A SURVEY ON IMPACT AND SURVIVAL STRATEGIES OF

SMALL ENTREPRENEURS IN DAVAO DE ORO

IN TIME OF COVID-19 PANDEMIC

_______________________________________

A Research Presented to
the Faculty of Assumption Academy of Compostela,
Davao de Oro

_______________________________________

In Partial Fulfillment of the Requirements

for Practical Research 2

_______________________________________

By:

XYRELL JOHN C. MAGHUYOP

ARCHIELYN L. CERVANTES
JULIANA MAE A. ZAMORAS
BERNADETH G. JANIOLA
NAUREEN J. GEMARINO
JUSTINE N. EYANA

February 2021
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IMPACT AND SURVIVAL STRATEGIES OF SMALL ENTREPRENEURS IN DAVAO

DE ORO IN TIME OF COVID-19 PANDEMIC

XYRELL JOHN C. MAGHUYOP

ARCHIELYN L. CERVANTES
JULIANA MAE A. ZAMORAS
BERNADETH G. JANIOLA
NAUREEN J. GEMARINO
JUSTINE N. EYANA

ABSTRACT

The Covid-19 pandemic brought severe impact to the people around the world,
not only it is affecting people’s health but it is also severely affecting businesses. Small
entrepreneurs faced different circumstances such as closure of business and different
types of operational challenges like decrease of sales and troubles in transportation of
goods. However, small entrepreneurs used strategies in order to help their businesses
survive.

The aim of the study was to determine the Covid-19 impact and survival
strategies of small entrepreneurs. Using purposive sampling, this study involved the
selected small entrepreneurs in Poblacion, Compostela, Davao de Oro.

The results were based on the impact of Covid-19 to small entrepreneurs and
their survival strategies. The arithmetic mean was used to seek the answer for the
Impact of Covid-19 to small entrepreneurs and survival strategies. The impact of Covid-
19 to small entrepreneurs has the highest percent of 83 resulting most of the small
entrepreneurs struggled with other government regulations due to Covid-19. The
survival strategies of small entrepreneurs with the highest percent 92, reveals that some
of the small entrepreneurs used the strategy of planning.

Keywords: Covid-19, impact and survival strategies

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ACKNOWLEDGEMENT

First of all, we would like to spend our sincere thanks and gratitude, to those who

helped and support us behind to make this research successful:

We praise the Almighty God for guiding us and giving us the knowledge to

continue and finish our research successfully

Special thanks to our respondents for their willingness and cooperation during

the survey, for helping us to fulfill this study.

Big thanks to our research adviser, Ma’am Nancy J. Gemarino, MAED, for the

company, guidance and motivation for us to be able to continue and make this research

possible. We are all grateful to you.

To our panelists, Dr. Eugenia I. Mencidor, Ma’am Sherley R. Villamor, MAED,

and Sir Rafael C. Balleser as our statistician, we thank them for the suggestions and

corrections for us to present our study correctly.

We are extremely grateful to our parents for their love, understanding, prayers,

caring, and financial support.

Lastly, we give thanks to our classmates, especially Jonnayette Ranario, Karen

Joy Varquez, Jances Adriane Feleo, and Angela Patiluna for the help and clarifications.
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DEDICATION

The researchers dedicated this study to the following:

To our beloved Jesus Christ, for giving us the gift of knowledge, and for always being by

our side no matter what.

To our loving family who has always been there for us through every step of the way, for

always supporting us in different ways, and for cheering us up o our bad days.

To Assumption Academy of Compostela, Inc. the bedrock of our spiritual and academic

well-being.

To our teachers who taught us lessons and experiences in life and to our research

teacher who guided us through the process of making this study.

To our respondents who willingly participated in our study, without them this study

would not be possible.

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Chapter 1

INTRODUCTION

Problem and Its Background

The Covid-19 pandemic like other inevitable catastrophes is a reminder that

these circumstances will continue to happen in the future. That is why safety measures

and strategic alternative plans are required to achieve resiliency, particularly in

business. Just like how Covid-19 brought serious implications for people’s health, it also

significantly impacting businesses. The Covid-19 pandemic brought an uncommon

disturbance of commerce in most business sectors resulting in several firms to forcedly

close.As Covid-19 continues to grow; small entrepreneurs have to rethink and

reconfigure for alternative plans for their businesses that will help them stabilize in the

new environment (Donthu and Gustafsson, 2020).

Globally, the United States officially joined the list of nations around the world

adopting non-essential business closures and social distancing measures in response

to the coronavirus disease (COVID-19) with the declaration of a national emergency in

early March 2020. Although food production, including aquaculture, has been

considered necessary and farm operations have been allowed to continue, the loss of

major market outlets and disruption of other business sectors has led to a number of

different impacts and challenges for the U.S. aquaculture industry. The closing of food

service establishments and introduction of shelter-at-home policies under these

circumstances indicate a major disruption in the sales of aquaculture and seafood

products (Senten et al., 2020).

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Regionally, the online companies finds it hard to sell its goods online and also

faces considerable problems when sourcing its products from China. China primarily

deals with machinery, vehicles, software and equipment related to communication. Any

disturbances in these industries will simply impact the business of other countries.

Similarly, the Chinese commodity is also reliable on the Malaysian market and

will have a significant impact on Malaysia's economy. In addition, the import and export

facilities in the country were also obstructed by the lockdown. The automobile, metals

and metals goods, chemicals, communication devices, rubber and plastics, and office

machinery industries are also being disrupted in addition to e-commerce. Many online

organizations are confronted with shortages of goods that are unable to meet consumer

demand (Hasanat et al., 2020).

In the Philippines, specifically on the island of Luzon, the government has

imposed strict community quarantine throughout the area. People's freedom of

movement has been limited, and work has been suspended. Suspension of schools,

immediate closure of businesses, restricted operations, curfew, and disturbance of

logistics activities have been felt as the impact of the disease. The tough times have left

some to suffer as there is no job, no pay policy enforced by some small businesses and

most of the institutions are closing down due to the threat and safety of the disease

(Pastor, 2020).

In the province of Davao de Oro, particularly in Poblacion Compostela, it is

observed that the Covid-19 caused a huge impact to the small entrepreneurs of

Poblacion Compostela specifically the small store owners. Most of them faced decrease
 6

of sales and different operational challenges which lead them no choice but to close

their respective businesses but some of them applied different types of survival

strategies to keep their businesses afloat. The researchers were motivated to conduct

this study to be able to know the impacts and survival strategies of the small

entrepreneurs.

Review of Related Literature

Provided in this section are the discussion on the principles, concepts, ideas and

viewpoints from various authors. The related literature is taken from books, journals and

unpublished materials. It is presented with the following themes: Covid-19, Covid-19

Impact to Small Entrepreneurs, and Survival Strategies of Small Entrepreneurs.

Covid-19. Coronaviruses, a broad variety of species are enveloped, positive

single-stranded large RNA viruses that infect humans. Tyrell and Bynoe first identified

coronaviruses in 1966, cultivating viruses from patients with common colds. They were

called coronaviruses, based on their morphology as spherical virions with a central shell

and surface projections resembling a solar corona (Latin: corona = crown). There are

four subfamilies: alpha-, beta-, gamma- and delta-coronaviruses. Although alpha- and

beta-coronaviruses apparently originate from mammals, gamma- and delta-viruses

originate from pigs and birds, especially from bats (Velavan and Meyer, 2020).

COVID-19 has a wide clinical severity continuum, ranging from asymptomatic to

seriously ill, and eventually death. Acute hypoxemic respiratory failure or failure that
 7

involves oxygen and ventilation therapies is a frequent and prominent complication of

advanced COVID-19 (Meng et al., 2020).

The 2019-nCoV's true composition, location, and natural source currently

unknown, although it is assumed that the virus is zoonotic and bats may be the causes

because of the bat-sequence CoV's identity . According to the recent SARS and MERS-

CoV studies, epidemiological studies suggest that their actual cause is a bat, whereas

the palm civet or raccoon dog may be the median (or susceptible) host for SARS-CoV

and the dromedary camel for MERS-CoV. The possibility was excluded as the natural

reservoir (low positive rate) by a field study for the SARS-CoV on palm civet; instead,

the prevalence of bat coronavirus among wild life is high and it shares a certain

sequence identity with the human SARS-CoV.Bats are therefore known to be the

normal SARS-like coronavirus host reservoir. However, while it may come from a kind

of wild life in the wet market, the origin or natural host for the 2019-nCoV is not clear

(Wu et al., 2020).

Pandemic. The Pandemic has a long history, but the concept of “pandemic” has

still not been identified by many medical texts. Many major pandemics have occurred in

human history, and pandemic-related crises have had immense negative effects on

global health, economies, and even national security (Qiu et al., 2017).

The virus has now spread all over the world, and almost each nation is fighting

this virus and doing their best to suppress the pandemic as much as possible and it has

been claimed as pandemic by the World Health Organization, leaving no stone unturned

to mitigate the outbreak and awaiting a vaccine to heal it. Until the first week of March
 8

2020, many countries such as China, Italy, Spain and Australia were battling the

COVID19 pandemic through taking strict steps such as national lockdown or sectioning

off areas suspected of carrying risk of population spread (Barkur and Vibha, 2020).

The Covid-19 pandemic is a strong reminder of the continuing vulnerability of

emerging and reemerging infectious pathogens and the need for continuous monitoring,

prompt diagnosis, and rigorous study to recognize and establish effective

countermeasures in order to understand the basic biology of new species and our

vulnerability to them (Fauci et al., 2020).

At the end of December 2019, the COVID-19 outbreak was first recorded in

China's Wuhan Area. This spread rapidly in China and then worldwide in 209 nations,

including Pakistan, America, Europe, Australia and Asia. There are over fifty thousand

deaths and one million more people worldwide have been affected, although the

number is increasing rapidly. In order to monitor COVID-19, various steps have been

taken worldwide (Waris et al., 2020).

The global public health and economic crises triggered by the SARS-CoV-2

pandemic, which causes COVID-19 respiratory syndrome, necessitated the rapid

production of vaccines and therapeutic countermeasures. The global response to the

COVID-19 pandemic has been unparalleled, with government, academic, and private

sector alliances collaborating to produce vaccines and antibody countermeasures

quickly. Many of the innovations are based on previous government-academic

collaborations to combat other emerging pathogens (Sempowski et al., 2020).

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Covid-19 outbreak is the most recent world misfortunes that have influenced all

areas in economy. The lockdown, constrainment, restricted development request and

social separating are among the preemptive governments' work to defend the public

health (Omar et al., 2020).

Coronavirus pandemic have driven numerous nations to force travel restriction

and movement controls. In Malaysia, the small business area is perhaps the most

straightforwardly affected by the movements control request. In fact, the effect is more

critical among micro-enterprises than its bigger counterparts. Entrepreneurs experience

business cancellation or closure and diminished income because of the closure of a few

supporting areas like retails and transportation (Fabeil et al., 2020).

Small Entrepreneurs. An entrepreneur is a risk-taking person who creates

capital through initiative and risk. Richard Cantillon, an Irish-French economist, was the

first to define the term, which was originally a loanword from French. In English, an

entrepreneur is a person who is willing to assist in the launch of a new venture or

business and take full responsibility for the outcome. In the 19th century, a French

economist named Jean-Baptiste Say is credited with coining the term "entrepreneur."

He described an entrepreneur as someone who starts a business, particularly as a

contractor, and acts as a connection between labor and capital (Entrepreneur, 2017).

Small businesses transform and develop communities. Entrepreneurs find ways

to link resources and development through cultures, policy contexts, economic

conditions, and political circumstances that vary by region. They must formulate
 10

strategies that will, in the end, overcome major economic and social problems, thus

enhancing the quality of life in the area in which they are located (Soriano, 2017).

Small businesses are frequently associated with the issue of difficulty in obtaining

capital due to lack of trust from financial institutions. This is due to the fact that small

business owners cannot guarantee loan repayment (Yahaya, 2020).

Micro and small entrepreneurs possess planning skills. Before making any

business decisions, they often assess the internal and external environment, set

objectives and priorities, and consider strategies for achieving those goals (Plantilla,

2020).

Entrepreneurs should be able to communicate both orally and in writing.

Customers would choose to buy products or services from them if they have strong

selling skills. The ability to plan, and also the ability to prepare, is crucial for

entrepreneurs. The determination to start a business is a must for any entrepreneur who

wants to succeed in business (Plantilla, 2020).

Covid-19 Impact to Small Entrepreneurs. The impact on small businesses

around the world is likely to be severe, because of the coronavirus, the widespread

closure of stores and businesses in the United States and around the world is

unprecedented. By political mandate or downward market movements, stores, factories

and several other businesses have closed. Owing to the inability to pay continuing costs

and endure the shutdown, many of these closures could be permanent (Fairlie, 2020).

The impact of Coronavirus (Covid-19) on the online business in Malaysia,

coronavirus one of the dangerous known infections has just ended the existences of
 11

numerous in practically 50% of the country. This implies that the country’s financial

development has dropped down. It has nearly stirred up a wide range of business

including the online business for a monstrous scope. Significant retailers have

incidentally covered their stores. Aside from that, the medium and little measured

retailers are fighting with the circumstance because of low footfalls. Further, online

organizations are additionally not out of the rundown. They are likewise seriously

influenced by Malaysia. Numerous web based business organizations depend upon

China for half of its product items. Subsequently, it is expected that this lethal infection

will seriously affect the Malaysian online business particularly the Chinese items

(Hasanat et al., 2020).

Business Closures. It is predicted that the COVID-19 pandemic would have

catastrophic economic effects. A related issue is the scale of the economic

consequences of forced business closures to contain the spread of the virus in the U.S.

and many other countries under 'Stay-at-Home' orders (Walmsley et al., 2020)

Pandemic outbreaks of COVID-19 have prompted many countries to enact travel

bans and controls on movement. In Malaysia, one of the most specifically impacted by

the control order of the revolution is the small business market. Owing to the closure of

many supporting industries, such as retail and transportation, entrepreneurs undergo

company cancellation or closure and reduced profits (Fabeil et al., 2020).

Sales of crops, pulses, vegetables, and milk have also been affected by the

closure of hotels, restaurants, sweet shops, and tea shops. Due to the lockdown and

suspension of public transport services in the region, the production units are heavily
 12

affected. Automakers, mobile producers, consumer electronics companies and many

others have ordered shutdowns that inflict incalculable damage to key product

development, resulting in a substantial loss of revenue. Due to the cessation of work,

lack of funds, and inability to communicate and commute with customers, the COVID-19

forced start-up units to close (Debata et al., 2020).

In the initial lockdown period, the main objectives were to prevent excessive

losses of income by workers in the sectors affected and to avoid damage to the

productive structure of the economy through large-scale layoffs and bankruptcies

(Brülhart et al., 2020).

One of the deadly recognized viruses, Coronavirus, has already taken the lives of

many in nearly half the world. This means that the economic development of the country

has been decreased. It has nearly shaken up all sorts of business on a massive scale,

including the e-commerce business. Large retailers have forced to shut down their

stores temporarily. Besides that, because of low footfalls, the medium and small-sized

retailers are fighting with the situation (Hasanat et al., 2020).

The COVID-19 pandemic and related measures in public health have driven to

significant changes in business and work environments. Government policies abruptly

forced businesses to close, infection risks resulted in a rapid adaptation of new sales

and communication technology, and school closures put increased childcare obligations

on many working parents. These forces have placed particular pressure on small

business owners, managers and workers, where core duties are often only shared by a

small amount of individuals (Alekseev et al., 2020).

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Operational Challenges. Business leaders have essentially led their teams over

the last few months of complete lockdown in many countries as they operate through

distances, distinct time zones, and organizational boundaries. While large companies

may have the resources to equip their workers to allow them to operate effectively

remotely, small businesses may find this difficult. Working remotely requires equipment

such as computers and internet access to be used, which may not be open to small

business employees (Bekirogullari & Thambusamy, 2020).

Many small and medium-sized businesses also face enormous challenges. For

example, the textile and apparel industry has been hit the hardest by the lockdown.

Beverages, food, tobacco divisions and textile are 54% of Pakistan’s manufacturing

sector exports. The decline in export demand in these sectors will have a negative

impact on Pakistan. A crucial impact on retail and wholesale, transportation,

warehousing and communication services are due to the closure of businesses and the

disruption of national supply chains (Shafi et al., 2020).

Half of small and medium-sized businesses have experienced major declines in

sales and fear of going out of business within a quarter unless public assistance is

available and extended over the course of the crisis. There is evidence that, in order to

adjust to changing conditions, SMEs are gradually digitizing activities, however

temporary closures, jobs and salary losses, and bankruptcies have occurred. Income

and profit tax deferrals are the most commonly used policy instruments aimed at

mitigating the consequences of the crisis, loan guarantees and direct lending to SMEs,

and wage subsidies (Beglaryan & Shakhmuradyan, 2020).

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Survival Strategies of Small Entrepreneurs. To remain sustainable, small

business owners must (a) have a strong strategic plan, (b) perform an environmental

scan that includes competitive strategies and plans, and (c) improve stakeholder

engagement approaches. Furthermore, while small-business owners are

knowledgeable about their product or service, they often lack the expertise necessary to

establish strategic and operational business plans. Small-business owners who

established and updated strategic business strategies had less failures than those who

had a poor business plan (Turner & Endres, 2017).

SME's are unable to acquire new customers due to a lack of access to finance,

which restricts their ability to market their businesses, limiting their growth. SME growth

is linked to a successful product-market strategy, how managers build and exploit

market opportunities, and how they deal with challenges, as well as a greater propensity

to pursue a focused differentiation strategy and a lower propensity to compete on price

(Makhitha, 2017).

A few ways that the small business owners can collaborate to effectively handle

this pandemic in order to help small businesses navigate the current COVID-19-

impacted environment. First, keeping their fingers virtually on the pulse of the changing

market is critical for small business owners. Second, it is important to retain current

customer relationships, and engaging effectively with current customers is key to

building trust. In order to communicate any changes in business activities, small

business owners should use their websites and social media channels (for example,

changing store hours or major inventory shifts).Third, it is also important to understand

the needs of the workers, similar to engaging with and fulfilling the needs of customers.
 15

For many businesses right now, the economic reality is layoffs, furloughs, and equally

awful results (Liguori et al., 2019).

The ability and willingness of a company to internationalize is depending by its

knowledge of international markets. The key challenges for SMEs are inadequate

knowledge about foreign markets and the inability to contact potential foreign

customers. A lack of understanding of international markets is a barrier in entering the

international market or expanding a company internationally. Internationalization can

then be seen as a learning and knowledge process. The knowledge can be gained

directly through experience or indirectly through recruiting, social networks, and external

advisory services. Technological knowledge of firms is enhanced by exposure to foreign

markets, which aids them in overcoming challenges in international markets (Naradda,

et al., 2019).

Ideas/innovation was discovered to have a significant impact on the profit margin

of SMEs for the past years. It showed the adoption of modern method production had

increased their revenue generations. The most important strategy that can be used in

repositioning SMEs and other micro enterprises in Nigeria is for them to identify the type

of products they want to offer to the market. This means a determination of the type of

products in which they have distinctive competence to produce. Transplantation and

adaptation for use in diverse fields of production will be possible with further

development of the technology (Micah et al., 2019).

Corporate value creation assists managers in successfully planning and

implementing plans while securing long-term competitive advantages. The top three
 16

non-financial measures are enhancing business opportunities, brand recognition and

reputation, and improved operational performance. Meanwhile, revenue growth, return

on investment and market value are the top three financial measures (Abdullah et al.,

2019).

Digitalization is something that SMEs should think about. This is the new normal;

digital marketing through social media is similar to marketing goods and services

without a physical boundary. To cut costs, SMEs must analyze their expenditure lines.

This can include lowering rent by downsizing office space, sharing office space,

reducing employees, and investing in solar energy rather than generators. SMEs should

also consider staff working on alternative days, working from home, contract workers,

leave for idle workers, temporary wage cuts, revision of variable pay systems, staff

rotation, salary restructuring, and hazard pay for frontline staff who are unable to work

from home (Aladejebi, 2020).

Maintaining a keen eye on the needs and expectations of their clients is the

biggest determinant of success for entrepreneurs and small business owners. This

perspective is much more important in times of dramatic change, as traditional business

models will be damaged and new opportunities will be generated. Understandably,

concentrating on finding and pursuing potential possibilities is extremely difficult while

lamenting the loss of income, clients, and perhaps even key employees. However, with

the very survival of their small companies at stake, it is important for owners to exercise

their muscles of resilience and embrace an attitude of opportunity recognition. These

things are the essence of entrepreneurship—value creation, resource leveraging,

passion and perseverance for long-term goals—and they are things for small
 17

businesses to remember as they are currently managing an objectively tough

environment right now (Liguori and Pittz, 2020).

Small businesses are the severely affected by a sudden drop in demand. In

comparison to large corporations, new startups and small businesses exhibit greater

flexibility in their response to the crisis, owing to a lack of bureaucracy and restricted

social responsibility compliance. All of the participating businesses used flexible HR

strategies among the different forms of response strategies. Increased product

diversification, discovery of new markets, and increased learning are all common

survival strategies. Some small businesses had a formal crisis plan and strategy in

place prior to the outbreak, and these businesses have a longer history, more crisis

experience, and operate in more regulated industries (Alves et al., 2020).

The spread of the pandemic all over the countires has impact the production

network of business organization worldwide. Behavioral and cultural move can help

business to survive if well maintained. Another thought is on maintenance of the

business by improving the organization's crisis and continuity plan. Online business

channels and consumes rate analysis helps business to work beyond the limitations

forced because of the pandemic (Krishna, 2020).

A survival strategy should have a short-term and long-term part (in case low

market demand after a quarantine is over). A long-term strategy should be focused on

strategic analysis, clear identification and enhancing competitive advantages. In

addition, a decision stage for the survival of a small family business that has been

quarantined has been provided. Stage 1. Applying for governmental aid. The first step is
 18

to learn what kind of assistance the government will offer and to apply for it as soon as

possible. Stage 2. Examination of the possibility of remote work. Since not every

business can be operated remotely, entrepreneurs should consider delivering their

goods to customers even if they previously did not have the option. As a consequence,

their business models must be adjusted to the current situation (for example, a classical

shop keeper model could be transferred into Internet shop model). Stage 3 Examination

of the possibility of changing your business specialization. It refers to the use of a

strategy of horizontal diversification. A sewing business, for example, could be

reoriented to make surgical gowns and masks. Small Family Business moves on to the

next stage if this fails. Stage 4 Revision of skills of all the family members in order to

find some way of their monetization. Stage 5 Socially responsible fundraising 50/50; for

maintaining business and anti-epidemic struggle (Nazarenko, 2020).

During the pandemic, several companies found that deploying a combination of

modern technology was the only way to stay afloat. Many businesses had to rethink and

change their digitalization strategies in order to achieve the real transformations that the

emergency required. Rather than an enterprise-wide digital transformation (DT)

strategy, a business will need to prioritize dealing with the immediate needs of its

customers as necessary to the exigency of the pandemic to survive during a pandemic

(Alao, 2020).

Strategic agility and AI-enabled capabilities have the capability to quickly reverse

the global downward trend in business performance caused by the Corona virus. To

ensure survival in the post-COVID-19 global economy, every business should

implement some sort of strategic and operational agility into their strategy-making
 19

process, as well as invest in artificial intelligence in their operations, for improved

customer orientation, faster and more reliable data for decision-making, and better,

cheaper, and more profitable business performance. Exposure to international markets

enhances the technological knowledge of firms and it helps them to overcome

difficulties in international markets (Ehiorobo, 2020).

The effectiveness of internal controls has a significant impact on productivity and

business survival. Productivity improvement critically affects value creation and

business survival while value creation is an important determinant of business survival.

Internal control effectiveness, on the other hand, has no relationship on value creation.

Furthermore, productivity improvement directly mediates the internal control

effectiveness-business survival relationships. In summary, internal control effectiveness

can enhance firms' sustainable competitive advantage, superior performance and long-

term survival (Phornlaphatrachakorn and Kalasindhu, 2020).

Korea is considered as being effective in controlling the Covid-19 sickness

without a lockdown; the COVID-19 pandemic has prompted gigantic changes in Korean

restaurants operations. The clean security food message outlining as survival strategy

for the small independent restaurants on client repurchase aim and actual sales (Kim et

al., 2021).

Related Studies

This section provided studies form different authors that are related on the area

of the researchers’ study.

 20

According to Shafi et al., (2020), the coronavirus disease (COVID-19) pandemic

has severely impacted the global and Pakistani economy, which resulted that the Micro,

Small and Medium-sized Enterprises (MSMEs) are the major victims of the pandemic.

The results showed that most of the participating businesses have been seriously

affected and faced many problems, including financial disruption, supply chain

disruption, demand decline, revenue and profit loss, among others. In addition, over 83

percent of businesses were neither prepared nor had any plans to deal with such a

situation. Moreover, more than two-thirds of the participating businesses suggested that

they might not thrive if the lockdown extended more than two months.

The study of Aladejebi (2020), shows that the effect of the COVID-19 pandemic

includes a decrease in income, a decrease in staff wages, and inadequate government

measures to curb the spread of the pandemic. The inability to repay loans, rent, and

wages is a major problem faced by SMEs.

In the research of Fairlie (2020), restrictions of social distance and changes in

health and economic demand from COVID-19 are expected to shut down many small

businesses and entrepreneurial projects. In all demographic groups and most

industries, the continued losses in May and June, and partial rebounds from April were

felt. These early-stage loss findings for small business activity have significant

implications for policy, loss of revenue, and future economic inequality.

The study of Bartik et al (2020), shoved that COVID-19 has had a major impact

on the economy. These are the results to clarify how small businesses are affected by

COVID-19 and the likely the impact of the recent stimulus bill. Several main themes
 21

emerge from the results. First, mass layoffs and closures have occurred already. 43

percent of businesses are temporarily closed in our sample, and businesses have

lessened their employee counts by 40 percent relative to January on average. Second,

many small businesses are financially fragile. The median business, for instance, has

more than $10,000 in monthly costs and less than one month of cash on hand. Third,

businesses have widely different views about the possible length of disturbances

associated with COVID. Fourth, under the CARES Act, the majority of companies

planned to seek support. However, many anticipated problems with obtaining the

assistance, such as administrative difficulties and eligibility difficulties.

In the research of Brown et al (2020), the results indicate a pronounced decrease

in the volume of new equity transactions in the United Kingdom after the outbreak of the

COVID-19 pandemic. Seed finance tends to be the key form of entrepreneurial finance

that is most seriously affected by the crisis, usually going to the most new

entrepreneurial start-ups facing the greatest barriers in accessing financing. These real-

time data sources can be used by policy makers to help guide their strategic policy

actions to support the businesses most impacted by crisis events.

Moreover, a study conducted by Kalogiannidis (2020), that the sudden COVID-19

attack has largely affected human lives and economies. The responsible for the

permanently closing down many small businesses are the lockdown and restrictions

that the government has implemented as the steps to stop the spread of the

coronavirus. The world had seen the biggest drop in the number of active businesses.

The supply chain was affected due to this, and as a result, this affected global trade.
 22

Research indicates that the effect of the pandemic on small companies and workers has

altered the business policies facing economic imbalance.

In the results of Liguori (2020), the change brought about by the spread of

COVID-19 is devastatingly affecting small businesses. A new Goldman Sachs overview

(2020) of 10,000 entrepreneurs found that 96 percent have just been affected by the

Covid and 51 percent report their business can’t endure 3 months of a financial closure.

Worsening the issue, 67 percent report trouble getting to crisis financing and 53 percent

recognize that their workers cannot work from home. These measurements are

disturbing and propose the monetary fallout from COVID-19 will deteriorate for small

businesses and their workers before it improves.

According to Abubakar (2020), Coronavirus (COVID-19) is a global health

emergency and a serious threat to the economies of developed, developing, and

underdeveloped countries It also tries to come up with a system for surviving in the face

of the pandemic. Systematically, logical writing and specialized papers were examined

as a system for discovering and ordering similar studies for the exploration. Such

research was examined and combined in a way that provided fresh insights into the

effects of the new pandemic on businesses around the world.

According to Kim et al (2021), the intention of the consumer to repurchase menu

items to which message framing was applied significantly improved the sales output of

specific restaurant menu items described in this analysis. Such positive effects

remained stable, which in turn verified that a highly efficient sales promotion strategy for

small, independent restaurants, especially during a pandemic such as Covid-19, can be

 23

clean security message framing. Restaurants may use these results to gain sustained

competitive advantages by creating more suitable ways of clean security message

framing aimed at customers who are wary of dining in or ordering from restaurants.

In the study of Kurniawan et al., (2020), small business company management

did not grasp the business risk principle and did not have risk management to cope with

the pandemic conditions. These findings illustrate the poor resilience of small business

organizations to cope with pandemic situations. This research has identified some key

factors that should be changed in the future by small business organizations. This study

also offered many suggestions for stakeholders to improve the resilience of small

business organizations during the pandemic.

The study of Fabeil et al., (2020) reveals that the comparatively serious effects of

the pandemic crisis on micro-enterprises compared to natural disasters, terrorist attacks

or political crises. It is noticed that during movement control order (MCO), most micro-

entrepreneurs opt for online business as the key approach to business survival. The

majority of respondents viewed themselves as well-prepared for a crisis, but they were

only able to withstand a crisis cycle of 3-5 months.

Alao and Gbolagade (2020), findings have shown that sound management of

business continuity, effective management of liquidity and prioritization of people’s

safety and ongoing involvement of relevant stakeholders during crisis times are key to

building business resilience in preparation for the new normal and sustainability.

According to Alves et al., (2020), other common survival strategies include the

increase of product diversification, exploration of new markets, and increase of learning.

 24

It is necessary to point out that company survival is vital to millions of workers and their

dependents as the only hope and lifeline, not to mention the national governments that

rely on such companies to raise revenue (such as taxes and licenses) to fund growth

and other facilities (Muriithi, 2021).

The study of Nurunnabi (2020), reveals that significant efforts and stimulus

package have been made by the government to keep jobs and small and medium

business stable. A majority of the companies were satisfied with the government’s

announced stimulus packages. The author assumes that all developments associated

with the spread of the evolving virus must be monitored and analyzed vy organizations

and contingency plans created an enforced to meet any adverse circumstances arising

from the COVID-19 pandemic.

The research of Rosiana and Putri (2020), suggest that there are at least two

major factors that can be used as a company performance enhancement technique,

namely absorptive capacity and innovation capability. Absorptive capacity represents

the ability of a business to identify, and assess, assimilate, and then utilize, any new

knowledge and innovation is a discovery of new ways or new combinations of old ways

or transforming inputs to outputs in such a way that they succeed in creating large or

changes in relationship between use value or benefit value (perceived by consumers

and / or users) and monetary value or price.

In the research conducted by Ifekwem and Adedamola (2016), shows that the

relationship between survival strategies and the sustainability of SMEs is statistically

significant. The key consequence of the results is that it is important to retain small but
 25

devoted and motivated workers to ensure the sustainability of SMEs in a volatile

economy. Advice that orientation and educational programs are required to change the

attitude of business owners in order to encourage them to graduate from the single

atomist proprietor devoid of modern science business practice and successful

succession to corporate status with a modern business management practice and

corporate vision apparatus.

Conceptual Framework

Every small entrepreneur should implement Business Crisis Management Plan

(BCMP); it is a document that outlines the procedures a company should follow in

respond to crisis that threatens its profitability, reputation, or ability to operate. In a

crisis, fast decisions are made to minimize the damage to an organization, its

stakeholders, and the public. BCMP helps an organization to respond rapidly in the

event of a major incident by having a well-documented list of responses to possible

critical situations. One of the possible crises that a business will face is financial crisis.

In the operational challenges the crucial impact on retail and wholesale, transportation,

warehousing and communication services that are due to the closure of businesses and

the disruption of national supply chains could possibly affect the sales or revenue of a

business and can possibly result to financial crisis. Financial crisis is generally defined

as any situation where significant financial assets – such as stocks or real estate –

suddenly experience a sharp decline in value.

In the current situation right now most of the businesses faces financial crisis

ever since the Covid-19 pandemic occurred. One of the strategic ways in the BCMP to

consider in minimizing the impact of financial crisis is: 1. Focus on core competencies;
 26

2. Do not stop marketing; 3. Protect cash flow; 4. Invest in your existing customers; and

5. Delegate and automate. Always remember to never give up, running a small

business during a crisis is maybe challenging. But, a crisis doesn’t have to spell the

end. Small business will need to be agile and flexible to adapt to its new reality. If you

plan, execute well, and keep your focus, you can crisis-proof your business and come

out stronger on the other side.

 27

Independent Variable Dependent Variable

Covid-19 Covid-19 Impacts to Small

Entrepreneurs
 Pandemic
 Business Closures
 Operational
Challenges

Survival Strategies of
Small Entrepreneurs

 Planning

Figure 1: Research Paradigm

 28

Statement of the Problem

The main purpose of this study is to discover the impacts and survival strategies

of small entrepreneurs against Covid-19 Pandemic.

Specifically, the study sought to answer of following questions:

1.) What are the impacts of Covid-19 to the small entrepreneurs?

2.) What are the survival strategies of small entrepreneurs in times of Covid-19

pandemic?

Scope and Delimitation

The main purpose of the study is to discover the impact and the survival

strategies of small entrepreneurs in times of Covid-19 pandemic. The researchers

covered only 52 selected small entrepreneurs of Poblacion Compostela, Davao de Oro

such as the small store owners. The researchers conducted the study in the span of

four weeks.

Significance of the Study

This study is beneficial to the following persons:

Small Entrepreneurs. This study will help them ready in their business when

there are unpredictable events such as catastrophes or pandemic that will happen in the

future.

Student Entrepreneurs. This study will help business students to have

knowledge about the impacts of a pandemic and ways on how they can survive when

they plan to have their business in the future.

Future Entrepreneurs. They can use the results of this study as strategies and

knowledge if ever they will face a similar issue in the business that they will have.
 29

Other Researchers. This study is significant for them as they can have a

reference in the future regarding the topic.

Government. This study can help the government aid small entrepreneurs since

small business make a big percentage of our business economy.

Definition of Terms

To further understand the research, the following terms are operationally defined:

Business Closures. This refers to the shutdown of business of small

entrepreneurs during the Covid-19 pandemic.

Covid-19. This refers to an infectious disease caused by a newly discovered

coronavirus which is the cause of the pandemic.

Impacts of Covid-19. This refers to the effect of the Covid-19 pandemic to the

businesses of small entrepreneurs such as business closures and operational

challenges.

Operational Challenges. This refers to the operational issues are any kind of

problem that arises which can render a business less profitable.

Pandemic. Gives negative effects on global health, economies, and even

national security.

Small Entrepreneurs. This refers to a risk-taking person who creates capital

through initiative and risk.

Survival Strategies. This refers to the methods and technique that small

entrepreneurs will use to ensure the survival of their business such as planning.
 30

Chapter 2

RESEARCH METHODOLOGY

This chapter contains the Research Design, Research Locale, Research

respondents, Research instrument, Research procedure, and the Statistical treatment of

data. 

Research Design

The research design employed in this study is descriptive survey. Descriptive

research attempts to define a population, condition, or phenomenon in a systematic and

reliable manner. It can answer to the questions what, where, when, and how, but not

why questions. A descriptive research design may examine one or more variables using

a variety of research methods. According to Dulok (1993), RN, DNS, several meanings

or aims of descriptive research have been established in the literature: (1) to explain the

facts and characteristics of a given population or area of interest in a systematic and

reliable manner; (2) to provide an accurate portrayal or account of the characteristics of

a specific person, circumstance, or group; these studies are a way of discovering new

meaning, defining what happens, deciding the frequency in which something occurs,

and/or categorizing information; (3) to depict the characteristics of individuals,

circumstances, or groups, as well as the frequency with which specific phenomena

occur; these studies observe, explain, and record aspects of a circumstance as they

occur naturally; (4) to find connections or relationships between or among selected

variables; (5) to respond to questions based on current events. The survey is the key

method for collecting the data. The data will be discovered through the willingness of

the respondents to answer the questions and express their views and thoughts.
 31

Research Locale

The study is going to be conducted in Compostela particularly in Barangay

Poblacion. Compostela is a 1st class municipality in the province of Davao De Oro,

Philippines. According to the 2015 census, it has a population of 87,474 people.

Compostela is politically divided into 16 barangays. Bagongon, Gabi, Lagab Mangayon,

Mapaca, Maparat, New Alegria, Ngan, Osmeña, Panansalan, Poblacion, San Jose, San

Miguel, Siocon, Tamia, and Aurora are the Barangays in Compostela. Folklore tells that

the area was a temporary Spanish settlement, a Campo de Castila (literally, "Field of

Spaniards") populated by Spaniards from what is now Davao Oriental. Compostela is

one of several towns sitting on the vast plains of Davao de Oro. Its development started

before World War II, when the area was still a forest and the only inhabitants were

indigenous Mandayas who chose to settle along the Agusan River. The first record of

municipality's population enumerated in census was in 1939 with a total population of

2,716. Compostela then was still a municipal district composed of municipalities of the

district. Since its establishment the town slowly rose from a backward infant municipality

into one of the progressive towns of the valley.

 32

Fig. 2: Locale Map of Poblacion Compostela, Davao de Oro

 33

Research Respondents 

             The respondents of this study will be the small entrepreneurs and online sellers

in Poblacion Compostela, Davao De Oro, specifically those who sell foods, clothes, and

other necessities. Stores and online sellers that has facebook page and can be reached

online are included. The researchers only gathered 52 respondents for this study.

Small entrepreneurs and online sellers are the respondents of the study because

they are the ones who are greatly affected by the lockdowns due to the Covid-19

pandemic. Their daily operations are limited because of the new implemented rules that

prevent them from doing the normal routines of their businesses.

The target respondents were sent an informed consent prior to the conduct of the

study to solicit their willingness to participate in the study. There were expression of

refusal for whatever reason from their end and it was duly respected by the researchers.

Research Instrument 

The researchers used an adapted survey form in order to gather data from the

respondents. The Impact of Covid-19 to small entrepreneurs survey have eighteen (18)

items; and the survival strategies of small entrepreneurs survey have seventeen (17)

items. A table was used to present the instrument that was given to the respondents.

The first survey instrument asked about the effects of the Covid-19 pandemic on

small business owners and their activities. If the answer is yes, no, or not really, the

respondents should mark the box with a check (√ ). The respondents were required to

consider their previous experiences and to also be honest when answering the

questions.
 34

The second survey instrument is about the survival strategies of small

entrepreneurs during this time of pandemic. The respondents were asked if they have

tried the survival strategies presented in the table and they put a check (√ ) on the box

whether their answer is yes or no.

Research Procedure 

          The following steps were observed before, during, and after the implementation of

the study. 

Before Implementation. The researchers presented a request letter to the

Business Permit and Licensing Office (BPLO). The researchers asked for the total

number of Small and Medium Enterprises (SMEs) in Poblacion, Compostela as stated

in the letter. The researchers contacted the target respondents and asked for their

permission to participate through online platforms such as Google forms and

Messenger and politely asked if the respondents were free for the study to be

conducted.

During Implementation. At first, the researchers started looking for

respondents online and found a few of them. After the respondents agree in

participating the researchers sent them the Google forms containing the questions and

patiently waited for them to finish answering the survey. The researchers had a difficult

time using online platforms since some of them did not want to participate, do not know

how to use Google forms, refused to answer due to busy schedule, some of them

agreed but did not answer the survey, did not entertained nor gave the researchers

attention, and some of them refused due to language barrier.

 35

After experiencing some difficulties in conducting the study online, the

researchers decided to conduct the study face to face. The researchers asked the

permission of the research adviser if the researchers could roam around Poblacion to

conduct the study. After the approval the researchers went to Pobacion and conducted

the study and followed the government protocols such as wearing mask, face shield,

and observing social distancing. The researchers went to some small stores in the

Poblacion and walked the streets of the Poblacion under the heat of the sun looking for

some respondents. Most of the respondents agreed but some of them disagreed. For

those who agreed, the researchers sent the Google form to the respondents and

provided an extra phone for those respondents who do not have their personal

cellphone. The researchers also dictated the questions for those respondents who can’t

read the questions clearly. To those who disagreed, the researchers politely accepted

their refusal and went on to the next store. The researchers were only able to gather 52

respondents due to the difficulties stated above.

After Implementation. After the conduct of the study, the researchers collected

the responses from the respondents. The gathered data was then submitted to a

statistician for the analysis.

Statistical Treatment of Data

The Measures of Central Tendency allow researchers to determine the typical

numerical point in a set of data. The data points of any sample are distributed on a

range from lowest value to the highest value.

 36

Mean

The arithmetic mean is the most common measure of central tendency. It is

computed by summing all the scores (sigma or Σ) and dividing by the number of scores

(N):

Where X is the mean, ∑x is the addition or summation of all scores, and N is the

number of cases.
 37

Chapter 3

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter presents the analysis and interpretation of the gathered data from

the conducted study. The tables presented below were statistically treated and measure

the Impact and Survival Strategies of Small Entrepreneurs of Poblacion, Compostela.

Table 1
What are the impacts of Covid-19 to the small entrepreneurs?

The Impacts of Covid-19 to the Small Entrepreneurs

As a result of Covid-19, does your business face any of
YES NO NOT REALLY
the following?

Reduction of domestic demand for my products/or

25% 67% 8%
services.

Decrease of sales. 56% 27% 17%

Difficulty in my business’ ability to deliver services and/or

77% 13% 10%
products to customers.

Difficulty in the ability of my distributors to deliver

60% 25% 15%
services/or goods to customers.

Difficulty to acquire the supplies and/or services required

52% 25% 23%
to produce my products and/or deliver my services.

Difficulty in giving salaries to my employees. 56% 23% 21%

Difficulty to pay rent or other utilities. 37% 42% 21%

Challenges in developing new products/innovations. 48% 33% 19%

 38

Difficulty with employees/resellers fulfilling their job

65% 17% 17%
requirements due to government restrictions.

Closed my business temporarily. 52% 25% 23%

Employee/reseller shortages due to sickness. 27% 48% 25%

Slowing of business process improvements. 75% 12% 13%

Difficulty securing financing for expansion. 77% 12% 12%

Difficulty securing financing for business as usual. 71% 17% 12%

Struggling with other government regulations due to

83% 10% 8%
Covid-19.

Tax and laws barriers. 56% 31% 13%

Request a reduction of suspension of payment

48% 33% 19%
obligations to creditors, such as suppliers or landlord.

Reduce/stop wages for employee. 38% 54% 8%

Table 1 reveals that most of the small entrepreneurs faced the following

problems.1) Decrease of sales. 2) Difficulty in business’ ability to deliver services and/or

products to customers. 3) Difficulty in the ability of distributors to deliver services/or

goods to customers. 4) Difficulty to acquire the supplies and/or services required to

produce products and/or deliver services. 5) Difficulty in giving salaries to the

 39

employees. 6) Challenges in developing new products/innovations. 7) Difficulty with

employees/resellers fulfilling their job requirements due to government restrictions. 8)

Closed the business temporarily. 9) Slowing of business process improvements. 10)

Difficulty securing financing for expansion. 11) Difficulty securing financing for business

as usual. 12) Struggling with other government regulations due to Covid-19. 13)Tax and

laws barriers. 14) Request a reduction of suspension of payment obligations to

creditors, such as suppliers or landlord.

Small businesses transform and develop communities. Entrepreneurs find ways

to link resources and development through cultures, policy contexts, economic

conditions, and political circumstances that vary by region. They must formulate

strategies that will, in the end, overcome major economic and social problems, thus

enhancing the quality of life in the area in which they are located (Soriano, 2017).

Table 2
What are the survival strategies of small entrepreneurs in times of Covid-19
pandemic?

The Survival Strategies of Small Entrepreneurs.

As a result of Covid-19, have you tried these

YES NO
survival strategies?

Planning 92% 8%
Communication among employees/rellers 88% 12%

Monitoring 98% 2%

Shorten operation hours 75% 25%

 40

Table 2 reveals that most of the small entrepreneurs tried the following survival

strategies during Covid-19 pandemic. 1.)Planning, 2.)Communication among

employees/rellers, 3.) Monitoring 4.) Shorten operation hours 5.) Reduce inventory

stock 6.) Exploring new products 7.) Customer relation/advertising/discount promotion

8.) Extend credit period with suppliers 9.) Increase advertising and promotion 10.) Offer

discounts 11.) Product diversification 12.) Explore new market 13.) Invest in learning on

crisis management 14.) Invest in health and safety equipment 15.) Redecoration 16.)

Following government’s safety measures 17.) Strengthen crisis management.

To remain sustainable, small business owners must (a) have a strong strategic

plan, (b) perform an environmental scan that includes competitive strategies and plans,

and (c) improve stakeholder engagement approaches. Furthermore, while small-

business owners are knowledgeable about their product or service, they often lack the

expertise necessary to establish strategic and operational business plans. Small-

business owners who established and updated strategic business strategies had less

failures than those who had a poor business plan (Turner & Endres, 2017).
 41

Chapter 4

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

This chapter presents the summary of findings of the study, the conclusions and

the recommendations.

Summary of Findings

The following findings were based on the data gathered and treated statistically:

1. The impact of Covid-19 to small entrepreneurs has the highest percent of 83 resulting

most of the small entrepreneurs struggled with other government regulations due to

Covid-19.

2. The survival strategies of small entrepreneurs with the highest percent 92, reveals

that some of the small entrepreneurs used the strategy of planning.

Conclusion

Based on the findings of the study, among all the impacts of Covid-19, majority of

the small entrepreneurs struggled with other government regulations due to Covid-19,

although most of them used the strategy of planning in order to survive and to keep their

business going.

Recommendations

The following recommendations are hereby presented:

1. The small businesses/small entrepreneurs to be ready and prepared at all tmes

especially when global crisis in order to ensure the security of the business.

2. The small entrepreneurs to take actions after noticing signs of an emerging crisis in

order to ensure the security of the business.

 42

3. The formulation of advanced plans for small entrepreneurs to cope up with the

changes that will happen in the environment caused by a pandemic.

4. The formulation of effective survival strategies that can help small entrepreneurs

keep their business hoing in times of a pandemic.

 43

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APPENDICES
 51

Appendix A

Request Letter

ASSUMPTION ACADEMY OF COMPOSTELA,INC.

JP Laurel St. Compostela, Davao de Oro

April 5, 2021

LEMA P. BOLO, CPA

Municipal Mayor

DIOSDADO T. RENEGADO
AdministrativeOfficer V / BPLO

Sir Renegado,

Warm greetings!

We are the student-researchers of Assumption Academy of Compostela, Inc. who are

currently working on our research entitled “Impact and Survival Strategies of Small
Entrepreneurs in Davao de Oro in Time of Covid-19 Pandemic”.

In line with the requirements of Practical Research 2, we would like to ask, with your
permission, the list and total number of the Small and Medium Enterprises (SMEs) in
Poblacion Compostela, Davao de Oro.

The above-requested data is very much needed in order for us to be able to conduct our
study.

Your approval to this request will be great help to this undertaking and will be highly
appreciated.

Respectfully yours, Noted:

JULIANA MAE A. ZAMORAS NANCY J. GEMARINO, MAED

Research Adviser
NAUREEN J. GEMARINO
 52

BERNADETH G. JANIOLA Approved:

JUSTINE N. EYANA DIOSDADO T. RENEGADO

Administrative Officer V / BPLO
ARCHIELYN L. CERVANTES

XYRELL JOHN C. MAGHUYOP

 53

Appendix B
Letter to the Statistician

ASSUMPTION ACADEMY OF COMPOSTELA

Compostela, Davao de Oro

March 2020

Sir Rafael Balleser

Compostela, Davao De Oro

Sir Balleser:
Good Day!
We are conducting our quantitative descriptive type of research entitled “Impact and
Survival Strategies of Small Entrepreneurs in Davao de Oro in Time of Covid-19
Pandemic”. With this, we are respectfully requesting you to be our research statistician.
We will provide you the overall results from our research survey from the selected
respondents.

May we ask for your favorable response to this request.

Thank you for your time and God bless!

Sincerely,
Juliana Mae A. Zamoras
Naureen J. Gemarino
Bernadeth G. Janiola
Justine N. Eyana
Archielyn L. Cervantes
Xyrell John C. Maghuyop
 54

Appendix C
Research Questionnaire

1. The Impacts of Covid-19 to the Small Entrepreneurs

Directions: Please consider your previous experiences when answering these questions
and please be honest as possible. Put a check (√ ) for your answers.

A. As a result of Covid-19, does your Yes No Not Really

business face any of the following?
Closed my business temporarily.

Reduction of domestic demand for my

products/or services.

Decrease of sales.

Difficulty in my business’ ability to deliver

services and/or products to customers.

Difficulty in the ability of my distributors to

deliver services/or goods to customers.

Difficulty to acquire the supplies and/or

services required to produce my products
and/or deliver my services.

Difficulty in giving salaries to my employees

.
Difficulty to pay rent or other utilities.

Challenges in developing new

products/innovations.

Difficulty with employees/resellers fulfilling

their job requirements due to government
restrictions.

Employee/reseller shortages due to

sickness.

Slowing of business process improvements.

Difficulty securing financing for expansion

 55

Difficulty securing financing for business as

usual.

Struggling with other government

regulations due to Covid-19.

Tax and laws barriers.

Request a reduction of suspension of

payment obligations to creditors, such as
suppliers or landlord.

Reduce/stop wages for employee.

2. The Survival Strategies of Small Entrepreneurs.

Directions: Please consider your previous experiences when answering these questions
and please be honest as possible. Put a check (√ ) for your answers.

C. As a result of Covid-19, have you tried these Yes No

survival strategies?
Planning

Communication among employees/rellers

Monitoring

Shorten operation hours

Reduce inventory stock

Exploring new products

Customer relation/advertising/discount promotion

Extend credit period with suppliers

Increase advertising and promotion

Offer discounts

Product diversification

Explore new market

Invest in learning on crisis management

 56

Invest in health and safety equipment

Redecoration

Following government’s safety measures.

Strengthen crisis management

 57

Appendix D
Tabulated Data of the Impact and Survival Strategies of Small Entrepreneurs in
Davao de Oro in Time of Covid-19 Pandemic

Impacts of Covid-19 to Small Entrepreneurs

Responde Q Q Q Q Q Q Q Q Q Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1
nts 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8
R1 3 1 1 2 2 2 2 2 3 3 3 3 3 2 1 2 2 2
R2 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1
R3 2 3 2 1 3 3 3 2 3 2 3 3 1 1 2 2 1 2
R4 2 2 2 2 2 2 2 2 2 2 2 3 2 2 2 1 3 2
R5 1 1 1 1 1 1 3 3 3 3 3 1 1 3 1 1 2 2
R6 2 2 1 1 1 1 2 1 2 1 1 1 1 1 1 1 1 3
R7 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1
R8 2 1 1 1 1 1 3 3 1 3 2 1 1 1 1 3 3 2
R9 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R10 2 3 2 2 3 3 2 2 2 2 2 1 1 2 2 2 2 2
R11 2 3 1 1 1 1 2 2 1 3 1 1 1 1 1 3 3 2
R12 2 2 1 1 2 2 2 2 1 1 1 1 3 3 1 3 3 2
R13 2 1 1 3 3 3 1 3 3 3 1 1 3 3 1 3 1 1
R14 2 1 1 3 3 2 2 2 1 3 2 3 3 2 1 1 2 2
R15 2 1 2 1 1 1 3 3 1 3 2 3 2 2 1 1 3 2
R16 1 1 1 3 3 3 2 3 1 3 3 1 1 1 1 2 2 2
R17 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R18 3 1 1 1 3 3 3 3 1 3 3 1 1 3 1 3 3 3
R19 2 1 3 2 2 2 2 2 1 2 2 1 1 1 1 1 1 2
R20 1 1 1 1 1 1 1 1 1 1 3 2 1 1 1 1 1 1
R21 2 1 3 3 3 3 2 1 2 1 3 1 1 1 1 1 3 2
R22 2 2 1 2 1 2 2 1 1 1 2 1 1 1 1 1 1 2
R23 2 3 1 1 3 3 2 2 3 3 2 2 2 2 3 2 2 2
R24 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R25 2 2 3 2 2 2 3 2 1 1 2 1 1 2 1 2 2 2
R26 2 3 1 1 3 3 1 3 3 3 2 1 1 3 3 3 3 3
R27 2 3 3 1 1 3 3 3 2 1 3 1 1 1 1 1 3 2
R28 1 1 1 1 1 1 2 1 1 2 2 1 1 1 1 1 1 2
R29 2 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 3 1
R30 2 3 1 3 1 1 3 2 2 3 2 3 3 3 3 2 2 2
R31 3 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1
R32 1 1 1 3 3 1 1 1 1 1 1 3 1 1 1 1 1 1
R33 2 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1
R34 1 2 1 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1
R35 2 1 1 1 1 1 2 2 1 2 1 2 1 2 1 2 2 1
R36 2 1 1 1 1 1 2 2 1 1 2 1 1 1 1 2 1 2
R37 1 1 1 1 2 1 1 1 1 2 2 1 2 1 1 3 1 1
R38 2 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1
R39 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R40 1 1 2 3 3 1 3 1 1 1 3 1 1 1 1 1 1 1
R41 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
 58

R42 2 2 1 2 2 2 2 2 1 1 2 1 1 1 1 1 1 2
R43 2 1 1 1 1 1 2 1 1 1 2 1 1 1 1 1 2 2
R44 2 2 2 3 3 3 2 2 1 1 2 1 1 1 1 2 2 2
R45 2 2 1 2 2 2 3 2 3 2 3 2 2 2 2 2 2 3
R46 2 1 1 2 2 2 2 1 2 2 2 1 1 1 2 2 2 2
R47 2 3 3 1 1 3 3 3 3 1 2 2 1 1 3 2 2 2
R48 2 1 1 2 2 1 2 1 1 2 2 1 1 1 1 1 2 2
R49 1 2 1 2 2 2 1 2 1 2 1 1 1 1 1 2 1 1
R50 3 2 1 1 1 1 1 3 1 1 3 1 1 1 1 1 1 1
R51 2 1 1 1 1 1 2 1 3 2 2 1 3 1 1 2 2 2
R52 1 3 1 2 2 1 2 1 2 2 2 2 2 1 1 2 2 2
 59

Appendix E
Tabulated Data of the Impact and Survival Strategies of Small Entrepreneurs in
Davao de Oro in Time of Covid-19 Pandemic

Survival Strategies of Small Entrepreneurs

Responde Q Q Q Q Q Q Q Q Q Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1
nts 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7
R1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R2 2 1 1 1 1 1 1 2 1 1 1 1 2 1 1 1 1
R3 1 1 1 2 1 1 1 1 1 1 2 1 1 1 1 1 2
R4 1 1 1 1 2 2 1 1 2 2 2 2 2 2 2 1 1
R5 1 1 1 2 2 1 1 1 2 2 1 2 2 1 2 1 1
R6 1 1 1 1 1 2 2 1 2 2 1 2 1 1 2 1 1
R7 1 1 1 1 1 2 1 1 1 2 1 1 1 1 2 1 1
R8 2 1 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1
R9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R10 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1
R11 1 1 1 2 1 1 1 1 2 2 1 1 1 1 1 1 1
R12 1 1 1 1 2 1 2 2 2 2 2 2 2 1 1 1 2
R13 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1
R14 1 1 1 1 2 1 1 2 1 1 1 2 2 1 1 1 1
R15 1 1 1 2 1 1 2 1 2 1 1 1 1 1 1 1 1
R16 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 2
R17 1 1 1 1 1 2 1 2 2 1 2 1 1 1 1 1 1
R18 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R19 1 1 1 1 1 2 2 1 1 1 1 2 1 1 2 1 1
R20 1 1 1 1 2 2 2 2 2 2 1 1 2 1 1 1 1
R21 1 1 1 1 1 2 2 1 2 2 2 2 2 2 2 1 1
R22 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1
R23 1 1 1 1 1 1 1 2 1 1 1 1 2 2 1 1 1
R24 1 1 1 1 1 2 1 2 2 1 1 1 1 1 1 1 1
R25 1 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1
R26 1 1 1 1 1 2 1 2 2 1 2 1 1 1 2 1 1
R27 1 1 1 1 1 1 1 2 2 1 1 1 1 1 2 1 1
R28 1 2 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1
R29 1 1 1 1 1 2 2 2 2 2 1 1 2 1 1 1 1
R30 1 1 1 2 2 1 2 1 1 2 1 2 1 1 1 1 1
R31 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R32 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R33 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R34 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1
R35 1 1 1 1 1 1 1 1 1 2 1 2 1 2 2 1 1
R36 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1
R37 1 1 1 1 1 2 1 2 2 1 1 1 1 1 1 1 1
R38 1 1 1 2 1 1 1 1 2 2 2 1 1 1 2 1 1
R39 1 1 1 2 2 1 1 1 2 1 2 2 1 2 2 1 1
R40 1 1 1 1 1 1 1 2 1 1 2 2 2 1 1 1 1
R41 1 1 1 1 1 1 1 1 1 1 2 2 2 1 1 1 1
 60

R42 1 1 1 1 1 2 2 1 2 2 1 2 1 1 2 1 1
R43 1 2 1 1 1 2 1 2 2 1 1 2 2 1 2 1 1
R44 1 1 1 1 2 1 1 2 1 1 1 1 1 1 1 1 1
R45 1 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2
R46 1 1 1 2 1 2 1 2 2 2 2 2 2 1 2 1 2
R47 1 1 1 2 2 1 1 1 1 1 1 1 1 1 2 1 1
R48 1 1 1 1 1 2 1 1 2 1 2 2 1 1 1 1 1
R49 2 1 1 2 2 2 1 1 1 1 2 1 1 1 1 2 1
R50 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R51 2 2 1 2 2 2 2 2 2 2 2 2 1 1 2 1 1
R52 1 2 1 1 1 2 2 2 2 2 2 2 2 1 1 1 1
 61

Appendix F
Photo Documentation

PHOTOS DURING THE CONDUCT OF THE STUDY (ONLINE)

 62

PHOTOS DURING THE CONDUCT OF THE STUDY (FACE TO FACE)

63
64