs in their businesses despite of pandemic.

Through this study, researchers analyzed properly the

responses, feedbacks and even their experiences regards to

the circumstances. The study utilized the method which is

Collaizi’s Phenomenological Method. It is a type of data

analysis wherein which shows active strategy to get the

feedback and experience of the respondents. The purpose of

phenomenological method of Collaizi is to know the

experience of the respondents through gathering and

observation. (Turunen, H. et.al, 1994)

In this study, the phenomenon will be originated at the

experiences of respondents businesses as entrepreneurs and

what their business face despite of pandemic, on how they

make it still able to continue, those difficulties they have

encountered in their business at the times of pandemic.

Phenomenological study is best suit to know about their

experiences, and the ways or strategies had been done to

survive their business. Specifically, this is the best

method for the study.

Research Locale

Cabiao, a town is a simple community and municipality in

Nueva Ecija. It has many barangays including Entablado where

the research will be conducted. Cabiao, is a simple

community where every people do businesses. The study wants

to know their experience and what strategies they have been

done to survive it.

Cabiao derived its name from its vandalized Malay origin

kabyawan (gilingan same Malay meaning) in previous Malay

form: karyawan-meaning writer at present) meaning grinding

tools that used for crushing. Cabiao gain its full township

of Pampanga in 1797 under the term of Governor General

Rafael Maria de Aguilar y Ponce de Leon with the

recommendation of the returning order of the Augustinian in

the Province of Pampanga and elevates the Visita of St. John

Nepomucene that was established by the Jesuits into a

regular Parish Church. It was established as one of the

municipality of Nueva Ecija in February 9, 1948 upon the

order issued by Governor General Narciso Claveria Y Zaldua

and upon the thorough evaluation and recommendation made by

the Governor General Marcelino Oraa. The growth of

2 / 2

Cabiao during that time maybe attributed to its vast marsh

and inland water that serves as inland fishery of the area.

Map of Cabiao

Population and Samples

The respondents of the study were 15 selected entrepreneurs

of Cabiao, Nueva Ecija during the school year 2021-2022. The

15 entrepreneurs were selected as the respondents of the

study because they have been experienced problems regarding

their business during pandemic and will be ask some

questions that will contribute to the study. The researchers

believed that no matter how hard the situation, a person .

The researchers chose the 15 entrepreneurs as the

respondents in the study. This respondents have been

selected . Entrepreneurship is a good thing but a risky

business. The COVID-19 pandemic has disrupted plans, changed

priorities, and made us all accurately aware of the fact

that we cannot predict the future. (Brownell, L. 2020)

POPULATION AND SAMPLES

The business owner are our respondents because they are the

ones who have experienced difficulties in handling the

business due to the pandemic. We chose them as the

respondents of this study because they have the ability to

answer our questions, and they are the one who's

experiencing the strangle of business caused by the

pandemic. Many businesses are struggling because of the

pandemic we are facing today, other businesses have also

closed for several months because we have been quarantined.

Since it is forbidden to go out and socialize with different

people, all of us have lost our jobs and the company

transaction stopped. Still, many businesses have failed.

Others have survived and plan to use innovations adopted

during the pandemic to drive revenue and generate new

opportunities as the economy recovers, but the impact on

millions of employees nationally is uncertain. We

researchers realized that owners have their own strategies

to survive their businesses. They look for ways to introduce

and sell their products to different people while following

the protocol. Some of them use the new technology to promote

and sell their products to people. Just because we are

facing this pandemic, does not mean we should stop working.

They should find some ways or strategies to survive on a

daily basis.

Sampling Procedure

There are different types of sampling techniques that can be

used in a research study. The type of sampling used in this

study is the purposive sampling. According to Given (2008),

purposive sampling represents a group of different non-

probability sampling techniques. Also known as judgmental,

selective or subjective sampling relies on the judgment of

the researcher when it comes to selecting the units that are

to be studied. The main goal or purposive sampling is to

focus on particular characteristics of a population that are

of interest, which will best enable to answer research

questions. It provide a wide range of non- probability

sampling techniques for the researcher to draw on.

There were 5 business owners- respondents who participated

in this study. They were asked privately for the consent of

the study.

Data Gathering Procedure

In this research conducted, the researcher provided series

of questions that was used to interview the respondents that

were validated by our research adviser. Personal approach

and google meet was used to interview the respondents,

wherein the researchers and chosen respondents are engaged

in a one-on-one talk to acquire information through the

experiences of the person. In other words, collecting

information was done through personal and google meet

interview. The question were deemed enough to gather the

data needed to complete the study. Hence, it carried the

purpose of the study.

Data gathering instrument

Researchers used a phenomenological approach, qualitative

type of research. Since the information needed by the

researchers was based on the personal experience of the

selected respondents.

 Interview questions

The researchers prepared questions for the respondents. The

questions prepared are appropriate for the data that needs

to be completed. The questions prepared were a statement

made for more about the research topic. Expressing a

research problem helps to give direction to the research.

The main instrument used in this study was structured

interview. The answers that will come from the respondents

are a big part of the study.

Interview Questions:
 1. What is your name?

2. What type of business do you have?

3. What are your struggles in operating your business

during pandemic?

4. What are the solutions that you see to maintain the

operation of your business despite of pandemic?

5. Do you have to plan to plan to continue taking risk in

your business despite of pandemic?

 Video recorder

The researcher uses google meet to communicate smoothly and

clearly with the respondents. The researcher used a video

recorder and let it record all the information, in case they

forgot the statement mentioned by the respondent they would

just watch and listen to the video recorder again. And also

to focus the respondents to answer the questions properly.

CHAPTER 4

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter presents the researchers summarization of the

data gathered which had been carefully, systematically and

critically analyzed and describe.

A total of 4 (four) respondents were interviewed about their

perceptions and experienced towards having a strategy of the

business owners during pandemic as a business owners. Each

interview were transcribed word for word and translated in

English. Meanings were coded and categorized so themes will

arise.

1. Profile of the respondents

This part focuses on the profile of the respondents be

described in terms of their age and years of business

owners experience.

1.1 Age

Table number 1 represents the distribution of the

respondents according to their age

Questions RESPONDENT 1 RESPONDENT 2 RESPONDENT 3

Q1. How old 17 years old 28 years old 45 years old 

are you? 
Q2. What type Online Sari-sari store  Sari-Sari Store
of business?  Business in the Market 

Q3. What are People don’t I experienced The lack of

your buy the same difficulties in supply, then
struggles in amount of finding target the threat of
operating items because buyers and COBVID-19 also,
your business they don’t market my then the
during have work and product. increase in the
pandemic? they tend to price of the
make credits product. 
in the store.

Q4. What are Choose the Learning Falling

the solutions people to techniques commodity
that you see give credits through online prices, as well
to maintain for help and and also as the regular
the operation always give analyzing the wearing of face
of your the best algorithm of mask and face
business service so online business. shield and
despite the customers adherence to
pandemic? will still health
come despite protocols.  
the
pandemic. 

Q5. Do you Yes, because Yes, I am still Yes, because

have a plan I know by planning to our everyday
to continue continuing continue because needs are
taking risks our business even though I supported by
in your we can help face lots of our business. 
business people and we struggle, it
despite the also need really helps me
pandemic? income for provide my
our family to necessities. 
survive this
pandemic. 

Table 1

Distribution of the respondents According to age

 Table 2

Distribution of the respondents according to type of

business

Table 3

Distribution of the respondents According to struggles in

operating your business during pandemic

The table represented is all about the struggles in

operating your business during pandemic people don’t buy the

same amount of items because they don’t have work and they

tend to make credits in the store

Table 4

Distribution of the respondents According to what are the

solutions that you see to maintain the operation of your

business despite of pandemic

The table represented is all about the to what are the

solutions that you see to maintain the operation of your

business despite of pandemic falling commodity prices, as

well as the regular wearing of face mask and face shield and

adherence to health protocols.  

 Table 5

Distribution of the respondents According to do you have a

plan to continue taking risks in your business

The table represented is all about the do you have a plan to

continue taking risks in your business of course all the

business owners choose to taking risk in their business

because of the buyers and the money.