Ama University: School of Business and Accountancy Project 8, Quezon City

AMA UNIVERSITY
School of Business and

Accountancy
Project 8, Quezon City
MARKETING MIX (7P’s) PRACTICES OF THE MICRO, SMALL, AND

MEDIUM ENTERPRISES IN THE FOOD INDUSTRY DURING COVID-19
PANDEMIC IN BATASAN HILLS, QUEZON CITY
A Thesis
Presented to the Faculty of the
School of Business and Accountancy
AMA University
In Partial Fulfillment
of the Requirements for the Degree of
Bachelor of Science in Business Administration Major in Management Information
System
By
Marc Jimuelle Baltazar

Joicelyn Enriquez
Jean Wynne Torres
March 2022
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APPROVAL SHEET
In partial fulfillment of the requirement for the degree in Bachelor of Science in

Business Administration Major in Management Information System, this thesis
entitled “MARKETING MIX (7P’s) PRACTICES OF THE MICRO, SMALL, AND
MEDIUM ENTERPRISES IN THE FOOD INDUSTRY DURING COVID-19
PANDEMIC IN BATASAN HILLS, QUEZON CITY” has been prepared and
submitted by Joicelyn P Enriquez, Jean Wynne O. Torres, Marc Jimuelle Baltazar, who
are recommended for the corresponding oral examination
_____________________________
Prof. Prince Carlo M. Pancipane
Thesis Adviser
_______________________________________________________________
Approved by the Panel of Examiners on the Oral Defense with the Grade of ________.
Thesis Committee
_________________________ ______________________
Prof. Felanver M. Tonog Prof. Michel R. Lopez
Chairman Member
_______________________________________________________________
Accepted and approved in the partial fulfillment of the requirements for the degree
Bachelor of Science in Business Administration Major in Management Information
System (BSBA-MIS)
_________________________
Mary Soriano, MSCS

Dean, School of Graduate Studies
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ACKNOWLEDGEMENTS
The researcher expresses their hear felt gratitude to those who in one way helped
in the completion of this research study.
First, to our Almighty God, for the gift of wisdom and knowledge and for giving
us the courage for the accomplishment of the study.
The completion of this study could not been possible without the expertise of
Prof. Prince Carlo M. Pancipane, our beloved thesis adviser. We would like to thanks
Prof. Felanver M. Tonog and Prof. Michel R. Lopez for sitting on our panel and taking
the time to read our thesis.
A debt of gratitude is also owed to MSME food owner/manager in Batasan Hills,

Quezon City for actively participated on this research study.
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ABSTRACT
Title: MARKETING MIX (7P’s) PRACTICES OF THE MICRO,

SMALL, AND MEDIUM ENTERPRISES IN THE FOOD
INDUSTRY DURING COVID-19
PANDEMIC IN BATASAN HILLS, QUEZON CITY
Researcher: Joicelyn P. Enriquez
Jean Wynne O. Torres
Adviser: Prof. Prince Carlo M. Pancipane
Date: March 2022
This study aimed to assessed the marketing mix (7ps) practices of the micro,
small and medium enterprises in the food industry during Covid-19 pandemic.
Researchers used online questionnaire to the qualified respondents in Disctrict 2 Batasan
Hills, Quezon City under food sector. This study utilized a quantitative research design
through validated questionnaire. It was found that there is no significant differences in
the assessment on marketing mix (7P’s) when respondents were grouped according to
monthly sales and number of years in the operation. In addition, results showed that
majority of business owners/managers under food sector using marketing mix (7ps) as
part of their business strategy but not in-depth.
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TABLE OF CONTENTS
PRELIMINARIES
Title Page …..…………………….…………………………………..... i
Approval Sheet ……………………..………………………………………. ii
Acknowledgement …………………….……………………………………… iii
Abstract ...………………………….……………………………………………… iv
Table of Contents ..……………………………………………………………. vi
List of Tables …..…………………………………………………………... viii
List of Figures ………………...…………………………………………….. x
List of Appendices ……………………………………………………………..... xi
Definition of Terms ……………………………………………………………..... xii
CHAPTER 1 - PROBLEM AND ITS BACKGROUND

Introduction ………………………………………..
Background of the Problem ………………………………………..
Statement of the Problem ………………………….………………
Objectives of the Study ………………………………….…
Significance of the Study …………………………….………
Scope and Delimitation ………………………………………………
CHAPTER 2 – REVIEW OF RELATED LITERATURE AND STUDIES

Review of Related Literature and Studies ………………………..
Synthesis ……..…………...….......................................................
Theoretical Framework …………………………………………….
Conceptual Framework ………………………………………..
CHAPTER 3 – RESEARCH METHODOLOGY

Method of Research …………………………………….....
Research Respondents …………………………………….....
Research Instrument …………………………………….....
Sampling Method …………………………………….....
Data-Gathering Procedure …………………………………….....
Statistical Treatment of Data …………………………………….....
CHAPTER 4 – PRESENTATION, ANALYSIS AND
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INTERPRETATION OF DATA
Demographic and Descriptive
…………………………………….
Data
(SOP 2 ) …………………………………….
(SOP 3 ) …………………………………….
(SOP 4 ) …………………………………….
(SOP 5 ) …………………………………….
CHAPTER 5 - SUMMARY OF FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS
Summary of Findings ………………………….…………
Conclusion ………………………….…………
Recommendation ………………………….…………
References ……….……..………………………………………………..
Appendices
Appendix A: Research Questionnaire ………….………….
Appendix B: Statistician Certificate
Appendix C: Plagiarism Checking ….………….
Apendix D: Grammarian Certificate
Biography ……………………………………………………………….
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LIST OF TABLES
Table # Titles Page

3.1 Population and Sample Size 29
4.1 Profile of MSME Respondents in terms of Monthly Sales 38
Profile of MSME Respondents in terms of Number of Years in
4.2 39
the Operation
MSME Respondents’ Marketing Mix Practices During the
4.3 40
COVID-19 Pandemic in terms of Product
4.4 42
COVID-19 Pandemic in terms of Price
4.5 43
COVID-19 Pandemic in terms of Place
4.6 45
COVID-19 Pandemic in terms of People
4.7 47
COVID-19 Pandemic in terms of Promotion
4.8 48
COVID-19 Pandemic in terms of Process
4.9 50
COVID-19 Pandemic in terms of Physical Evidence
Marketing Mix that is Prioritized by MSME Respondents During
4.10 51
the COVID-19 Pandemic
ANOVA: Significant Difference in the Assessment on
4.11 Marketing Mix (7P’s) when Respondents were Grouped 53
According to Monthly Sales
ANOVA: Significant Difference in the Assessment on
4.12 Marketing Mix (7P’s) when Respondents were Grouped 55
According to Number of Years in the Operation
LIST OF FIGURES
Figure # Titles Page

1 Conceptual Framework 25
2 ANOVA 36
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LIST OF APPENDICES
Titles Page
Appendix A Research Questionnaire 72
Appendix B Statistician Certificate 78
Appendix C Plagiarism Checking 79
Appendix D Grammarian Certificate 80
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Definition of Terms
Marketing Mix - a foundation model for businesses, historically centered around
product, price, place, and promotion. The marketing mix has been defined as the "set of
marketing tools that the firm uses to pursue its marketing objectives in the target market".
Micro, small and medium enterprises (MSMEs) - A business activity or
enterprise engaged in industry, agribusiness and/or services, whether single
proprietorship, cooperative, partnership or corporation whose total assets, inclusive of
those arising from loans but exclusive of the land on which the particular business
entity’s office, plant and equipment are situated, and must also have value falling under
or not more than ₱3,000,000 for micro, ₱3,000,001–₱15,000,000 for small, and
₱15,000,001–₱100,000,000 for medium enterprises.
Coronavirus disease (COVID-19) – An infectious disease caused by the SARS
CoV-2 virus. The virus can spread from an infected person’s mouth or nose in small
liquid particles when they cough, sneeze, speak, sing or breathe (World Health
Organization).
Product – It is intangible, heterogeneous and perishable. Moreover, its
production and consumption are inseparable. Hence, there is scope for customizing the
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offering as per customer requirements and the actual customer encounter therefore
assumes particular significance. However, too much customization would compromise
the standard delivery of the service and adversely affect its quality. Hence particular care
has to be taken in designing the service offering.
Pricing - Pricing of services is tougher than pricing of goods. While the latter can
be priced easily by taking into account the raw material costs, in case of services
attendant costs – such as labor and overhead costs – also need to be factored in. Thus, a
restaurant not only has to charge for the cost of the food served but also has to calculate a
price for the ambience provided. The final price for the service is then arrived at by
including a markup for an adequate profit margin.
Place - Since service delivery is concurrent with its production and cannot be stored or
transported, the location of the service product assumes importance. Service providers
have to give special thought to where the service would be provided. Thus, a fine dine
restaurant is better located in a busy, upscale market as against on the outskirts of a city.
Similarly, a holiday resort is better situated in the countryside away from the rush and
noise of a city.
Promotion - a service offering can be easily replicated promotion becomes
crucial in differentiating a service offering in the mind of the consumer. Thus, service
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providers offering identical services such as airlines or banks and insurance companies
invest heavily in advertising their services. This is crucial in attracting customers in a
segment where the services providers have nearly identical offerings.
People - They are a defining factor in a service delivery process, since a service is
inseparable from the person providing it. Thus, a restaurant is known as much for its food
as for the service provided by its staff. The same is true of banks and department stores.
Consequently, customer service training for staff has become a top priority for many
organizations today.
Process - The process of service delivery is crucial since it ensures that the same
standard of service is repeatedly delivered to the customers. Therefore, most companies
have a service blue print which provides the details of the service delivery process, often
going down to even defining the service script and the greeting phrases to be used by the
service staff.
Physical Evidence - Since services are intangible in nature most service
providers strive to incorporate certain tangible elements into their offering to enhance
customer experience. Thus, there are hair salons that have well designed waiting areas
often with magazines and plush sofas for patrons to read and relax while they await their
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turn. Similarly, restaurants invest heavily in their interior design and decorations to offer
a tangible and unique experience to their guests.
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Chapter 1
PROBLEMS AND ITS BACKGROUND
Introduction
The Micro, Small and Medium Enterprises (MSMEs) were generally known for
their addition to global and local economies as they contributed to job creation,
sustainable development, and production of goods and services that led to economic
activity. MSMEs made up a major total share of businesses in countries, developed and
developing.
MSMEs were responsible for between 53% and 86% of employment in OECD
nations, including the UK and Greece, according to a Lamia Kamal-Chaoui study from
2017. 98% of private businesses in developing nations like Peru, which accounted for
42% of the nation's GDP and 60% of its employment, were MSMEs. MSMEs were
responsible for 50% and 80%, respectively, of employment in Kenya and Cambodia.
According to the Department of Trade and Industry (DTI), MSMEs account for
99.5% of all enterprises in the country of the Philippines, with the food industry making
up 14.07% of those businesses. Republic Act No. 6977 or "Magna Carta for Micro,
Small, and Medium Enterprises (MSMEs)" defined MSMEs as any industry,
agribusiness, or service-related business activity or enterprise, whether a sole
proprietorship, cooperative, partnership, or corporation, whose total assets, including
those resulting from loans but excluding the land on which the specific business entity's
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office, plant, and equipment were located, must also have value falling under or not more
than ₱3,000,000 for micro, ₱3,000,001–₱15,000,000 for small, and ₱15,000,001–
₱100,000,000 for medium enterprises.
The marketing mix was the collection of promotional strategies or tactics used by
a company to appeal to and satisfy its target market or client base. The 7Ps of Marketing,
also known as the Service Marketing Mix, was a development of the conventional
marketing mix, sometimes referred to as the 4Ps of Marketing and made up of four
components: product, price, place, and promotion. Booms and Bitner's (1981) 4Ps
paradigm is expanded to include People or Participants, Process, and Physical Evidence.
The academic papers and studies up to this date mostly focused on the consumer's
perspective when talking about marketing mix. In the Philippines, no study has been
conducted about the marketing mix, particularly in the food sector. This research aimed
to fill that literature gap by exploring Marketing Mix from the MSME's perspective in the
food industry.
Background of the Problem
The occurrence of coronavirus was officially explained as a pandemic in March
2020. These included viruses such as rock down, prolongs, socialist dance, travel
restrictions, as well as implementing government protocols. People were forced to stay at
home, and some companies are instructed to handle limited capacity. Therefore, micro
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and SME (MSMES) dramatically struggled in the food industry, some of which
temporarily closed or were forced into bankruptcy during this pandemic.
As of September 10, 2020, more than 2 million COVID-19 cases have been
enrolled in the Philippines. This hindered economic recovery and make businesses more
vulnerable. In an annual review report by the Commission of Audit Board (COA),
Quezon City reported revenues of PHP 20,876,621,825 in 2018 and PHP 23,322,578,869
in 2019, an increase of 10.4%. Annual general income in 2020 is PHP 24,024,463,055,
just 3% higher than the general income in 2019 in Quezon City's MSME sector.
MSMEs, or micro, small, and medium-sized businesses, were regarded as the
foundation of our economy. According to the Department of Trade and Industry (DTI), it
made up 99.5% of all firms in the Philippines, with 14.07% of them being in the food
sector.
This research would know the marketing mix (7P’s) practices of MSMEs in the
food industry during the COVID-19 pandemic in Batasan Hills, Quezon City. According
to Quezon City Information Technology Development Department (QC-ITDD), there
were 115 MSME’s registered as of 2021 in District 2 Batasan Hills Quezon City based
on the study Economic Profile and Development which emphasized the subsectors of
labor and employment, family income and spending, trade, industry, and tourism.
Additionally, the study looked at the marketing mix, which included product, pricing,
place, people, promotion, process, and physical evidence, to determine the strengths and
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weaknesses of MSMEs in the food business during the COVID-19 Pandemic. 89 eligible
respondents received an online survey questionnaire.
Statement of the Problem
This research aimed to know the marketing mix (7Ps) practices of the MSME’s in the
food industry during the COVID-19 Pandemic in Batasan Hills, Quezon City.
Specifically, it sought to answer the following:
1. What is the profile of the MSME’s in terms of:
1.1. Years of operation;
1.2. Number of employees; and,
1.3. Monthly Sales?
2. What is the MSME’s Marketing Mix (7P’s) practices during the COVID-19
Pandemic in terms of:
2.1. Product;
2.2. Price;
2.3. Place;
2.4. People;
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2.5. Promotion;
2.6. Process; and,
2.7. Physical Evidence?
3. What marketing mix is prioritized by the MSME’s during the COVID-19 Pandemic?
4. Is there a significant difference in the respondents’ assessment on the marketing mix
(7Ps) when analyzed by their profile?
Hypothesis H0: There was no significant difference in the respondents’ assessment of the
marketing mix (7Ps) when analyzed by their profile.
Objective of the study
1. To know the profile of the MSME’s in terms of years of operation, and monthly
sales
2. To know the MSME’s Marketing Mix (7P’s) practices during the COVID-19
Pandemic in terms of product, price, place, people, promotion, process, and
physical evidence
3. To identify what marketing mix is prioritized by the MSME’s during the COVID-
19 Pandemic
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4. To analyzed If there is a significant difference in the respondents’ assessment on
the marketing mix (7Ps) when grouped according to their profile
Significance of the Study
The result of this study would be beneficial for the following:
To the Department of Trade and Industry, the outcome of this research would be
able to help to produce and innovative ideas on their program about assisting the
MSME’s entrepreneurs in the Philippines.
To the entrepreneurs/future entrepreneurs, the result of the study would serve as
their reference or guide on how to thrive or run their business during crisis like a
pandemic.
To the researcher, this research could also be a guide to those who are planning
to do a paper related to the subject.
The results from this study could also be used to draw a recommendation to
MSMEs existing policies and regulations in the Philippines.
Scope and Limitations
This research would solely focus on MSMEs in the food sector that was
established on or before January of 2019. This study was conducted in Batasan Hills,
Quezon City Philippines by which researchers used a random sampling technique and
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conducted a survey using an online questionnaire. The population was based on the
Quezon City Information Technology Development Department (QC-ITDD).There were
115 MSME’s registered as of 2021 in District 2 Batasan Hills Quezon City.
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
The relevant literature that the researchers looked at to support and validate the
quantitative study was in-depth analyzed in this chapter. At the beginning of this review
of the literature, the key terms and ideas used in this study were defined. An overview of
earlier research on the 7Ps Marketing Mix, MSMEs, innovation in the food industry, and
various points of view and views that were based on the 7Ps Marketing Mix follows. The
Concepts, findings, hypotheses, and conceptions from scholarly worked on the subject
would be provided to provide a full background of the study and to support the aim of the
research in this project.
Marketing Mix Practices of the MSMEs in the Food Industry
McCarthy's 4P mix was getting increasingly criticized, and different marketing
mixes were proposed for many marketing scenarios. Several ad hoc conceptualizations,
according to him, were eroding the marketing mix notion. He suggested extending the
Boom and Bitner 7P mix to services in other marketing areas. We ouldl show you how to
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apply the 7P framework to consumer products and report on the findings of marketers in
the UK and Europe. This suggested that 4P had a prominent level of dissatisfaction.
A corporation employed the service marketing mix, a blend of different service
marketing components, to communicate with its internal team and with its consumers.
There were seven Ps in the mix. Products, costs, location, advertising, personnel,
procedures, and tangible proof. Similar to how it worked with items, the service
marketing mix puts the company's services into practice. The first 4Ps overseen product
marketing, and the remaining 3Ps focused on enhancing service as well as client
pleasure. Since 7P's invention of the Marketing Mix, the 4Ps had been linked to it
(McCarthy, 1960).
Product is the degree to which a service provider creates a comprehensive
service offering to fulfill client and market demands. According to operational
definitions, it refers to providing high-quality services that are branded introducing new
services and providing excellent customer service. It also describes what the business
creates, whether it be a service, a product, or a combination of both, and is made to fulfill
the client's essential needs. A car, for example, meets the need for transportation (Allen,
2020).
Price is operationally defined as the volume of pricing processes and activities a
service provider engages in when determining a service price. Low prices equate to a
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value brand, therefore pricing must be decided upon while also considering competition,
as price is a crucial determinant of placement in the market against competitors (Allen,
2020).
Promotion in our marketing in order to create awareness, interest, desire, or
action in customers, messages must be communicated to them regardless of where they
are in the buyer's journey (Allen, 2020). It can also refer to how much a service
organization incorporates promotion-related elements into the creation of its service
promotion plan.
Place highlights the decisions that need to be considered in this component of the
marketing mix in relation to the distribution chain's intermediaries (if any), as well as the
logistics of getting the product or service to the client, including storage and
transportation (Allen, 2020). Another definition is the extent to which a service
organization uses distribution activities and channels while developing a service
distribution strategy (Friars et al.,). As part of developing a service distribution plan, it
can also refer to the extent to which a service organization employs activities and
channels of distribution (Friars et al,).
In the late 70's, it was widely announced by marketers that the marketing mix
needed to be updated to include more components. This created Booms & Bitner's
enhanced marketing mix in 1981, adding three new components to the 4P principles.
Therefore, the 7 P Marketing Mix Models. The 7 expanded Ps are:
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People (the service providers) is characterized as the degree to which a service
provider carries out business with a focus on satisfying the needs of its clients and places
the customer at the center of corporate operations (Drucker, 1968; Zeithaml et al., 1985)
They interact with them and take on the role of the "face" of the business throughout the
customer's journey. Maximizing their understanding of the company's products and
services and how to use them, as well as their access to critical information and overall
perspective (Allen, 2020).
Process is the extent to which a service business has developed a rigorous, client-
centered procedure for effective service delivery. The actual processes, mechanisms, and
activity flows by the "process dimension" refers to the manner in according to Booms
and Bitner (1981), operationally, it is defined in terms of (Cowell, 1984; Shostack, 1984;
Zeithmal et al., 1998).
Physical Evidence delivers unmistakable proof of the caliber of the service a
company is providing. When a client wants some assurance following their first purchase
from the firm or when they must pay for a service before receiving it, it can be extremely
beneficial (Allen, 2020). It can also refer to how driven a service provider is to provide a
welcoming environment for its staff (Booms and Bitner, 1981).
Additionally, Kotler (2003) claimed that a factor controlling the market is the
marketing mix. customer-pleasing variable that satisfies demand from customers. The
marketing mix is a key element in establishing the flow or managing the marketing
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process, claims a different source (Roungrujira, 2000, p. 29). A company must create a
suitable marketing mix before constructing a marketing plan.
According to Kuharojananont (2002, p. 16), the marketing mix is a variable that
may be changed or modified to fit the appropriate context. To ensure the survival of the
firm or to respond to the needs of the target market's consumers and to make them
satisfied and content (Saereerat, 1998).
These are important elements in the promotion of goods and services. The seven
Ps can be applied to sales optimization with a target market, product evaluation, and
business venture planning. It can also be used to test your present marketing plan with
your target market. Also, the 7P framework as a general marketing mix shows that it is
already highly favored by both respondent groups. The marketing mix, also known as the
7Ps, is how this mix approach is applied, coordinated, and appropriately designated to
place the company firmly in the minds of its customers. We may set ourselves apart from
rivals with a solution that satisfies customer wants, which is what marketing is all about.
Francis and Bessant's 2005 suggestion suggested that four different types of
improvements could be advantageous for the food industry. In terms of products,
methods, viewpoints, and paradigms, these are referred to as innovations. They are
explained;
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Product innovation, alterations to the goods (products/services) that a company
provides.
Process innovation, changes in the production and delivery of goods
(products/services).
Position innovation, alterations to the environment in which goods and/or
services are first offered.
Paradigm Innovation, alterations to the underlying mental models that underpin
the organization's work.
Strategic Marketing Practices during the COVID-19 Pandemic of MSMEs in the
Food Industry
Economic activity has been severely impeded by the lockdowns (Enhanced
Community Quarantine, Modified Enhanced Community Quarantine, and General
Community Quarantine, or ECQ, MECQ, and GCQ) implemented by the Philippine
government to stop the spread of COVID-19. Significant income losses resulted from
business closures and employee layoffs. The economy shrank by 9.5 percent in 2020 due
to decreases in household spending and investment [Laforga 2021].
This literature review explored the coping strategies used by MSMEs in the food
sector in challenging times where sales or income were unstable, and opportunities were
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limited. As such, the review of the SME Competitiveness Grid framework of the
International Trade Centre (ITC). Resilience was analyzed using the following three
pillars:
1) Capacity to compete: The company's present operations and efficiency in
terms of cost, time, quality, and quantity are the primary emphasis of the
first pillar. This idea also holds true for the immediate household and
commercial context. The static component of competition is referred to as
“competitiveness”. Use of internationally recognized quality certificates
(business capabilities), readily available technology infrastructure
(immediate business environment), and efficient customs clearance are
some examples of driving forces (macro environment).
2) Capacity to connect: The gathering and application of knowledge and
information is the focus of the second pillar. This is an endeavor to gather
information that enters the company (such as consumer profiles,
preferences, and needs) and to make it easier for information to leave the
enterprise (e.g. marketing and advertising). Refers to. Contact with
business chambers, trade associations, and other TISIs is part of the direct
business community. The availability of ICT infrastructure is the main
factor in connectivity at the national level. Although network function is
not strictly a time-sensitive phenomenon, there are two pillars of static and
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dynamic competitiveness since information collection and utilization are
essential to current and future competitiveness. It provides a crucial
connection between.
3) Capacity to change: The third pillar is concerned with
how well businesses can innovate by investing in their people and
financial resources and changing as a result of or in advance of dynamic
market dynamics. The dynamic elements of competition are included in
this. External influences shift quickly. There is only uncertainty 201, after
all. Competitiveness is defined in this context by adaptation and
resilience. Events that necessitate strategic adjustment include industry
stages, disruptive or game-changing breakthroughs, rising competition,
and exchange rate swings. New market trends, rival strategies, business
opportunities brought on by new infrastructure or technology, and the
interpretation of governmental directives are a few examples of
capabilities of change.
According to ITC [2020], enterprises that were more competitive prior to the
pandemic were less harmed. Those that were more engaged to their whole business
environment also had better access to the information and assistance they needed to
survive. Firms with better flexibility in terms of skills, innovation, and economic
management were also more likely to use resilient or agile coping mechanisms.
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Synthesis
The growth of the global economy and corporate activity has been hampered by
the spread of the health crisis brought on by the coronavirus (COVID-19) pandemic and
the deployment of protective measures (such as quarantines, regional lockdowns, and
social seclusion) to contain it. The global economy began a recession in March 2020,
according to the International Monetary Fund (IMF), and the consequences could be
worse than those of the global fiscal crisis of 2009. (Georgieva, 2020). Although the IMF
predicts a recovery or significant rebound in 2021, this extraordinary crisis has had an
impact on numerous business-to-business (B2B) enterprises of all sizes and in a variety
of industries (Cortez and Johnston, 2020). Managers of B2B enterprises have also started
preparing backup plans to get through this pandemic catastrophe (Ritter).
Philippines was no exception to this pandemic crisis as GDP shrinks 9.5% in
2020, which was currently the worst economic. Since it started providing growth figures
shortly after World War II in 1947, there hasn't been a recession. Micro, small, and
medium enterprises (MSMEs) comprised 99.5% of the total number business nationwide
according to the Department of Trade and Industry (DTI). Hence, MSMEs were severely
affected and are struggling due to this pandemic crisis.
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Marketing strategy refers to a company's overarching approach for connecting
with potential customers and persuading them to purchase its products or services. Key
brand messages, customer demographic information, firm value propositions, and other
high-level components were all included in marketing campaigns. Thorough marketing
strategies included marketing "seven Ps" of products, prices, place, people, processes,
promotion, and physical evidence.
These were crucial factors involved in the marketing of goods and services. The
7Ps consist of products, prices, promotions, place, people, processes, and physical
evidence when trying to plan a new business endeavor, assess a current product, or
increase sales among a target market. Additionally, you may utilize it to compare your
present marketing approach with your target audience.
Marketing strategies were also a comprehensive plan designed to achieve a
company's marketing goals. One of these marketing goals was to reach more consumers
and ensure higher sales. Target market selection was particularly important.
A study by Anahita Baregheh, Jennifer Rowley, Sally Sambrook, Daffyd Davies,
(2012) "Innovation in food sector SMEs" posits that SMEs in the food industry were
more interested in packaging, position, and paradigm shifts than new products and
processes. Additionally, they gave incremental innovation more importance than radical
innovation. When it comes to the features of innovation, SMEs frequently concur that the
development of new ideas and innovative personnel is more significant than the many
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other aspects that impact the direction of innovation. It was an effort to nurture. The
survey method for this survey was a performed a survey-based survey to gather
information from SMEs in the UK food industry. Previous studies on the nature and
degree of innovation as well as the traits of the ability to innovate had an impact on the
questionnaire's design. Surveys were distributed and collected manually and online to
optimize responses. SPSS was used to analyze the 221 available replies that were
obtained. The 7 Ps of Innovation concept has been employed as a business strategy in the
Philippines for a long time, despite the fact that the poll was performed in the United
Kingdom.
Government took the initiative to support MSMEs during Covid-19 crisis, with
the support of Department of Trade and Industry (DTI) which eased some worries of the
entrepreneurs on their failing businesses. This somehow boosted the confidence of some
entrepreneurs to cope with the situation. Some even discovered new opportunities and
means of marketing due to the pandemic. Just went to show that Filipino entrepreneurs
were resilient and strategic.
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Conceptual Framework
INPUT PROCESS OUTPUT
1.What is the profile of the Administering

MSME’s in terms of: survey
1.1.Form of business; questionnaires
Marketing Mix
1.2.Years of operation; (7p’s) Practices Of
1.3.Number of employees; and, Organization of The Micro, Small,
1.4.Monthly Sales? respondent’s
responses.
And Medium
2.What is the MSME’s Marketing Enterprises In The
Mix (7P’s) practices during The Statistical analysis Food Industry
COVID-19 Pandemic in terms of: of data
2.1.Product;
During Covid-19
2.2.Price; Pandemic In
2.3.Place; Batasan Hills,
2.4.People;
2.5.Promotion;
Quezon City
2.6.Process; and,
2.7.Physical Evidence?
3.What marketing mix is prioritized

by the MSME’s during the COVID-
19 Pandemic?
4.Is there a significant difference in

the respondents’ assessment on the
marketing mix (7Ps) when analyzed
by their profile?
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Theoretical Framework
This study was based on research done by Mamoun N. Akroush in 2010, in which
he looked at the generalizability of the services Marketing Mix Paradigm (SMM) and
7Ps proposed by Boom and Bitner in 1981, as well as the impact of SMM on the
financial performance of Jordan's services organization. Only five of the SMM's seven Ps
were empirically applicable to the Jordanian environment, is based on the findings of the
confirmatory and exploratory factor analyses. The results of the structural pathways
analysis showed that the 5Ps of SMM had a significant and positive impact on the
performance of Jordan's service organizations. The outcomes also demonstrated that the
3 most potent predictors of performance using the 5Ps model were personnel (the service
providers), service cost, and distribution of services.
The fact that the extended 3Ps of SMM—people, process, and physical evidence
—have added just one ingredient, "people," as opposed to the 4Ps of traditional
marketing mix, which theoretically promised to include four aspects, is an intriguing
outcome. Managers should implement the 5Ps of SMM, which should include the
extended 3Ps, in order to reach their performance goals (people, process, and physical
evidence).
In this study, 7Ps marketing mix was used as a guide to assess the MSME in the
food industry in terms of product, price, place, people, promotion, process, and physical
Evidence. It also determined if there was significant difference in the respondents'
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assessment when grouped according to their profile. Respondents would be given a series
of questions inline to the definition of each p’s in 7p’s marketing mix.
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Chapter 3
RESEARCH METHODOLOGY
Method of Research
The quantitative research method was chosen for this study as it is "a method of
learning about a certain population, often known as a sample population. In order to
answer questions about the sample population, quantitative research uses data that was
observed or quantified (Allen, M., 2017). An analysis of variance (ANOVA), which
determined if there was a statistically significant difference between groups but did not
specify which groups differed significantly, is frequently used to gauge the significance
of a finding. In other words, if the test was significant, it implied that at least one pair of
means was different, but it was ambiguous as to which pair or pairs. More testing was
necessary as a result. The test's name derives from the idea that one could infer
conclusions about means by analyzing variance (Mishra et al., 2019).
Population, Sample Size, and Sampling Technique
In this section, the population, the sample size, and the sampling technique agreed
upon would be elaborated. According to Quezon City Information Technology
Development Department (QC-ITDD) there were 115 MSME’s registered as of 2021 in
District 2 Batasan Hills Quezon City.
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Table 3.1
Population and Sample Size
Location Population Sample Size
MSMEs food sector in

115 89
Batasan Hills, Quezon City
The population was based from the data given by Quezon City Information
Technology Development Department (QC-ITDD) on the year 2021, where 115 MSMEs
under food sector in District 2 Batasan Hills, Quezon City were identified.
Slovin’s formula was written as:
Where:
n = the number of samples needed
N = total population
e = error tolerance or margin of error
Margin of error (e) was five percent (5%) and the total population of the MSMEs
in food sector in Batasan Hills, Quezon City was 115. Hence, the formula would be:
Making the sample size of 89 establishments.
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Description of the Respondents
The Respondents of this study were employees or owners of MSMEs in the food
sector that were established on or before January of 2019 in Batasan Hills, Quezon City,
Philippines. This may range from sari-sari (mom and pop) stores, food stalls, to
restaurants.
Research Instrument
To gather data from the qualified respondents, researchers employed an online survey
questionnaire. Three sections made up the survey. The first inquired about the MSME's
profile. The marketing mix (7Ps) practices were covered in the second section along with
Likert scale answers. The priority level of the marketing mix was included in the third
section.
Data-Gathering Procedure
The researchers completed the study while taking ethical factors into account,
especially when requesting responders, participants, and school administrators for their
approval. All respondents got a permission form outlining they have the freedom to leave
the study whenever they want.Given that the respondents and participants were business
managers and owners, complete anonymity was guaranteed.
Researchers distributed an online survey questionnaire to collect information
from the 89 qualified respondents.
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Statistical Treatment of Data
Researchers used descriptive statistics to treat and analyze data in order to
provide the gathered information in a straightforward numerical or visual format.
1. Slovin’s formula. For identifying sample size, researchers used Slovin’s formula
as the statistical analysis a tool for figuring out how big a sample of a population
needs to be for the study. As nothing about the behavior of a population was
known at all, using the formula, researchers could produce a sufficient sample
size to investigate a population without having to examine every member
individually.
Slovin’s formula is written as:
Where:
n = the number of samples needed
N = total population
e = error tolerance or margin of error
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Margin of error (e) was five percent (5%) and the total population of the MSMEs
in food sector in Batasan Hills, Quezon City was 115. Hence, the formula would be:
Making the sample size of 89 establishments.
2. Frequency and Percentage Distribution. To organize the data and to determine
the percentage of the socio-demographic profile of the respondents. Where
formula:
Where:
% = percent
= Frequency
N = Total
To find the average or central value of other socio-demographic profile of the
respondents (e.g. salary or income, number of years in business, etc.) the Mean is
calculated by using the formula:
Where:
= mean
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=Sum of all data values
N = Number of data values
To find the middle value of the given list of data, when arranged in an order the
Median was calculated. If the total number of data values given was odd, then the
formula to calculate the median was:
Where:
= median
= lower limit of assumed median that can be determine by the
expression
= cumulative frequency just below the assumed median
= corresponding frequency
= class interval
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To find the most common or frequent observation/data in the dataset, the
Mode was calculated by using the formula:
Where:
= mode
= lower boundary of the modal class
= difference between the frequency of the modal class and
the frequency above it, when the scores were arranged from lowest to highest
= difference between the frequency of the modal class and the
frequency below it, when the scores were arranged from lowest to highest
size of the class interval
A large enough sample size to study a population without having to look at each
individual person.
ANOVA was employed in the study to look for important differences. The Anova
test analyzed the variation between the sample means as well as the variation within each
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sample. One-way Anova test statistics are represented by the formula listed below:
3. Where,
F = Anova Coefficient
MSB = Mean sum of squares between the groups
MSW = Mean sum of squares within the groups
MSE = Mean sum of squares due to error
SST = total Sum of squares
p = Total number of populations
n = The total number of samples in a population
SSW = Sum of squares within the groups
SSB = Sum of squares between the groups
SSE = Sum of squares due to error
s = Standard deviation of the samples
N = Total number of observations
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Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter provided an overview of the results and analysis of quantitative data,
the preparation of questionnaires, and the results and analysis of the survey. A
comprehensive description of the survey method could be found in Chapter 2.
Demographic and Descriptive Data
Profile of MSME’s
Table 4.1. Profile of MSME Respondents in terms of Monthly Sales
Monthly Sales Frequency Percentage (%)

Php. 0-Php. 10,000 43 48.32
Php. 10,001-Php. 30,000 23 25.84
Php. 30,001-Php. 50,000 9 10.11
Php. 50,001-Php. 70,000 14 15.73
Total 89 100

Table showed the frequency and percentage distribution of MSME respondents in
terms of their monthly sales. It was shown that majority of the respondents have monthly
sales of PHP. 0-10,000 which is 48.32% (43). The Philippine used two factors to define
MSMEs, including asset size and employment (P & L Law, 2020). Not more than PHP
for micro. Three Million, Small PHP 300,001 - PHP. Medium PHP and 15,000,000.
15,000,001 - PHP. 100,000,000 total assets annually including arising from the loan.
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There were 25.84% (23) respondents who had monthly sales of PHP. 10,001-PHP.
30,000, 15.73% (14) who have PHP. 50,001-PHP 70,000 and there are 10.11% (9) who
have monthly sales of PHP. 30,001-Php. 50,000.

Table 4.2. Profile of MSME Respondents in terms of Number of Years in the
Operation
Number of Years in the

Frequency Percentage (%)
Operation
1 to 3 years 67 75.28
4 to 6 years 15 16.86
7 to 9 years 1 1.12
10 years and above 6 6.74
Total 89 100

Table showed the frequency and percentage distribution in terms of their number
of years in the operation. It was shown that most of the respondents were in the business
operation for 1 to 3 years which was 75.28% (67). As COVID-19 Pandemic greatly
affected the economy of the Philippines, government took the initiative to help Filipinos
in sustaining and building small businesses during the time of crisis (AP Conoza,2020).
MSMEs evolving under new normal (Shinozaki, and Rao, 2021) because of new
establishments and businesses that coping up to contactless community. There were
16.86% (15) respondents who were in the business operation for 4 to 6 years, 6.74% (6)
who were in the operation for 10 years and above and there was 1.12% (1) who were in
the business operation for 7 to 9 years.
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MSME’s Marketing Mix (7Ps) Practices during the COVID-19 Pandemic
Table 4.3 MSME Respondents’ Marketing Mix Practices during the COVID-19
Pandemic in terms of Product
Weighted Verbal Frequency Rank

Statements
Mean Interpretation
We are building
reputation by 37 3
providing 3.49 Occasionally
distinctive
service quality
We are
constantly trying 43 1
to introduce new 3.31 Occasionally
services or
product
We have well
established 39 2
strategy for 3.45 Occasionally
developing new
services
Overall 3.42 Occasionally
Legend: “1.00-1.50 Never”, “1.512.50 Rarely”, “2.51-3.50 Occasionally”, “3.51-4.00
Very Frequently”.
Table showed the respondents’ marketing mix practices during the COVID-19
pandemic in terms of product. It was shown that on overall, the MSME respondents were
practicing this kind of marketing mix occasionally with an overall weighted mean of
3.42. The statements “We are building reputation by providing distinctive service
quality” (3.49), “We are constantly trying to introduce new services or product” (3.31)
and “We have well established strategy for developing new services” (3.45) under
product marketing mix were practiced occasionally among MSME respondents. A
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product/ service was considered a set of features that enhanced customer satisfaction
(Kotler, Bowen, and Makens, 1996). Although this might not be customer-focused
(depending on the customer), the strategy was really to introduce more features in the
hopes that they would increase customer pleasure (McNeill,2000).
Pandemic in terms of Price

Statements
Mean Interpretation
Pricing our services
based on the prices in 3.47 Occasionally 35 2
the marketplace
Giving discounts to
bulk purchased or to 3.46 Occasionally 26 3
our loyal customer
Pricing our services
based on 39 1
3.24 Occasionally
predetermined rate of
return
Price 3.39 Occasionally
Very Frequently”.
The table showed the respondents’ marketing mix practices during the COVID-19
pandemic in terms of price. It was shown that on overall, the MSME respondents were
3.39. The statements “Pricing our services based on the prices in the marketplace” (3.47),
“Giving discounts to bulk purchased or to our loyal customer” (3.46) and “Pricing our
services based on predetermined rate of return” (3.24) under the price marketing mix
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were occasionally practiced among MSME respondents. The price charged in the product
or service was one of the most important business decisions. Setting price that was too
high or too low would limit your business growth, at worst it might cause serious
problem for your sales and cash flow. (Price your product or service, 2009).

Pandemic in terms of Place

Statements
Mean Interpretation
Our store is place on
commercial site or crowded 3.06 Occasionally 36 1
place
We are using electronic
distribution channels such as 28 2
3.48 Occasionally
internet to deliver our
services
Registering our store address
to google maps to easily 3.28 Occasionally 22 3
locate our store
Place 3.27 Occasionally
Very Frequently”.
pandemic in terms of place. It was shown that on overall, the MSME respondents were
3.27. The statements “Our store was place on commercial site or crowded place” (3.06),
“We were using electronic distribution channels such as internet to deliver our services”
(3.48) and “Registering our store address to google maps to easily locate our store”
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(3.28) under place marketing mix were occasionally practiced among MSME
respondents also. Location played a major role in attracting and retaining customers.
Determining the right location could significantly improve a company's long-term
performance. Poor people could spend millions on lost capital and productivity (J.
Luthor, 2019).

Pandemic in terms of People

Statements
Mean Interpretation
Our customer service should
maintain on aiding our 3.71 Very Frequently 18 3
customer needs
We are using popular
tiktokers, vloggers or social 25 2
2.67 Occasionally
media influence to promote
our product
Having customer contact
employees dressed
(appearance)in a certain way 31 1
3.35 Occasionally
to achieve company image.
Example: Using uniform
color, store logo.
Overall 3.24 Occasionally
Very Frequently”.
pandemic in terms of people. It was shown that on overall, the MSME respondents were
3.24. The statements “We are using popular tiktokers, vloggers or social media influence
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to promote our product” (2.67) and “Having customer contact employees dressed
(appearance)in a certain way to achieve company image. Example: Using uniform color,
store logo” (3.35) were occasionally practiced while statement “Our customer service
should maintain on aiding our customer needs” (3.71) was very frequently practiced
among MSME respondents. Prioritizing customer support and customer experience gives
a chance to the business to turn your unhappy customers into loyal ones. More brand
awareness, brand loyalty, and brand trust are frequently influenced by high quality
assistance. (B. Estay, 2022). That was why choosing right people to represent your brand
were important.
Pandemic in terms of Promotion

Statements
Mean Interpretation
We use the set, bulk
or bundle 40 1
3.35 Occasionally
promotion to boost
our sales
We are paying for
facebook ads or
other social media 2.84 Occasionally 35 2
platforms to
promote
We are investing on
flyers, tarpaulin or
posters for our 32 3
2.99 Occasionally
physical store to
promote our
product
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Promotion 3.06 Occasionally

Very Frequently”.
pandemic in terms of promotion. It was shown that on overall, the MSME respondents
were practicing this kind of marketing mix occasionally with an overall weighted mean
of 3.06. The statements “We use the set, bulk or bundle promotion to boost our sales”
(3.35), “We are paying for facebook ads or other social media platforms to promote”
(2.84) and “We are investing on flyers, tarpaulin or posters for our physical store to
promote our product” (2.99) under promotion marketing mix were occasionally practiced
among MSME respondents also. There are 4 main tools of promotions such as
advertising, sales promotion, public relation and direct marketing (P. Juneja,2015).
Promotion is any communication that attempts to influence people to buy product or
services (S. Ward, 2020).
Pandemic in terms of Process

Statements
Mean Interpretation
We are using eco-friendly
materials in serving our 3.49 Occasionally 52 3
product
We are maintaining the proper
hygiene and use protective 3.78 Very Frequently 75 1
gears in making our product.
Our product is properly 3.71 Very Frequently
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handled to avoid cross 70 2

contamination
Overall 3.66 Very Frequently
Very Frequently”.
pandemic in terms of process. It was shown that on overall, the MSME respondents were
practicing this kind of marketing mix very frequently with an overall weighted mean of
3.66. The statements “We are maintaining the proper hygiene and use protective gears in
making our product” (3.78) and “Our product is properly handled to avoid cross
contamination” (3.71) were very frequently practiced while statement “We are using eco-
friendly materials in serving our product” (3.49) was occasionally practiced among
MSME respondents. Process can bring customer confidence to the product they are
purchasing. It also brings consistency and help deliver as per customer requirement.
Process also enable planning and help with monitoring and audits (P. Kumar, 2019).
Maintaining and assuring consistent Process would help small business handle
predictable outcomes.
Pandemic in terms of Physical Evidence

Statements
Mean Interpretation
We put extra effort
on our store’s 3.47 Occasionally 51 3
interior design
Our packaging 3.60 Very Frequently
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consists of our logo

to distinguish our 64 2
store’s identity and
our contact details
We surely give our
customer the same 70 1
3.70 Very Frequently
exact image on the
ads and menu
Overall 3.59 Very Frequently
Very Frequently”.
pandemic in terms of physical evidence. It was shown that on overall, the MSME
respondents were practicing this kind of marketing mix very frequently with an overall
weighted mean of 3.59. The statements “We surely give our customer the same exact
image on the ads and menu” (3.70) and “Our packaging consists of our logo to
distinguish our store’s identity and our contact details” (3.60) were very frequently
practiced while statement “We put extra effort on our store’s interior design” (3.47) was
occasionally practiced among MSME respondents. Physical Evidence provides tangible
cues of the quality experience that business is offering. It can be useful for the new
customer and need some reassurance (A. Allen, 2020). Entrepreneurs putting great effort
to this would surely love by customers and expected to have repeat customers.
Table 4.10 Marketing Mix that is Prioritized by MSME Respondents during the COVID-19 Pandemic
Weighted Verbal Frequency Ranking
Statements
Mean Interpretation
Product 3.72 High Priority 65 1
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Price 3.61 High Priority 56 6

Place 3.58 High Priority 53 7
People 3.69 High Priority 62 3
Promotion 3.62 High Priority 56 5
Process 3.66 High Priority 61 4
Physical Evidence 3.71 High Priority 64 2
Overall 3.65 High Priority
Legend: “1.00-1.50 Not a Priority”, “1.512.50 Low Priority”, “2.51-3.50 Medium
Priority”, “3.51-4.00 High Priority”.
The table showed the marketing mix that was prioritized by the respondents. It
was shown on overall that the seven-marketing mix presented on the previous results
were high priority among MSME respondents with an overall weighted mean of 3.65.
The marketing mix with the highest weighted mean which describe the higher level of
priority among respondents were Product (3.72) and Physical Evidence (3.71) while the
marketing mix with the lower weighted means with the lower level of priority from the
respondents were Place (3.58) and Price (3.61). Respondents prioritized Product over the
6, since it was important element in attaining success in market. Businesses who were
able to deliver their product in accordance with customer’s needs their business would be
widely accepted (Commerce Mates, 2018). On the other hand, the least priority of
respondents was the Place. It could also prove that there was stiff competition in places
in the Philippines for example, opening a milktea shop along your street with three
another milktea shops as your competitors. Without proper location or place to your
business could lead to closure or less profit since your target customer (neighbors) would
be divided.
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Significant Difference in the Assessment on Marketing Mix (7P’s) when

Respondents were Grouped According to Profile
Table 4.11 ANOVA: Significant Difference in the Assessment on Marketing

Mix (7P’s) when Respondents were Grouped According to Monthly Sales
Indicators Monthly Sales Mean p-value Decision Remarks

Php. 0-Php. 10,000 3.38
Php. 10,001-Php.
3.54
30,000
Product Php. 30,001-Php. 0.535 Accept Ho Not Significant
3.22
50,000
Php. 50,001-Php.
3.48
70,000
Php. 0-Php. 10,000 3.43
Php. 10,001-Php.
3.39
30,000
Price Php. 30,001-Php. 0.739 Accept Ho Not Significant
3.19
50,000
Php. 50,001-Php.
3.38
70,000
Php. 0-Php. 10,000 3.06
Php. 10,001-Php.
3.09
30,000
Promotion Php. 30,001-Php. 0.975 Accept Ho Not Significant
2.96
50,000
Php. 50,001-Php.
3.07
70,000
Php. 0-Php. 10,000 3.15
Php. 10,001-Php.
3.48
30,000
Place Php. 30,001-Php. 0.285 Accept Ho Not Significant
3.22
50,000
Php. 50,001-Php.
3.36
70,000
People Php. 0-Php. 10,000 3.26 0.790 Accept Ho Not Significant
Php. 10,001-Php.
3.22
30,000
Php. 30,001-Php. 3.07
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50,000
Php. 50,001-Php.
3.36
70,000
Php. 0-Php. 10,000 3.63
Php. 10,001-Php.
3.86
30,000
Process Php. 30,001-Php. 0.209 Accept Ho Not Significant
3.44
50,000
Php. 50,001-Php.
3.57
70,000
Php. 0-Php. 10,000 3.55
Php. 10,001-Php.
3.71
30,000
Physical
Php. 30,001-Php. 0.309 Accept Ho Not Significant
Evidence 3.30
50,000
Php. 50,001-Php.
3.69
70,000
Note: “Significant if p-value is less than or equal to 0.05, otherwise, Not Significant”.
The table showed the significant difference in the assessment of MSME
respondents on the marketing mix (7P’s) when they were grouped according to their
monthly sales. Result shows a p-value on Product (0.535), Price (0.739), Promotion
(0.975), Place (0.285), People (0.790), Process (0.209) and Physical Evidence (0.309),
which were all greater than the 0.05 level of significance. This led on accepting the null
hypothesis which implied a non-significant result. This indicated that there was no
significant difference in the assessment of MSME respondents on the marketing mix
(7P’s) when they were grouped according to their monthly sales.
Table 4.12 ANOVA: Significant Difference in the Assessment on Marketing Mix

(7P’s) when Respondents were Grouped According to Number of Years in the
Operation
Indicators Number of Years Mean p-value Decision Remarks
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1 to 3 years 3.39
4 to 6 years 3.51
Product 0.684 Accept Ho Not Significant
7 to 9 years 4.00
10 years and above 3.44
1 to 3 years 3.37
4 to 6 years 3.56
Price 0.506 Accept Ho Not Significant
7 to 9 years 3.67
1 to 3 years 3.03
4 to 6 years 3.22
Promotion 0.735 Accept Ho Not Significant
7 to 9 years 2.67
1 to 3 years 3.26
4 to 6 years 3.29
Place 0.951 Accept Ho Not Significant
7 to 9 years 3.00
1 to 3 years 3.18
4 to 6 years 3.44
People 0.436 Accept Ho Not Significant
7 to 9 years 3.67
1 to 3 years 3.62
4 to 6 years 3.80
Process 0.672 Accept Ho Not Significant
7 to 9 years 3.67
1 to 3 years 3.55
Physical 4 to 6 years 3.80
0.402 Accept Ho Not Significant
Evidence 7 to 9 years 4.00
Note: “Significant if p-value is less than or equal to 0.05, otherwise, Not Significant”.
The table showed the significant difference in the assessment of MSME
respondents on the marketing mix (7P’s) when they were grouped according to their
number of years in the operation. Result shows a p-value on Product (0.684), Price
(0.506), Promotion (0.935), Place (0.951), People (0.436), Process (0.672) and Physical
Evidence (0.402), which were all greater than the 0.05 level of significance. This led on
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accepting the null hypothesis which also implied a non-significant result. This indicated
that there was no significant difference in the assessment of MSME respondents on the
marketing mix (7P’s) when they were grouped according to their number of years in the
operation.
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Chapter 5
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
In the previous chapter, we discussed the analysis and interpretation of data
obtained from online surveys using Google Forms. This chapter provided a brief
summary of the research project and recommendations made.
Summary of the Findings
The purpose of this study was to assess the MSMEs prioritized marketing mix
and to check if there was a significant difference in the respondents’ assessment on the
marketing mix (7Ps) when analyzed by their profile. Researchers have distributed an
online survey questionnaire to 89 qualified respondents. The survey consisted of 3 parts.
The first part asked about the profile of the MSME. The second part was about the
marketing mix (7P’s) practices with Likert scale responses. The third part included the
priority level of the marketing mix.
1.) Socio-demographic profile of the respondents:
Majority of the respondents were 18-25 years old which is 76.4% (68).
Most of the respondents were college graduate which tallies to 61.8% (55).
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For the monthly sales, majority of the respondents have monthly sales of PHP. 0-10,000
which was 48.32% (43). It was shown that most of the respondents were in the business
operation for 1 to 3 years which was 75.28% (67).
2.) Marketing mix (7P’s) practices
In terms of product, overall, the MSME respondents were practicing this kind of
marketing mix occasionally with an overall weighted mean of 3.42. The statement with
highest mean was “We are building reputation by providing distinctive service quality”
(3.49).
In terms of price, overall, the MSME respondents were practicing this kind of
highest mean was “Pricing our services based on the prices in the marketplace” (3.47).
In terms of place, overall, the MSME respondents were practicing this kind of
the lowest mean was “Our store is place on commercial site or crowded place” (3.06).
In terms of people, overall, the MSME respondents were practicing this kind of
the lowest mean is “We are using popular tiktokers, vloggers or social media influence to
promote our product” (2.67).
In terms of promotion, overall, the MSME respondents were practicing this kind
of marketing mix occasionally with an overall weighted mean of 3.06. The statement
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with the highest mean was “We use the set, bulk or bundle promotion to boost our sales”
(3.35).
In terms of process, overall, the MSME respondents were practicing this kind of
marketing mix very frequently with an overall weighted mean of 3.66. The statement
with the highest mean was “We are maintaining the proper hygiene and use protective
gears in making our product” (3.78).
In terms of physical evidence, overall, the MSME respondents were practicing
this kind of marketing mix very frequently with an overall weighted mean of 3.59. The
statement with the highest mean was “We surely give our customer the same exact image
on the ads and menu” (3.70).
3.) Marketing Mix that is Prioritized by MSME’s During the COVID-19 Pandemic
It was shown on overall that the seven (7) marketing mix presented on the
previous results were high priority among MSME respondents with an overall weighted
mean of 3.65. The marketing mix with the highest weighted mean which describe the
higher level of priority among respondents are Product (3.72) and Physical Evidence
(3.71) while the marketing mix with the lower weighted means with the lower level of
priority from the respondents are Place (3.58) and Price (3.61).
4.) Significant Difference in the Assessment on Marketing Mix (7P’s) when Respondents
were Grouped According to Profile
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The significant difference in the assessment of MSME respondents on the
marketing mix (7P’s) when they were grouped according to their monthly sales. Result
showed a p-value on Product (0.535), Price (0.739), Promotion (0.975), Place (0.285),
People (0.790), Process (0.209) and Physical Evidence (0.309), which were all greater
than the 0.05 level of significance. This led on accepting the null hypothesis which
implied a non-significant result. This indicated that there was no significant difference in
the assessment of MSME respondents on the marketing mix (7P’s) when they were
grouped according to their monthly sales.
5.) Significant Difference in the Assessment on Marketing Mix (7P’s) when Respondents
were Grouped According to Number of Years in the Operation
The significant difference in the assessment of MSME respondents on the
marketing mix (7P’s) when they were grouped according to their number of years in the
operation. Result showed a p-value on Product (0.684), Price (0.506), Promotion (0.935),
Place (0.951), People (0.436), Process (0.672) and Physical Evidence (0.402), which
were all greater than the 0.05 level of significance. This led on accepting the null
hypothesis which also implied a non-significant result. This indicated that there was no
significant difference in the assessment of MSME respondents on the marketing mix
(7P’s) when they were grouped according to their number of years in the operation.
Conclusion
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The objectives of this research study had been met as they had been outlined. The
aims of this research had been identified and assessed using the Marketing Mix Practices
(7ps) of MSMEs in Food Industry during COVID-19 Pandemic in Batasan Hills, Quezon
City.
In this chapter a summary of research project had been given. The findings as
well as the recommendations for the assessment of Marketing Mix Practices using 7ps of
MSMEs in Food Industry.
1. The Socio Demographic Profile of Respondents showed that most respondents
were 18-25 years old, Student or Fresh College Graduate.
2. MSMEs in Batasan Hills, Quezon City mainly in food sector were new since
majority of them are operating business for 1-3 years.
3. Business owners/managers in Batasan Hills,Quezon Ctiy practiced Marketing
Mix (7ps) to their business, but didn’t know the deeper meaning of this marketing
strategy.
4. On the other hand, place, and price in the lower level of priority assuming the
reason was the stiff competition in the market of MSMEs in Batasan Hills,
Quezon City.
5. There was no significant differences in Assessment on Marketing Mix when
respondents were grouped according to profile in monthly sales and years of
business operation.
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6. The null hyphothesis was accepted, meaning there was no significant differences
in assessment on marketing mix when respondents were grouped according to
profile in monthly sales and years of business operation.
7. MSMEs manager/owners tend to focus only in some marketing mix especially in
product and physical evidence.
Future Directions
Based on the findings laid out and the conclusions drawn, the following future
directions were hereby offered by the researchers.
1. Entrepreneurs/owners/managers should have in-depth
research/planning before starting a business to lessen the chance of
disclosure/bankcruptcy.
2. Department of Trade and Industry/LGUs must conduct trainings,
seminar or workshop every week or month to aspiring business
owners/entrepreneurs.
3. Future entrepreneurs should understand that building business takes
time to plan and to build strategy for a business to be successful.
4. Researchers as a student you should let people know the other
owners/managers/entrepreneur’s experience or insight based on the
findings and conclusion they accumulated.
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5. Future Researchers are encouraged to recreate researches that
correspond along with this study or topic. They may also conduct a more
in-depth study using another set standardized questionnaire for marketing
mix practices particularly 7ps.
Recommendations
The following recommendations were made to strategized marketing practice in
food industry to make it more effective in Batasan Hills, Quezon City.
Recommendation 1
Since majority of monthly sales are PHP. 0 – PHP.10, 000, it was recommended
to at least have a target monthly increase of sales every month to know if the business
was still growing and or not. It would give the owner to make changes in strategy, in
product, in promotion or other factors.
Recommendation 2
For Department of Trade and Industry (DTI), it was recommended to make a
monthly Barangay Small Business Orientation since even though the 7ps marketing mix
are being practiced by some MSMEs, but not all of them understood the importance of it,
as Place ranked 7th or last to be prioritized by the MSMEs. It should be the one of most
important things to consider in building a business.
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Recommendation 3
Future research studies were encouraged to explore 7ps of Marketing in terms of
consumer’s perspective. This was to evaluate whether consumers acknowledge or find
these practices an important factor in their buying decisions. There was also a literature
gap regarding 7ps of Marketing locally. As there were only few Philippine research
studies that discusses the 7ps of marketing framework.
Recommendation 4
The Local Government Units (LGUs) could also organize MSMEs seminars or
convention that could start an engagement about Marketing Strategies like the 7Ps of
Marketing. They could invite business owners, speakers, and academic researchers to
present studies or strategies which could be adopted by MSMEs owners or managers.
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REFERENCES
MDPI and ACS Style

Madeira, A.; Palrão, T.; Mendes, A.S. The Impact of Pandemic Crisis on the Restaurant
Business. Sustainability 2021, 13, 40. https://doi.org/10.3390/su13010040
AMA Style

Madeira A, Palrão T, Mendes AS. The Impact of Pandemic Crisis on the Restaurant
Business. Sustainability. 2021; 13(1):40. https://doi.org/10.3390/su13010040
Chicago/Turabian Style

Madeira, Arlindo, Teresa Palrão, and Alexandra S. Mendes. 2021. "The Impact of
Pandemic Crisis on the Restaurant Business" Sustainability 13, no. 1: 40.

https://doi.org/10.3390/su13010040

https://www.bworldonline.com/covid-19s-impact-on-msmes-what-to-brace-for-and-how-
to-cope/
https://www.dti.gov.ph/archives/news-archives/businesses-explore-online-marketspaces-
covid19/
https://www.statista.com/statistics/1126653/philippines-reasons-for-increasing-online-
purchases-during-covid-19/
https://www.pna.gov.ph/opinion/pieces/372-online-selling-fuels-economic-activity-
during-pandemic-

Lazo, N. (2020, December 15). 10.9 million Filipinos lost jobs, had lower incomes
due to COVID-119 pandemic: ILO. https://news.abscbn.com/business/12/15/20/109-
million-filipinos-lost-jobs-had-lower-incomes-due-to-covid-19-pandemic-ilo

Asian Peoples' Movement on Debt and Development (APMDD). (2020, October8).
The Philippines, Covid-19 and debt: Left alone to deal with the pandemic.
https://www.eurodad.org/
the_philippines_covid_19_and_debt_left_alone_to_deal_with_the_pandemic

PWC Philippines. (2020, May ). Startups and the business impact of COVID-19.
https://www.pwc.com/ph/en/publications/startups-pwc-philippines/startups-covid19.html

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Grab Philippines continues to empower its merchant-partners with new insights, tools,
and solutions
https://www.grab.com/ph/press/others/grabph_mex2021/

Digital Marketing for MSMEs
https://www.manilatimes.net/2021/12/09/business/top-business/digital-marketing-for-
msmes/1825229
Doyle, P. 1999. Managing the Marketing Mix’, in Baker

Michael J (ED), The Marketing Book, Fourth Edition,
Butterworth-Heinemann:301-313.
Doyle, P. and Wong, V. 1998. Marketing and Competitive

Performance: An Empirical Study’, European Journal
of Marketing, 32(5/5):514-535.
Drucker, P. 1968. The Practice of Management’, Pan Books Ltd.
Easingwood, C. and Storey, C. 1996. The Value of MultiChannel Distribution Systems

in the Financial Services
Sector’, The Service Industries Journal, 16(2):223-
241.
Easingwood, C. and Storey, C. 1997. Distribution

Strategies in the Financial Services Sector’, Journal of
Financial Services Marketing, 2(3):211-224.
Kotler, P. (2003). The marketing mix element. Retrieved,

from http://www.icmrindia.org/courseware/Services%20Marketing/SMDS9.html
P&L Law (2020) MICRO, SMALL AND MEDIUM ENTERPRISES: WHAT

BUSINESSES ARE CONSIDERED MSMES https://pnl-law.com/blog/micro-small-
and-medium-enterprises-what-businesses-are-considered-msmes/
How to sustain a business during COVID-19

crisishttps://www.bworldonline.com/special-reports/2020/04/22/290604/how-tosustain-a-
business-during-covid-19-crisis/
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PRODUCT/SERVICES AND QUALITY

https://www2.nau.edu/~rgm/ha400/class/productservice/productservice/textqual.html
Price your product or service

https://www.infoentrepreneurs.org/en/guides/price-your-product-or-service/
Why Is Business Location Important?

https://yourbusiness.azcentral.com/business-location-important-3566.html
What is Promotion?
https://www.thebalancesmb.com/business-promotion-definition-2947189#:~:text=In
%20business%2C%20promotion%20is%20any,their%20message%20to%20that
%20audience.
Essential Features and Importance of Product

https://commercemates.com/essential-features-and-importance-of-product/#:~:text=Key
%20to%20market%20success%3A%20Product,growth%20opportunities%20for%20the
%20business.
APPENDICES
APPENDIX A
Research Questionnaire
Questionnaire
Part I. Socio-Demographic Profile

Age:
o 12-17 years old
o 18-25 years old
o 25 years old and above
Educational Level:
o Basic Education
o High School Graduate
o College Degree
o Master’s Degree
Monthly Sales
o Php. 0 – Php. 10,000
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o Php. 10,001 – Php. 30,000

o Php. 30,001 – Php 50,000
o Php. 50,001 – Php. 70,000
Number of years in business

o 1 to 3 years
o 4 to 6 years
o 7 to 9 years
o 10 years and above
PartII.
Product
We are building reputation by providing distinctive service quality
o Very Frequently
o Occasionally
o Very Rarely
o Never
We are constantly trying to introduce new services or product

o Very Frequently
o Occasionally
o Very Rarely
o Never
We have well established strategy for developing new services

o Very Frequently
o Occasionally
o Very Rarely
o Never
Price
Pricing our services based on the prices in the marketplace
o Very Frequently
o Occasionally
o Very Rarely
o Never
Giving discounts to bulk purchased or to our loyal customer

o Very Frequently
o Occasionally
o Very Rarely
o Never
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Pricing our services based on predetermined rate of return

o Very Frequently
o Occasionally
o Very Rarely
o Never
Promotion
We use the set, bulk or bundle promotion to boost our sales
o Very Frequently
o Occasionally
o Very Rarely
o Never
We are paying for facebook ads or other social media platforms to promote
o Very Frequently
o Occasionally
o Very Rarely
o Never
We are investing on flyers, tarpaulin or posters for our physical store to promote
our product
o Very Frequently
o Occasionally
o Very Rarely
o Never
Place
Our store is place on commercial site or crowded place
o Very Frequently
o Occasionally
o Very Rarely
o Never
We are using electronic distribution channels such as internet to deliver our

services
o Very Frequently
o Occasionally
o Very Rarely
o Never
Registering our store address to google maps to easily locate our store
o Very Frequently
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o Occasionally
o Very Rarely
o Never
People
Our customer service should maintain on aiding our customer needs
o Very Frequently
o Occasionally
o Very Rarely
o Never
We are using popular tiktokers, vloggers or social media influence to promote

our product
o Very Frequently
o Occasionally
o Very Rarely
o Never
Having customer contact employees dressed (appearance)in a certain way to

achieve company image. Example: Using uniform color, store logo.
o Very Frequently
o Occasionally
o Very Rarely
o Never
Process
We are using eco-friendly materials in serving our product
o Very Frequently
o Occasionally
o Very Rarely
o Never
We are maintaining the proper hygiene and use protective gears in making our
product.
o Very Frequently
o Occasionally
o Very Rarely
o Never
Our product is properly handled to avoid cross contamination

o Very Frequently
o Occasionally
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o Very Rarely
o Never
Physical Evidence
We put extra effort on our store’s interior design
o Very Frequently
o Occasionally
o Very Rarely
o Never
Our packaging consists of our logo to distinguish our store’s identity and our
contact details
o Very Frequently
o Occasionally
o Very Rarely
o Never
We surely give our customer the same exact image on the ads and menu
o Very Frequently
o Occasionally
o Very Rarely
o Never
Part 3. Marketing Mix Priority

Product - refers to what you are selling, including all of the features, advantages
and benefits.
o High Priority
o Medium Priority
o Low Priority
o Not a Priority
Price refers to your pricing strategy for your product and services and how it will
affect your customer
o High Priority
o Medium Priority
o Low Priority
o Not a Priority
Place is where your product and services are seen, made, sold or distributed
o High Priority
o Medium Priority
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o Low Priority
o Not a Priority
People refer to the staff and salespeople who work for your business, including
yourself
o High Priority
o Medium Priority
o Low Priority
o Not a Priority
Promotion are the promotional activities you use to make your customer aware
of your product and services
o High Priority
o Medium Priority
o Low Priority
o Not a Priority
Process refers to the process involved in delivering your product and services to
the customer
o High Priority
o Medium Priority
o Low Priority
o Not a Priority
Physical Evidence refers to the everything your customer see when interacting
with your business
o High Priority
o Medium Priority
o Low Priority
o Not a Priority
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APPENDIX B
Statistician Certificate
CERTIFICATION
This is to certify that this research study entitled “MARKETING MIX (7P’s)
PRACTICES OF THE MICRO, SMALL, AND MEDIUM ENTERPRISES IN THE
FOOD INDUSTRY DURING COVID-19 PANDEMIC IN BATASAN HILLS,
QUEZON CITY” was prepared and submitted by ENRIQUEZ, JOICELYN P.,
TORRES, JEAN WYNNE O., BALTAZAR, MARC JIMUELLE” in partial fulfillment
for the Degree of Bachelor of Science in Business Administration Major in Management
Information System has been statistically reviewed by the undersigned.
The undersigned declared that this thesis certification issued on June 06, 2022. as
requested by the researchers is valid and done by the undertaker for whatever purpose/s it
may serve the proponents.
Rommel Esguerra Oriel

Data Analyst
Freelance
09675749997
Orielrommel023@gmail.com
06/06/2022
Date
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APENDIX C
Plagiarism Checking
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Appendix D
Grammarian Certificate
CERTIFICATION
This is to certify that this research study entitled “Marketing Mix (7p’s)
Practices of the Micro, Small, and Medium Enterprises in the Food Industry during
COVID-19 Pandemic in Batasan Hills, Quezon City” was prepared and submitted by
Marc Jimuelle Baltazar, Joicelyn P. Enriquez, and Jean Wynne O. Torres in partial
fulfillment for the Degree of Bachelor of Science in Business Administration Major in
Management Information System and has been checked, edited, and proofread by the
undersigned.
The undersigned declared that this thesis certification issued on (Month, Day,
Year) as requested by the researchers is valid and done by the undertaker for whatever
purpose/s it may serve the proponents.
JOCELYN B. TORRES
English Teacher
09176156638
tgrammarian@gmail.com
AUGUST 14, 2022

Date
BIOGRAPHICAL STATEMENT
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Joicelyn P. Enriquez, is a Bachelor of Science in Business

Administration Student Majoring in Management
Information System (BSBA – MIS) at the AMA University
Online Education. She was a former officer employee at
KGK Corporation from April 2018 to March 2022. She
likes reading books and food hunting. She is active in the
Youth and Sports Organization in their municipality. She
learned about how to become a good leader and also a
committed follower. Inspired by this, She and her co researchers chose to conduct
research on 7ps Marketing Mix Practices. She aspires to pursue a career in Secondary
Education to serve her Alma Matter in her Junior High School.
Joicelyn P. Enriquez
Jean Wynne O. Torres, is a Bachelor of Science in Business Administration Student,

Majoring in Management Information System (BSBA – MIS) at the AMA University
Online Education. She’s currently working as a Specialist for a local start-up Financial
Technology (Fintech) company. She has worked in 5 different cities in the Philippines
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and takes pride in being a full-time working student as she

joined the workforce in the age of 19 to sustain her needs
and goal to finish her degree. Her interests are reading,
listening to podcasts, riding a bike, playing badminton,
cooking, and watching anime and series. Her 3 years
corporate experience made her value honesty, integrity,
and excellence as she sees these values as vital pillars for
an organization to succeed. Upholding these values made her a self-starter, goal-oriented,
and someone people can depend on. She aims to be a lawyer or a teacher in remote areas
someday to help the marginalized and underprivileged
Jean Wynne O. Torres

Marc Jimuelle Baltazar, is a graduate of Bachelor of
Science in Business Administration Major in Management
Information System (BSBA – MIS) at AMA University
Online Education. He is also a cadet pilot of Omni
Aviation Corporation and is now a Commercial Pilot
License holder. He loves playing basketball and a dog-
lover in nature. He breeds dogs such as Shih Tzu and
American Bulldog. He also loves cars and motorcycles
and a member of car and motorcycle racing groups in the
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Philippines. He is pursuing his passion on flying to become an Airline Pilot Captain in

country’s prestigious airlines. Marc Jimuelle Baltazar, is a graduate of Bachelor of
Science in Business Administration Major in Management Information System (BSBA –
MIS) at AMA University Online Education. He is also a cadet pilot of Omni Aviation
Corporation and is now a Commercial Pilot License holder. He loves playing basketball
and a dog-lover in nature. He breeds dogs such as Shih Tzu and American Bulldog. He
also loves cars and motorcycles and a member of car and motorcycle racing groups in the
Philippines. He is pursuing his passion on flying to become an Airline Pilot Captain in
country’s prestigious airlines.
65

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AMA UNIVERSITY

School of Business and

MARKETING MIX (7P’s) PRACTICES OF THE MICRO, SMALL, AND

Marc Jimuelle Baltazar

In partial fulfillment of the requirement for the degree in Bachelor of Science in

Mary Soriano, MSCS

A debt of gratitude is also owed to MSME food owner/manager in Batasan Hills,

Title: MARKETING MIX (7P’s) PRACTICES OF THE MICRO,

Adviser: Prof. Prince Carlo M. Pancipane

Date: March 2022

Researchers used online questionnaire to the qualified respondents in Disctrict 2 Batasan

through validated questionnaire. It was found that there is no significant differences in

part of their business strategy but not in-depth.

CHAPTER 1 - PROBLEM AND ITS BACKGROUND

CHAPTER 2 – REVIEW OF RELATED LITERATURE AND STUDIES

CHAPTER 3 – RESEARCH METHODOLOGY

CHAPTER 4 – PRESENTATION, ANALYSIS AND

CHAPTER 5 - SUMMARY OF FINDINGS, CONCLUSIONS AND

Table # Titles Page

Figure # Titles Page

Marketing Mix - a foundation model for businesses, historically centered around

Micro, small and medium enterprises (MSMEs) - A business activity or

enterprise engaged in industry, agribusiness and/or services, whether single

proprietorship, cooperative, partnership or corporation whose total assets, inclusive of

₱15,000,001–₱100,000,000 for medium enterprises.

Coronavirus disease (COVID-19) – An infectious disease caused by the SARS

Product – It is intangible, heterogeneous and perishable. Moreover, its

assumes particular significance. However, too much customization would compromise

has to be taken in designing the service offering.

including a markup for an adequate profit margin.

Promotion - a service offering can be easily replicated promotion becomes

invest heavily in advertising their services. This is crucial in attracting customers in a

segment where the services providers have nearly identical offerings.

standard of service is repeatedly delivered to the customers. Therefore, most companies

Physical Evidence - Since services are intangible in nature most service

a tangible and unique experience to their guests.

PROBLEMS AND ITS BACKGROUND

Small, and Medium Enterprises (MSMEs)" defined MSMEs as any industry,

agribusiness, or service-related business activity or enterprise, whether a sole

proprietorship, cooperative, partnership, or corporation, whose total assets, including

than ₱3,000,000 for micro, ₱3,000,001–₱15,000,000 for small, and ₱15,000,001–

₱100,000,000 for medium enterprises.

paradigm is expanded to include People or Participants, Process, and Physical Evidence.

Background of the Problem

The occurrence of coronavirus was officially explained as a pandemic in March

restrictions, as well as implementing government protocols. People were forced to stay at

temporarily closed or were forced into bankruptcy during this pandemic.

vulnerable. In an annual review report by the Commission of Audit Board (COA),

in 2019, an increase of 10.4%. Annual general income in 2020 is PHP 24,024,463,055,

MSMEs, or micro, small, and medium-sized businesses, were regarded as the

to Quezon City Information Technology Development Department (QC-ITDD), there

respondents received an online survey questionnaire.

Statement of the Problem

Specifically, it sought to answer the following:

1. What is the profile of the MSME’s in terms of:

1.1. Years of operation;

1.2. Number of employees; and,