My Research Paper-MBM-Sustainability Measures and Challenges Faced by Entrepreneurs

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SUSTAINABILITY MEASURES AND CHALLENGES FACED BY

ENTREPRENEURS IN SOUTHERN BUKIDNON
A RESEARCH
Presented to
The Faculty of the Graduate School
Capitol University
Cagayan de Oro City
In Partial Fulfillment
of the Requirements for the Course
Research Methodology in
Master in Business Management
CYRIL-PEP QUERUELA IGAR

MAY 2022
APPROVAL SHEET
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This research entitled “SUSTAINABILITY MEASURES AND

CHALLENGES FACED BY ENTREPRENEURS IN SOUTHERN BUKIDNON”,
prepared and submitted by CYRIL-PEP QUERUELA IGAR in partial fulfilment of
the requirements for the course Research Methodology in Master in Business
Management has been examined and recommended for the oral examination.
ROMEO B. MIÑOZA JR., DM

Adviser
________________________________________________________________
________
PANEL OF EXAMINERS
Approved by the Panel of Examiners in partial fulfilment of the

requirements for the course Research Methodology in Master in Business
Management with a grade of _________.
EDWIN C. DU, PhD

Chairman
HEIDI GRACE P. MENDOZA, CPA, DBM ROMEO B. MIÑOZA JR., DM

Member Member
________________________________________________________________
________
Accepted and approved in partial fulfilment of the requirements for the

course Research Methodology in Master in Business Management.
EDWIN C. DU, PhD

Dean, Graduate School
ABSTRACT
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COVID-19 is a pandemic that not only caused significant disorders and

economic crises around the world but also it showcased some opportunities for
individuals including entrepreneurs to be resilient and innovative enough to
survive amidst the challenges brought by the said pandemic. Aspiring and
successful entrepreneurs were shaken in the marketplace on facing the
pandemic in an unprecedented manner. This paper aims to analyze in depth the
sustainability measures of entrepreneurs and to detail more the challenges they
faced which can be a reference point for a better crisis management approach.
One objective also is to determine the factors that favored entrepreneurship
during the pandemic and to explore the sustainable transitions from the crisis
situation towards the opening of new opportunities, changing directions, and
preventing future crises. The literature reviews about COVID-19 and studies
related to Sustainability and Challenges faced by entrepreneurs were conducted
thoroughly which enabled the integration of existing research on sustainability in
terms of how entrepreneurs adapt and pivot their business models in response to
changes.
While entrepreneurs are by nature resilient, the study determined that the
challenges faced by the new entrepreneurs have something to do with their
sustainability of the business. These challenges can be related to the way
entrepreneurs respond to uncertainty and stay flexible through the support of an
entrepreneurial ecosystem environment. Hence, new entrepreneurs should
improve their sustainability level on sustainability transition factors, practical
framework of sustainability, resiliency, crisis managements, and business
continuity planning. because it is important and it affects the challenges faced by
the new entrepreneur in terms of financial issues, customer problems, personal
issues, government laws and policies, employee related problems,
communication issues and management information system issues.
Keywords: COVID-19 Pandemic, Entrepreneurs, Entrepreneurship,

Sustainable Transitions, Sustainability Measures, Crisis Management,
Business Continuity Planning
ACKNOWLEDGMENT
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At the very start, this humble work could have never been accomplished
without the willingness of several persons who lend their hands. For these, the
researcher wishes to convey her profound gratitude to all of them who have
contributed to making this research a success:
The researcher’s very understanding and supportive adviser, Dr. Romeo
B. Miňoza Jr., for her untiring efforts, constructive criticisms, guidance, and great
advice during the conduct of this study.
Dr. Edwin C. Du, Dean of the Graduate School, for the inspiration and
motivation to pursue the study.
The panel members: Dr. Edwin C. Du, and Dr. Heidi Grace P. Mendoza,
JR., for the support, suggestions, and recommendations in shaping this study.
To the Municipal Mayors of Southern Bukidnon particularly for Mayor Ma.
Victoria Ontanillas-Pizarro, CPA, the Municipal Mayor of Don Carlos, Bukidnon
who signed and granted the permit to study of the researcher.
To the selected Entrepreneurs of Southern Bukidnon who participated well
in the study.
Acknowledgment also goes to Salac and Queruela Clan, the researcher’s
family for their help and support in terms of financial, moral, spiritual.
To Dr. Perlita S. Queruela, the researcher’s mother for the love and
unending encouragement and support to finish this study.
To Zebe Juderylle Gejel Q. Igar and Zebe Juderylle Kipphee Q. Igar, the
researcher’s twin sons for the time spent to accompany the researcher during the
conduct of this study.

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To all friends and relatives whom the researcher failed to mention, and
became part of making this study possible. Thank you for the efforts, sharing of
ideas, and encouragement.
Above all to God the Almighty One, for the strength, knowledge, wisdom,
and for bountiful blessings given to the researcher to pursue even during the
most crucial moments of the study.
To God be all the glory!
DEDICATION
This research is lovingly dedicated to our Almighty God who loves me
unconditionally and guides me always, and to the following who continuously
inspired me:
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To my Parents, Mr. Pepito S. Queruela and Dr. Perlita S. Queruela, for the
unending moral support and advice, and also being my inspiration and
motivation.
To my brother Ian Neil S. Queruela, my sister Christine Lou Queruela-
Sagosa, my sister-in-law Grace Marie P. Queruela, my brother-in-law John
Jeffrey S. Sagosa and my fiancé Bruce Parrish, for the support, love and care.
To my twin sons Zebe Juderylle Gejel Q. Igar and Zebe Juderylle Kipphee
Q. Igar, for understanding and supporting me always, and making my life more
inspiring and exciting.
And to all friends, relatives, neighbors, former school teachers, work
superiors, colleagues and a Saudi best friend who believed me that I should
never stop learning because life never stops teaching.
TABLE OF CONTENTS
TITLE PAGE i
APPROVAL SHEET ii
ABSTRACT iii
ACKNOWLEDGMENT iv
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DEDICATION vi
TABLE OF CONTENTS vii
LIST OF FIGURES x
LIST OF TABLES xi
CHAPTER 1 THE PROBLEM

Introduction 1
Theoretical Framework 6
Conceptual Framework 13
Schematic Diagram 14
Statement of the Problem 15
Statement of Hypothesis 16
Significance of the Study 17
Scope and Limitations of the Study 18
Definition of Terms 19
CHAPTER 2 REVIEW OF RELATED LITERATURE AND STUDIES 22
CHAPTER 3 RESEARCH METHODOLOGY 33
Research Design 33
Research Locale 34
Sampling Design 35
Respondents of the Study 35
Research Instrument 36
Validity and Reliability of the Study 37
Data Gathering Procedures 38

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Scoring Procedure 39
Statistical Treatment of Data 42
CHAPTER 4 PRESENTATION, ANALYSIS, AND
INTERPRETATION OF DATA 43
Problem 1 43
Problem 2 48
Problem 3 58
Problem 4 66
Problem 5 69
CHAPTER 5 SUMMARY, CONCLUSION, AND
RECOMMENDATIONS 71
REFERENCES 77
APPENDIX A (Approved Letter of Request) 79
APPENDIX B (Informed Consent) 81
APPENDIX C (Research Instrument/Survey Questionnaire) 85
APPENDIX D (Cronbach Alpha Result) 91
APPENDIX E (Validity Test) 95
APPENDIX F (Curriculum Vitae of the Author) 97

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LIST OF FIGURES
Figure 1. Schematic Diagram 14
Figure 2. The map showing the 3rd District of Bukidnon 34

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LIST OF TABLES
Table 1. Table Summary of Literature Reviews and Study 22
Table 2. Respondents of the Study 36
Table 3. Scale for the Level of Sustainability of the Business 40
Table 4. Scale for the Level of the Challenges Faced by Entrepreneurs 42
Table 5. Frequency and Percentage Distribution of the 44

Respondents by Age
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Respondents by Sex

Respondents by Years in Business

Employee-Respondents by Educational Attainment

Respondents by Sources of Income

Respondents by Monthly Family Income
Table 11. Mean Distribution of Employee’s Assessment on their 49

Sustainability of the Business in terms of
Sustainability Transition Factors

Practical Framework of Sustainability

Sustainability of the Business in terms of Resiliency

Crisis Management


Challenges in terms of Financial Issues

Challenges in terms of Customer Problems

Challenges in terms of Personal Issues
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Challenges in terms of Government Laws and Policies

Challenges in terms of Employee-Related Problems

Challenges in terms of Communication Problems

Challenges in terms of Management Information
System Issues
Table 23. Test on Difference of the Level of Sustainability of the 67

Respondents When They Are Grouped According to
their Profile
Table 24. Correlation Coefficients and Significance of Relationship 69

Between the Level of Challenges faced by the
Entrepreneurs and the Level of Sustainability
of the Business
CHAPTER 1
THE PROBLEM
Introduction
The COVID-19 crisis is a new and ongoing situation with an unknown time
period (He and Harris 2020). The way of life had been globally tested by the
attack of this Coronavirus disease which started last March 2020. It affects all
aspects of humanity which includes the interaction with people and the way
people are doing their businesses.

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There is much uncertainty associated with the pandemic (World Health
Organization, 2020). Throughout the world, the economy continued to experience
downfalls regardless of status as even the developing countries were not spared
from the impact of the COVID-19 phenomena. This current catastrophe
suddenly twisted the way people do things which everyone faces the so-called
“new normal.” It is the new set-up in performing the day-to-day tasks following
the mandates of the area a person is locally settled in.
The new normal in the Philippine setting means to wear a face mask and
shield whenever someone exposed himself in public plus the practice of social
distancing. The Philippine government implemented health protocols to help
prevent the spread of the said virus. The lockdowns from national down to the
local levels were imposed strictly which caused the decline of the economy
considering the lesser movement in the society due to the "Stay at home"
scenario.
The locals in the provinces of the Philippines including the Province of
Bukidnon were urged to buy local products. They looked for local suppliers for
their daily needs particularly for the food they put on their tables. Entrepreneurs
have to adjust their way of reaching out to their customers, some have
transformed to a digital way of doing business, some also need to change the
nature of their businesses considering that part of the lockdown was to only allow
the opening of establishments carrying “essential” products or services and
some, unfortunately, have to cease operations as their businesses were no
longer feasible when the pandemic progressed.

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According to the Philippine Institute for Development Studies (Abrigo et
al., 2020), the Philippines may suffer economic losses due to the COVID-19
pandemic. In Bukidnon, the entrepreneurs thought that the pandemic will end by
2020 but the pandemic prolonged their agony and it continuously affected the
financial aspects of their businesses and the economic damage unexpectedly
increases (Balane, 2021). The government provided support to some of the small
store owners and they must spend wisely the money assistance to procure items
for their respective stores.
It is indeed a difficult time for people everywhere. In a matter of months,
COVID-19 greatly affected businesses, especially micro, small, and medium
enterprises (MSMEs), which comprise the majority of all businesses in Bukidnon
province (Asian Development Bank [ADB], 2020). All are struggling to cope up
with the crisis caused by COVID-19. But as Filipinos, the entrepreneurs never
surrendered to fight every battle they faced. Life must go on for them. They never
lose hope to stay in shape and even grow their business when they see an
opportunity to do so.
The MSMEs are the backbone of the economy (ADB, 2020). This concept
is true for the entrepreneurs in the Southern part of Bukidnon (Balane, 2021).
This economic disruption has been carefully studied as to how the new
entrepreneurs in this area face the challenges and how they can sustain the
needs to survive or even surpass the expectations of their customers. The survey
has been conducted for entrepreneurs to know how resilient they are to the new
normal phase of the society. This enables them to know both the qualitative and
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quantitative approaches of this study on how they adapt themselves to the way of
doing business as the province supported the slowing down of business activities
to reduce the transmission of the COVID-19 virus. This means how they were
able to manage the changes caused by strict lockdowns, closure of areas,
reductions in consumption, and the abolition of some businesses.
The new strategy approaches of MSMEs must help in overcoming the
impact of the pandemic as they were affected financially due to having limited
resources and expertise in their chosen field or industries. As part of
Sustainability and how entrepreneurs face the challenges caused by the COVID-
19 pandemic, this article aims to provide insights to aspiring entrepreneurs and
even to the existing ones.
The entrepreneurs were encouraged to share their experiences as the
unusual changes brought by the pandemic have led others to shift to a new
paradigm for survival reasons. The pandemic had taught countless lessons
especially to the young entrepreneurs and they will be able to know how they
change their mindset to try new things and what entrepreneurial approach they
have taken to alleviate the crisis everyone is facing up to this point in time. This
study will help everyone find out also as to where those affected entrepreneurs
went after they ceased their operations during the pandemic and what was the
motivation factor of start-up entrepreneurs to do business during the pandemic.
This research focuses on the entrepreneurs in the Southern part of
Bukidnon which focuses on the towns of Maramag, Don Carlos, Quezon, and
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Kibawe. The findings are based on the actual surveys conducted from 25
entrepreneurs of each town mentioned. The selection process was conducted
and the collected data was analyzed and its impact on entrepreneurial aspects
was explored. This corresponds with the structure of the paper. First, the
theoretical framework and the conceptual framework are presented to introduce
the dimensions and their sub-concepts used in the review. It is further illustrated
in the Schematic Diagram, Statement of the Problem, and the Hypotheses of the
Study. The next succeeding chapter presents the literature review results and
gives an overview of the most important findings. The review results are
presented in the context of a business model's transformation to support the
sustainability of businesses.
Amazingly, this paper also suggests that entrepreneurship is the job of the
future (Genzburg, 2021) as everyone adapts to the global impact of the
pandemic. Workplaces have been changing rapidly and best practices began to
emerge as one should adapt to changes felt in different industries and the world.
Several ways are to be considered for the future of work would benefit from an
entrepreneurial mindset (Forbes, 2021).
Furthermore, sustainable and resilient organizations create positive
impacts on the firm’s performance. These findings, as well as the
conceptualization and testing of sustainability as a resource-based capability,
help advance entrepreneurship research on sustainable developments not just in
facing and overcoming the recent crisis but in preparation for future happenings
which remain uncertain up to this time.

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This research will serve then as a tool to guide the entrepreneurs on the
aspect of Sustainability Measures that will help them become more resilient in
case similar challenges will hit them again in the future.
Theoretical Framework
This study is anchored on the Theory of Sustainable Transitions by Miriam
Bodenheimer and Jacob Leidenberger (2020) with emphasis on treating COVID-
19 on the positive side which will open windows of opportunity towards changing
directions and prevent future crises. This can be achieved through the concept of
Resiliency and considering Business Continuity Planning in Crisis Management
(Marker, 2020). It is part of the entrepreneurial responses towards taking
opportunities regardless of the situation. Having a good business model for
dealing with Crisis will guide the entrepreneur to view events thoroughly and gain
context to apply best practices to overcome the effects of the crisis being faced.
This will provide them with a clear synopsis of the challenges, effects, and
opportunities for the Practical framework of sustainability.
The Sustainable Transition Factors of Sustainability showed the roadmap
to move forward despite the uncertainty of when this pandemic will put an end to
the global history of downfalls and economic recession. Hence, there is a need to
understand the connection of this COVID-19 pandemic to the business world.
Several changes and challenges were taking place and it created major impacts
on the current health and economic conditions.

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Moreover, the challenges of the Entrepreneurs were being hit harder on their
financials during the pandemic. Finding funds to start and grow the business is a
great challenge. Taking loans is very hard for new ones to secure approval from
banks or lending institutions as they are still in the period of building their
credibility. Funding to start another line of business is even more difficult as they
have to make sure that they have to get ready for any losses considering the
uncertainty brought by the pandemic. Finding new customers is another common
challenge faced by young and new entrepreneurs. They even have a hard time
keeping existing ones. A lot of challenges they faced were carefully measured
and analyzed in this study. Others have to decide whether to continue or not
considering the uncertainty brought by the COVID-19 crisis.
Furthermore, the effects of the pandemic to new entrepreneurs vary like the
business they are into including demographics of the target market and the
geographical locations as health protocols and restrictions vary as well on each
place.
On the other hand, the opportunities of some entrepreneurs need to divert
their businesses particularly those w0pkeho are carrying non-essential products.
They are closing their operations in place of the pandemic but that doesn't mean
the end of their business world. Seeing the positive side of the situation means
another opportunity for young entrepreneurs to venture into another line of
business that will provide the needs of the current market condition. Other
individuals have lost their jobs during the surge of COVID-19 and turned to be
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entrepreneurs for a living. They find themselves selling what they can to sustain
their basic needs.
The Practical Framework of Sustainability is not common to so many in the
1990s but nowadays this becomes one of the most searched topics in dealing
with sustainability if you want to dig deeper and aim higher for your business to
survive and thrive (Rogers and Hudson, 2011). The agenda of this framework is
putting consistency and balance in focusing on the economic, social, and
environmental value of organizations or companies. This will provide a
framework to measure the performance and the success of the business (Goel,
2010).
The economic line of practical sustainability will measure the capability of
the economy for the business to survive and evolve in the future to support the
future generations (Spangenberg, 2005). This is a tie-up of the economic value
of the business as to the economic value of the current economy which
surrounds the business on how well it contributes, prospers, and promotes for its
capability towards the future generation of entrepreneurs.
The Social line of Practical Sustainability is taking importance on social
responsibility. This shows how the business conducts fair practices towards its
employees, human capital, and the community in general (Elkington, 1997).
Giving fair benefits including the standard salaries and wages to employees is
one thing that should not be ignored. The COVID-19 pandemic challenged the
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entrepreneurs on how they will be able to maintain their workforce without
compromising to provide for their benefits like health insurance and allowances.
The Environmental line of Practical Sustainability for business is quite
similar to the social line wherein the activities of the company should protect also
the environmental resources. People when faced with a crisis are sometimes
desperate to use and maximize resources, by all means, to order to survive. In
this line, business activities were analyzed and measured that all activities will
not compromise the good nature of our environments like proper energy
consumption, proper waste disposals, well-conservation of the water system, and
the like. This is somehow reducing operational costs by developing innovative
ways like having green products to increase revenues and promote a healthier
environment (Kearney, 2009).
There are four (4) Resiliency Sustainable Measurement Factors. Most if not
all, entrepreneurs whether new or old, anticipate expected and unexpected
events in what they ventured or indulged in which include emergencies and
disruptions that some require immediate solutions or immediate attention.
Resilience is an essential concept in entrepreneurial management (Doern et al.,
2019). During this pandemic, businesses are facing the “unknown unknown”
which means an unforeseen crisis with no definite time to end. Everyone was
caught in surprise that suddenly there is a slowdown in our economy. Building
resilience means thinking of the potential risks and building smart ways on how
to deal with the coronavirus situation.

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The resiliency of the business is being assessed and analyzed according to
its ability to continue to function in the middle of disruption and how well the
entrepreneurs were able to manage their resources during the trying times. Their
flexibility is being studied based on how they managed the operational, market,
capital, and stakeholder aspects of the business.
Business operations have to divert their ways of doing business considering
the impacts of COVID-19 on the way of life of all potential customers. This has
even been restricted to the new policies and regulations set by the national
government headed by the Health Department and implemented strictly on all
local government units.
The implementation of the "new normal" phase in the society shaken the
market condition the risk of getting lower revenues for COVID-19 dictates the
movement of the people within a particular place. The "Stay at home" has
changed consumer behaviors and affected the market's activities. The shops
need to adapt the digital ways of doing business and those who were not capable
of doing so have to think several times whether to provide the technologies
needed or simply cease their operations or divert to a new kind of business. Data
were collected and analyzed to carefully assess the market aspect of resiliency
as to give hints to other entrepreneurs upon sharing and helping each other for
sustainability purposes.
MSMEs showcased their creativity in building and growing their capital and
assets of the business. Others were considered fortunate enough to provide

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contingency funds for the business through loan applications offered by banks
and the government subsidy programs received by selected MSME operators.
Some conducted business reviews to know how feasible the business is and if it
is still healthy to continue or not. Capital and risk management were conducted
religiously to come up with a good strategy and decision-making process for
sustainable development purposes.
All stakeholders of the business are valued and respected most particularly in
getting their inputs, ideas, or suggestions for everyone to elaborate the
development needed by the business. The concept of valued and shared effort
played a vital role in the performance and success of the business. There must
be a clear vision and credible management for stakeholders to stick their loyalty
to the business.
Entrepreneurial Crisis Management helps in coping with the negative effects

4.a-Integrated
of the situation. Since the crisis is unpredictable, mostly entrepreneurs
Sustainability
considered it a threat to their existing business. For purposes of sustainability,
4.b-Strength
certain measures were done to protect the business from ceasing its operation.
ThatCultivation
is to build up initiatives through using the concept of Integrated
Sustainability and Cultivation of Strength.
Integrated Sustainability brings together environmental, social, and
economic responsibilities (Gimenez, 2012). The scale of the study of this
approach will help the business to find out subject areas which will be taken into
consideration in analyzing the effects of the given circumstance and find out the
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necessary measures to protect the business with the current situation and where
to position it in the future.
Facing the pandemic encourages entrepreneurs their ability to cultivate
their strength as they will be able to find alternatives to emphasize positive things
while downplaying the negative ones. They will be using all communication
networks available and other platforms to surpass the current crisis.
Business Continuity Planning Cycle is a step taken by entrepreneurs to
recover from the crisis (Marker, 2020). This is a strategy taken for the business to
move forward and execute the concept of Plan, Do, Act and Check. They have to
take the first step which is the planning process and then execute it by doing it.
Once done implementing, they need to act accordingly to address all the
challenges faced along the way during the implementation process and check
their actions through proper monitoring and evaluation of all courses of action for
sustainable development purposes.
Conceptual Framework
Sustainability measures in the entrepreneurial field exhibits a positive
mindset of an entrepreneur (ADB, 2020). He can determine and seek
opportunities even amid crises or difficulties. Part of his strength is to try new
things and push a certain situation to bounce back as possible when it will be
triggered by some kind of disruptions in the normal flow of transactions.
This paper aims to provide insights and give a comprehensive direction or
overview of sustainability measures to entrepreneurs as they will reshape their

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business models when needed to protect employment and to continue their
necessary economic activity considering that entrepreneurship is the means to
transitioning from surviving to thriving (Doern et al., 2019). The emphasis is that
resilient entrepreneurs are opportunity seekers and they focused on the positive
effects of the situation.
Figure 1 presents the schematic diagram of the study showing the
interrelationship of the variables.
INDEPENDENT DEPENDENT
VARIABLE VARIABLES
SUSTAINABILITY OF THE
BUSINESS
 Sustainability Transition
Factors
 Practical Framework of
Sustainability
DEMOGRAPHIC PROFILE  Resiliency
 Age  Crisis Management
 Sex  Business Continuity
 Years in Business Planning
 Educational Attainment
 Sources of Income
 Monthly Income Average
 CHALLENGES FACED
 Financial Issues
 Customer Problems
 Personal Issues
 Government Laws and
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Figure 1- Schematic Diagram of the Study
Statement of the Problem

This study determined the level of sustainability of the business and
explore the challenges faced by new entrepreneurs caused by the COVID-19
pandemic. Specifically, this study aims to answer the following questions:
1. What is the profile of the respondents in terms of?
1.1 Age
1.2 Sex
1.3 Years in Business
1.4 Educational Attainment
1.5 Sources of Income
1.6 Monthly Income Average

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2. What is the level of Sustainability of the business in terms of?
2.1 Sustainability Transition Factors
2.2 Practical Framework of Sustainability
2.3 Resiliency
2.4 Crisis Management
2.5 Business Continuity Planning
3. What are the challenges faced mostly by new entrepreneurs based on the
following issues and concerns?
3.1 Financial Issues
3.2 Customer Problems
3.3 Personal Issues
3.4 Government Laws and Policies
3.5 Employee related problems
3.6 Communication issues
3.7 Management Information System Issues
4. Is there a significant difference in the level of sustainability of business
when they are grouped according to their profile?
5. Is there a significant relationship between the level of challenges faced by
the entrepreneurs and the level of sustainability of the business?
Hypotheses of the Study
The following null hypotheses were tested using 0.05 level of significance:
Ho1. there is no significant difference in the level of sustainability of
business when they are grouped according to their profile.

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Ho2. there is no significant relationship between the level of challenges
faced by the entrepreneurs and the level of sustainability of the business.
Significance of the Study
The study is to provide new entrepreneurs a timely approach in dealing with the
challenges faced due to COVID-19 and for the business to attain a higher level of
sustainability in the field of business or the kind of industry the entrepreneur is
venturing with. Specifically, the result of this study has deemed significant to the
following:
Aspiring Entrepreneurs. There are a lot of jobless individuals during the
pandemic and some of them turned to be an entrepreneur for a living. This will
help them have an overview and insights on what are the necessary steps when
they start to become one. This is being said as entrepreneurship is the job in the
future.
Existing Entrepreneurs. There are a lot of new or young entrepreneurs
not just in the South part of Bukidnon but all over the Philippines. This paper will
be useful for them to check and study the pros and cons brought by the current
economic conditions considering the impacts brought by the COVID-19

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pandemic. This will give them full insights into the best entrepreneurial model for
sustainable development of their businesses and to have a proper approach in
dealing with the challenges they faced during these most trying times.
Future Generation of Entrepreneurs. The next generation of
entrepreneurs can take this paper as a reference for them to cope up with any
kind of crisis and be able to conceptualize a better framework and platform as
they will venture to their desired industry or field of business someday.
Government Agencies handling the business sectors. This study will
serve as a source of information as a guide for the government on how they can
reach out and empower aspiring and existing entrepreneurs. This will aid them
for a dynamic and effective solution they can extend and the idea on how to
boost the economic conditions given the real scenario of the business industry
which is tailored-fit for a particular area of coverage.
Future Researchers. This research will benefit future researchers who
have the same advocate and interest as well as for improvement purposes of the
same subject matter. They will guide them to discover more relevant factors
related to the topic.
Scope and Limitations of the Study
The study was being conducted in the Southern part of Bukidnon Province
covering the municipalities of Maramag, Quezon, Don Carlos, and Kibawe. Four
(4) major towns of Southern Bukidnon were covered out of twenty-two (22)
municipalities including cities of the whole Bukidnon area. Survey questionnaires

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were given to entrepreneurs and they are obliged to submit copies of answered
and signed questionnaires for documentation purposes and future reference.
Sustainability measures in the time of pandemic and the different
challenges faced by entrepreneurs varies in different geographical locations,
demographics not just of the target market but also of the entrepreneurs
personally who funded the business, capacity or ability of the entrepreneur to
generate business capital on how much they can sustain from the break-even
point of the business and how far they can endure the losses of the company,
and many other constraints relating to the capabilities of the entrepreneur to
withstand or get even among other entrepreneurs under any given
circumstances. The implementation of the "new normal" way of life restricts the
study to get more respondents and generate more reliable results for sustainable
development purposes and overcome all kinds of challenges being faced.
Definition of Terms
To further facilitate the understanding of the terms used thereof, the
following are defined operationally:
Business. Is an organization or enterprising entity engaged in
commercial, industrial, or professional activities.
Business Model. A business model refers to the strategy a business
develops to make a profit.

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COVID-19. COVID-19 or the Coronavirus disease is an infectious disease
caused by SARS-CoV-2 virus.
Crisis. A time of intense difficulty, trouble, or danger.
Crisis Management. Crisis management focuses both on preventing and
responding to major changes (Doern, 2016).
Entrepreneur. A person who organizes and operates a business or
business, taking on greater than normal financial risks to do so.
Entrepreneurship. Entrepreneurship is the control and deployment of
resources to create an innovative economic organization (or network of
organizations) for gain or growth under conditions of risk and uncertainty (Butler
and Jones, 1992).
Integrated. It is the collaboration by an organization across a business
network of external partners, where all parties exchange and integrate electronic
messages, files, and transactions via inter-company business processes.
Start-ups. Is the company that is in the initial stages of business.
New Normal. A new way of living and going about our lives, work, and
interactions with other people.
Resilience. An organization’s ability to continue functioning throughout a
disruptive event (Williams et al., 2017).
Stakeholder. A stakeholder is a party that has an interest in a company
and can either affect or be affected by the business.

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Sustainability. It deals with a balanced integration of social,
environmental, and economic performance of human lives within the society,
environment, and economy to the benefit of current and future generations
(Geissdoerfer et al., 2017)
Sustainable Development. This is the development that meets the need
of the present generations without compromising the ability of the future
generations to meet their own needs (Brundtland, 1987).
Transition. This refers to a long-term process of change in a system’s
structures, culture, institutions, or networks.
Practical Framework of Sustainability. This concept was proposed by
Elkington (1998) to support and operationalize sustainable development
implementation.
32
CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter presented the related literature and studies related to
Sustainability and Challenges faced by new entrepreneurs. This also presented
the synthesis in the theoretical and conceptual framework which has a significant
bearing on the research study being done.
Table 1
Summary of Literature Review and Studies
Scale
No Geographi Related Topic to
Reference Objective of
. cal Scope Research Done
Study
To know how
Looze and COVID-19 Entrepreneurial
1 Global Global
Forbes, 2020 affect Challenges-Global
Challenges
To study the
Sustainable
Bodenheimer
transitions done
and Sustainable
2 by Global Global
Leidenberger, Transitions
Entrepreneurs
2020
in the global
arena
To know
deeper about
Sustainability-
Crisis
3 Marker, 2020 Global Global Crisis
Management
Management
amid
Coronavirus
To research the
impact of
COVID-19 on Challenges-
4 Ratten, 2020 the life and Global Global Employment and
work landscape Entrepreneurship
of
entrepreneurs
5 Lambert et al., To provide a Global Global Sustainable
33
2020 general Development-

viewpoint on Economic,
COVID-19 as a environmental and
global social
challenge and
highlight
emerging
potential
consequences
for achieving
sustainable
development
To study the
Entrepreneurial
Habaradas, Resilience and Sustainability-
6 Local Local
2021 Responsibility Resilience
amidst the
Pandemic
To find out the
Macro-
Social Challenges
Abrigo et al., economics
7 Local Local faced by
2020 impact of
Entrepreneurs
COVID-19 in
the Philippines
To engage
Citizens in
Sustainable
8 Barreto, 2021 Sustainable Local Local
Development
Development in
the Philippines
To study the
evidence from a
rapid Survey in
the Philippines
for impacts of
Shinozaki and Challenges-
9 Micro, Small, Local Local
Rao, 2021 Economic
and Medium-
Sized
Enterprises
under the
lockdown
To know actual
stories of
People in Business
Sustainability
10 Need (PIN), Resilience in Local Local
Transitions
2020 the Philippines
direct from
Entrepreneurs
34
Entrepreneurial challenges were examined to know how COVID-19 affect
such challenges (Loose and Forbes, 2020). It is being emphasized here how the
pandemic have stirred up the existence of businesses built by entrepreneurs over
the years and even for new entrepreneurs who were not able to foresee the
effects of Enhanced Community Quarantine (ECQ) caused by the said crisis.
On sustainable transitions or changes helped to connect the
understanding of entrepreneurs to the challenges, effects and opportunities
brought by COVID-19 pandemic (Bodenheimer and Leidenberger, 2020).
On the other hand, Sustainability Crisis Management were studied to
know deeper the business models to face the challenges caused by the
pandemic (Marker, 2020).
On the employment side of entrepreneurship, research on the impacts of
COVID-19 was conducted on the aspects of life and work landscape of
entrepreneurs (Ratten, 2020).
To properly address the Sustainable Development in the field of
economic, environmental and social aspects, a global challenge was highlighted
to provide a general viewpoint on COVID-19 and emerged potential to achieve
the Sustainable Development through knowing the Sustainability measures
affecting the entrepreneurs in these trying times (Lambert et al., 2020).
In the local scenario, Habaradas (2021) studied the entrepreneurial
resilience and responsibility amidst the pandemic in the Philippine setting. When
the lockdown was imposed, the guided tours had to stop and the Aetas lost their
35
source of livelihood. So, MAD Travel came up with other business ideas because
it wanted to help its partner communities. One of these took the form of Feed the
Farmers Today, Fund Tomorrow's Forest, a global crowdfunding project through
which each purchase of a tree paid for the Aeta's labor of planting it. In addition,
MAD Travel started MAD Market, an online delivery service that sourced
products from farming communities in areas such as Benguet, Davao and Nueva
Ecija. It also launched an e-learning program called MAD Courses, which offered
courses on innovation, sustainability, and social enterprise (Habadas, 2021).
Habadas (2021) stated in his report that the lesson here is that while
digital technology enabled MAD Travel to experiment with new business ideas,
there were three other valuable resources that allowed the social enterprise to
pivot quickly. First, the goodwill that built with different communities allowed the
business to source products. Second, MAD Travel's brand equity allowed it to
undertake a successful crowdfunding campaign, which was supported by a
customer base that shared its advocacy. Third, MAD Travel's network of schools
and universities that support social entrepreneurship opened up opportunities for
the business to offer its e-learning program. In short, it was the effective
utilization of its intangible resources, not just digital technology, that allowed MAD
Travel to adjust successfully during the pandemic.
Abrigo et al. (2020) found out the macroeconomics impact of COVID-19 in
the Philippines. The study concluded that the COVID-19 epidemic is expected to
affect not only the country’s health system, but also the economy. Projections
based on a Leontief input-output model suggests that the Philippine economy

36
may lose between 276.3 billion (best case) and PHP 2.5 trillion (worse case) due
to COVID-19. The transport, storage, and communication sector are expected to
suffer substantial losses because of expected declines in tourism (PHP 11.7- to
124.3-billion). Other services (PHP 41.5-356.9 billion), manufacturing (PHP 82.1-
to 855.2-billion), and wholesale and retail trade (PHP 93.2- to 724.8-billion) are
projected to be substantially negatively affected by weaker global and domestic
demand. Extending the ECQ by one more month may potentially cost the
Philippine economy at least PHP150 billion due to possible declines in household
consumption as workers remain unemployed for longer periods.
Barreto (2021) engage citizens in Sustainable Development in the
Philippines.
Shinozaki S & Rao L (2021) stated that the Philippines took swift
action—including enhanced community quarantine (ECQ)—to contain the
pandemic and launched an emergency subsidy program with massive public
spending to support disrupted households and businesses. The strict lockdown
ran from mid-March to the end of May 2020 in the national capital region and
high-risk provinces, causing huge economic losses. Six months after the March
lockdown, the Philippine economy has moved to the recovery stage, but micro,
small, and medium-sized enterprises (MSMEs) are continuing to confront a sharp
drop in demand and revenue.

37
Furthermore, to study the evidence from a rapid Survey in the Philippines
for impacts of MSMEs under the lockdown (Shinozaki and Rao, 2021), the
economic challenges were identified as guide for occurrence of similar crisis.
The study on the impact of MSMEs under the lockdown done by Shinozaki
and Rao (2021) has been testified with the Sustainability transitions or changes
as Entrepreneurs shared their actual stories of Business Resilience (People in
Need [PIN], 2020).
Moreover, Chan, Huang, and Lassau (2013) stated that stressors take
various forms from minor inconveniences to life changing events and can have
both positive and negative consequences at work. Thus, employees’ lack of
financial resources or financial problems may experience financial distress even
at work. It is vital to identify in which level of stress they belong whether in the
alarm reaction stage which in this study been considered as the physiological
responses, resistance or the social and interpersonal behavior, and exhaustion
phase which is likely the emotional and perceptual behavior of the employees.
This theory is likely acceptable knowing that financial stress can lead to
exhaustion.
Furthermore, nowadays, workplace is greatly affected by employees who
are experiencing personal problems. Research on the interface between work
and family problems suggests that problems at home may affect job performance
and vice versa (Forthofer, Markman, Cox, Stanley, & Kessler, 1996). Some of
these personal problems are financial problems or known as financial distress.

38
According (Garman et.al, 1996), they have estimated that 10 to 15% of the
workforce is affected by financial problems to the extent that they negatively
affect job productivity. Many studies suggests that personal financial wellness
and worker productivity are related (Joo, 1998; Kratzer, Brunson, Garman, Kim,
& Joo, 1998; Williams et al., 1996). If employees were not stressed due to
financial concerns, perhaps they would be able to focus more on their jobs. Cash
(1997) noted, “There is a greater awareness of the need to address personal
finance as an important life dimension”. Kim (2000) reported direct evidence of
the causal relationship between personal finances and work outcome.
Employees were reported to spend some work time on dealing with financial
matters. In addition, one-quarter of the employees admitted that they spent work
time worrying about their personal finances. The researcher showed a link
between workplace financial education and worker’s retention. More than a
quarter of the employees in her study perceived that workplace financial
education was important in their decision to continue working for the current
employer. Based on a national team of academic scholars and other experts,
they conclude that 30 million workers in America were seriously financially
distressed. Not only does this has negative consequences for individual workers,
their families, and employers, but it also constitutes a serious social problem.
People who are financially distressed often live paycheck-to-paycheck and are
dissatisfied with their financial situation. Besides that, the study concludes that
poor health and financial distress are related, and also personal financial
problems negatively impact workers’ productivity (Garman, et al., 2005). Good

39
financial practices are considered indispensable for financial satisfaction and
financial satisfaction is expected to impact career satisfaction. Evidence shows
that employees’ financial problems affect workplace performance, increase
absenteeism, and contribute to turn over (Garman, Leech, and Grable, 1996; Joo
and Garman, 1998; Kim, Bagwell, and Garman, 1998; Garman et.al, 1999; Kim,
2000). According to Williams et al. (1996), employees who are burdened with
financial problems are not likely to perform at their full potential. Garman et al.
(1996) summarized the characteristics of financial behaviors that affect employee
productivity. They conclude that financial mistakes, careless behaviors, and
stressful situations are interrelated and cumulative and associated with reduced
employee productivity.
Engidaw, E.A (2022) aimed at demonstrating the challenges of small
businesses during the corona virus pandemic in developing countries, specifically
in Ethiopia. It shows that many small and large businesses are suffering
challenges and this unprecedented coronavirus crisis has caused destruction for
many businesses in the globe and it is challenging to survive with reduced
revenue, jobs lost and life slowing down and weak marketing performance even
difficult to keep a calm head and their business alive. He added that to support
these businesses, the government should use different mechanisms by
cooperating with wealthy peoples and other non-governmental organizations.
Besides, small business owners should manage expectations and communicate
with staff, suppliers, banks, and customers throughout this coronavirus
frightening. Reduce expenses be open to their employees about their finances

40
and keep marketing, use different alternatives to deliver their product, and
recover from the crisis.
Tauton, Y (2020) stated that effective communication has always been the
key to all healthy relationships. During the mandatory quarantine, many
individuals are working from home with little to no face-to-face interactions,
except with their families. He concluded that the most obvious changes are that
most of us now have less face-to-face, in-person interaction with others, and
when we are face to face, we are wearing masks, less interaction overall with
people outside of the people we live with, and we spend more time on Zoom,
Skype and other mediated platforms. When any unprecedented global health
challenges and large-scale shocks strike, resilience is in great demand.
Importantly, it is needed by individuals, organizations, and society to survive and
thrive in the face of the fight against the virus and the associated economic and
societal shocks. In tackling a global health crisis, resilience requires not only
psychological readiness but also organizational support and system-level
preparation. Research has shown that occupational contexts can play an
important role in enabling both individuals and organizations to build resilience
and develop effective coping strategies (Liu et al. 2019).
According to Yipen, L. et.al 2020 and Flamiangiano, R (2020) to stop the
spread of Corona Virus, most of the government has enacted aggressive
measurements such as the lockdown of the heaviest affected regions,
suspensions of public gatherings, the mass isolation of infected patients,

41
prohibitions on travel, and home quarantines. As a result, many business
establishments were closed.
Moreover, Nasar 2021 conducted 18 entrepreneurs’ in-depth interviews
operating MSMEs. Interviews were transcribed for content analysis. Three main
categories were found as situations provoking business decline and their
manifestation, entrepreneurial actions and reactions to COVID-19 crisis, and their
futuristic plans amidst COVID-19. This research highlights issues entrepreneurs
face to follow protocols of lockdown, social distancing, and operational hours. His
study was the first qualitative assessment of the likely effects of the COVID-19
pandemic on entrepreneurship. It also recommends interesting related research
areas and suggestions on how to empower entrepreneurs to overcome it.
The foregoing review of related literature and studies help the researcher
to better understand about the study on Sustainability Measures and Challenges
Faced by Entrepreneurs in Southern Bukidnon. Thus, these related literature and
studies are significant in the conceptualization of the study and may support the
findings and implications.
CHAPTER 3
42
RESEARCH METHODOLOGY
This chapter explains in detail the research methodologies used in the
study. The chapter presents the design of the research, research locale,
sampling design, participants of the study, and the research instrument applied
by the researcher. These were proceeded with the identification and discussion
of the data gathering procedure, validity and reliability of the instrument, scoring
procedure, and the statistical treatment of data.
Research Design
The study utilized descriptive design. The descriptive method is utilizing a
questionnaire and an interview as the main techniques in gathering data. In this
study, demographic factors, Sustainability of the business, and challenges faced
mostly by new entrepreneurs based on the issues and concerns during COVID-
19 are to be determined. Descriptive research is a study designed to depict the
participants in an accurate way. It is all about describing people who took part in
the study through a survey. Hence, this method helped to gather information
about the entrepreneurs’ sustainability of the business and the challenges faced
during the pandemic.
Research Locale
The study was conducted in the major Municipalities of Southern
Bukidnon also known as the 3rd District of Bukidnon namely Maramag, Quezon,
Don Carlos, and Kibawe. These four (4) municipalities comprised 32% of the
43
total municipalities and cities of the entire Province of Bukidnon. This part of
Bukidnon will rise the proposed domestic airport which will operate in 2023. The
place is very promising in terms of growth for the entrepreneurs in the area.
Though not digitally advanced yet telecommunication companies are gradually
building their communication towers to cater to faster internet and mobile
connections.
Figure 2. The map showing the 3rd District of Bukidnon
Sampling Design
The study used purposive sampling, a non-probability sampling design
that selects a sample based on the characteristics of the population and the
44
objective of the study. The elements of the sample were selected by the
judgment of the researchers who perceived that they can obtain a representative
sample through sound judgment that results in time and costs savings (Black,
2010). According to Channelplay (2018), sampling method extracts a single
random sample from each section of the population. The key purpose of
purposive sampling is to concentrate on the unique features of a specific
population so that they can fully understand the research questionnaire. The
survey analyzed is not representative of the population, but for researchers
pursuing quantitative, qualitative, or mixed approaches.
The Respondents
The 100 respondents were the entrepreneurs of the areas from Maramag,
Quezon, Don Carlos and Kibawe. These participants were purposively chosen as
the respondents of the study because of the convenience of the researcher.
Table 2 displays the distribution of participants in their respective area.
Table 2
Respondents of the Study
AREA SAMPLE SIZE
Maramag 25
Quezon 25
Don Carlos 25
Kibawi 25
Total 100
Research Instrument
45
The data were collected using the survey questionnaire. The said survey
questionnaire is a research instrument that consists of a set of questions that is
mainly to collect information from the respondents. The survey questionnaire
designed by the researcher is composed of items answerable by the new
entrepreneurs during the COVID-19 pandemic.
The questionnaire is composed of three parts as of the following:
1. Profile of the Respondents
- Aside from the demographic profiling method, qualitative value profiling
is also used with profiles that are appropriate for the factors of the
dependent variables being considered. A deeper analysis was done based
on multiple factors involved.
2. Measures of Sustainability
- This demonstrated the distribution of articles within different sustainability
factors.
3. Challenges faced by new entrepreneurs
- This comprised of series of qualitative survey questions which provided
a deeper understanding of the respondent's views and motivations
towards the responses made.
Validity and Reliability
For purposes of establishing the reliability of the instrument, a pilot test was
conducted with 30 entrepreneurs of South Bukidnon. The pilot participants were
not part of the actual respondents of the study. As the pilot test was done, the
46
results were analyzed using a statistical process with Cronbach Alpha. The result
of Cronbach Alpha identified the factors that measured the Sustainability of the
business of the entrepreneurs including the top most challenges faced by the
entrepreneurs during the pandemic. Factors that Measure the Sustainability of
the business namely Sustainability Transition factors, Practical Framework of
Sustainability, Resiliency, Crisis Management, and Business Continuity Planning,
got an overall result of 0.95 which is greater than 0.70 and it means it passed the
reliability test for Cronbach Alpha with Excellent Reliability. For the Challenges
faced by Entrepreneurs namely Financial Issues, Customer Problems, Personal
Issues, Government Laws and Policies, Employee-Related Problems,
Communication Issues, and Management Information System Issues, got an
overall result of 0.97 which is also greater than 0.70 and it means it passed the
reliability test for Cronbach Alpha with Excellent Reliability. Based on George and
Mallery (2003) rule of thumb interpretation, the individual variables were
considered as having an acceptable and good interpretation.
Validation of the Questionnaire
Two (2) sets of respondents of the study were given ten (10) copies of the
initial draft of the questionnaire. This determined the accuracy and clarity
of the instrument. Respondents of the pre-test were identified and
excluded from the final list of respondents to avoid biases in their
responses. The questionnaires were reviewed by a research committee to
ensure the accuracy, reliability, and clarity of the instrument. The unclear
47
parts of the questionnaire were revised before the final copies were
distributed for the actual survey.
Data Gathering Procedure
As part of the standard procedure in conducting studies in any chosen
fields of specialization, an endorsement letter was secured from the Dean of the
Graduate School of Capitol University which served as permission to conduct this
study. After Dean’s approval of the endorsement letter, a courtesy letter was
given to LGU’s Municipal Mayor or Business offices to inform them of the study
conducted and which served then as their approval too to conduct the
experimental study with the selected and identified entrepreneurs. The LGU
office also did their recommendations for possible respondents, based on the
registered entrepreneurs in their offices. Another letter was given directly to the
respondents as specific appointments were secured and approved in accordance
to their most convenient time. A sense of respect was being observed for
entrepreneurs who wanted not to disclose their identities for security reasons.
Data were gathered accordingly by using the questionnaires to collect the
desired information from the target respondents of the study. Approval from
respondents were secured before the questionnaires were distributed to the
respondents. They signed a consent which signified their willingness to
participate honestly and patiently with the study.
Data gathering were done physically with adherence to the local health
protocols of each place and practiced the "new normal" way of interacting with
48
other people. Wearing of mask and social distancing were observed properly and
strictly for protection purposes.
The questionnaires helped a lot in the determination of the Sustainability
factors of the entrepreneurs given the current situation and other crises they
have experienced since they started to risk themselves doing their businesses.
All information were treated with high confidentiality which even the co-
respondents did not have access to the answers of other respondents involved in
the study.
Acknowledgment letters were sent to respondents as a way of showing
gratitude to them for being part of the study conducted. They were also given
assurance that no specific identity was disclosed in all forms of writing and
presentation about the research.
Scoring Procedures
The responses of the questions in the survey of respondents’ level of
sustainability of the business, and the challenges faced by the entrepreneurs
were interpreted using the four-point Likert scale.
A. Scale for the Level of Sustainability of the Business
This scale was viable in identifying the level of sustainability of the
business of the respondents based on the descriptive responses - Strongly
Agree, Agree, Disagree, and Strongly Disagree which were respectively scored
as 4, 3, 2, and 1. Interval for the mean scores was reflected with corresponding
interpretation as highly sustainable, moderately sustainable, Not Sustainable,
and Strongly not sustainable.

49
Table 3
Scale for the Level of Sustainability of the Business
Rating Interval Description Interpretation
Highly
4 3.26-4.00 Strongly Agree
Sustainable
Moderately
3 2.51-3.25 Agree
Sustainable
2 1.76-2.50 Disagree Not Sustainable
Strongly Not
1 1.00-1.75 Strongly Disagree
Sustainable
B. Scale for the Level of the Challenges faced by the Entrepreneurs
This scale was used to determine the challenges faced by the
entrepreneurs with descriptive responses as - Strongly Agree, Agree,
Disagree, and Strongly Disagree which will be respectively scored as 4, 3, 2,
and 1. Interval for the mean scores was reflected with corresponding
interpretation as severely challenged, moderately challenged, mildly
challenged, and not challenged.
Table 4
Scale for the Level of Challenges faced by the Entrepreneurs
Rating Interval Description Interpretation
4 3.26-4.00 Strongly Agree Not Challenged

Mildly
3 2.51-3.25 Agree
Challenged
Moderately
2 1.76-2.50 Disagree
Challenged
50
Strongly Severely
1 1.00-1.75
Disagree Challenged
Statistical Treatment of Data
The data that were gathered in this study were collated, tabulated,
integrated, analyzed, and interpreted using descriptive and inferential statistics.
For problem 1, frequency and simple percentage were used to determine
the demographic profile of the respondents. Weighted mean was used for
problems 2, and 3, to determine the respondents’ level of sustainability of the
business, and the level of challenges faced by the entrepreneurs. To statistically
analyze problem 4 on the significant relationship between the level of financial
distress among the private employees and their work attitude, Pearson’s
Product-Moment Correlation Coefficient (PPMCC) was used. To establish the
significant difference of the demographic profile and the sustainability of the
business, One-way Analysis of Variance (ANOVA) was used.

51
CHAPTER 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents the data gathered, its analysis and interpretation.
The data are presented according to the statement of the problem posted in
chapter 1.
Problem 1. What is the demographic profile of the respondents in terms of
the following:
1.1. Age
1.2 Sex
1.3 Years in Business
1.4 Educational Attainment
1.5 Sources of Income
1.6 Monthly Income Average
The demographic profile of the employees is presented in Tables 5- 10.
Which includes their age, sex, civil status, years in business, educational
attainment, source of income, and monthly income average.

52
The distribution of the employees by age is reflected in Table 4. As
presented, majority of the employees aged 30-39 years old (46), comprising 46%
of the total respondents. This is followed by those aged 18-29 years old (24 or 24
%), 50-65 years old (23 or 23%) and 7 or 7% of the respondents aged 60 years
old and above.
Table 5
Frequency and Percentage Distribution of the
Respondents by Age
Age Frequency Percentage
18-29 years old 24 24
30-39 years old 46 46
50-65 years old 23 23
60 years old and above 7 7
Total 100 100.0
The result reveals that majority of the respondents belonged to the age
bracket thirty to thirty-nine (30 to 39) years old. This implies that most of the
respondents belonged to middle age.
Middle age is a period in which aging, that began earlier, becomes more
noticeable and a period at which many people are at their peak of productivity in
love and work. It may be a period of gaining expertise in certain fields and being
able to understand problems and find solutions with greater efficiency than
before. It can also be a time of becoming more realistic about possibilities in life
53
previously considered; of recognizing the difference between what is possible
and what is likely (Levy, M., & Weitz, B. A. 2007).
Table 6 presents the distribution of the respondents by sex. The result shows
that majority of the respondents were females (66%) with a frequency of 66 while
only 34 or 34% were males.
Table 6
Respondents by Sex
Sex Frequency Percentage
Male
34 34
Female
66 66
Total
100 100.0
The data signify that there were more female respondents than males who
participated in the study. This implies that majority of the entrepreneurs were
females.
Table 7 presents the distribution of the respondents by years in business.
As shown, large number (43%) or 43 of the respondents have 3-4 years in
business. This was followed by less than one-year with the frequency of 25
(25%); 20 (20%) for more than 5 years, and 12 or (12%) for 1-2 years.
Table 7
Respondents by Years in Business
Years in Business Frequency Percentage
Less than one-year

20 20
1-2 years 43 43
54
3-4 years 12 12
More than 5 25 25
years
Total 100 100.0
The data signify that majority of respondents had 1-2 years in the
business. This implies that there most of the entrepreneurs are still neophyte as
entrepreneurs. This further suggests that these beginner entrepreneurs need
more trainings and seminars to advance their skills.
Table 8 shows the distribution of respondents by educational attainment. It
shows that more than half (66%) or 66 of the respondents were college level/
graduate. It is followed by those who have obtained high school level/graduate
with a frequency of 21 or 21%; other educational back have a frequency of 9 or
0%. Lastly, only 4% or 4 respondents of the total number of respondents have
obtained elementary level.
Table 8
Frequency and Percentage Distribution of Employee-Respondents by
Educational Attainment
Educational Attainment Frequency Percentage
College Level/Graduate 66 66
High School Level/Graduate 21 21
Elementary 4 4
Others 9 9
Total 100 100.0

55
This result reveals that majority of the respondents were college level/
graduates. This means that most of the respondents did not pursue graduate
studies.
Table 9 reveals the distribution of the respondents according to their
sources of income. The data disclose that the highest percentage (49%) or 49 of
the respondents had a source of income to employment and 41% or 41 of the
respondents had source of income to business, followed by 7% or 7 of the
respondents have other sources of income, and the lowest sources of income
with 3 or 3% were those respondents’ retirees having their pension/allotment.
Table 9
Frequency and Percentage Distribution of Respondents by
Sources of Income
Sources of Income Frequency Percentage
Employment 49 49
Business 41 41
Pension/Allotment 3 3
Others 7 7
Total 100 100.0
This implies that majority of the respondents were employed. This means
that most of the respondent’s income comes from their salary.
Table 10 exposes the distribution of the respondents according to the
monthly income average. The data disclose that the highest percentage (59%) or
59 of the respondents monthly family income of PhP20,000-PhP50,000 and
21% or 21% of the respondents have a monthly family income followed by 21%
56
or 21. Followed by below PhP20,000 with a frequency of 19 or 19% and only 1 0r
1% of the respondents have a family income of above PhP100,000.
Table 10
Frequency and Percentage Distribution of Respondents by
Monthly Family Income
Monthly Family Income (in Frequency Percentage
Philippine Pesos)
Above 100,000 1 1
51,000-99,0000 19 19
20,000-50,000 59 59
Below 20,000 21 21
Total 100 100.0
This implies that majority of the respondents had a monthly income of
Php20,000-Php50,000 were under the middle income. This means that most of
the entrepreneurs were under the middle income.
Problem 2. What is the level of sustainability of the business in terms of;
2.1 Sustainability transition factors;
2.2 Practical Framework of Sustainability;
2.3 Resiliency;
2.4 Crisis Management;
2.5 Business Continuity Planning
The presentation of data in this problem is according to the variables
enumerated above. In this problem, there are five variables considered. The
results, interpretation, implication and support are presented accordingly.

57
Sustainability Transition Factors
The sustainability of the business of the respondents in terms of
sustainability transition factor is gleaned in Table 11.
Table 11
Mean Distribution of Employees Assessment on Their Sustainability of the
Business in terms of Sustainability Transition Factors
As a respondent... Mean Desc. Interp.
a. I have enough savings and emergency 1.58 SD Strongly Not
funds during COVID-19. Sustainable
b. I was able to get a loan from a finance 2.13 D Not Sustainable
company.
c. My business capital is from a business 2.15 D Not Sustainable
loan.
d. I closed my business due to COVID-19 1.28 SD Strongly Not
and opened a new one. Sustainable
e. I am planning to close my business in few 1.01 SD Strongly Not
months. Sustainable
f. I have lost so many customers during the 3.55 SA Highly Sustainable
pandemic.
g. I gained new customers during the 2.75 A Moderately Sustainable
pandemic.
h. We directly delivered our goods/services to 2.76 A Moderately Sustainable
our customers as we need to close during the
pandemic.
i. I am not affected by the pandemic as my 1.19 SD Strongly Not
business is doing so well this time. Sustainable
j. I lost my job during the pandemic so I 1.85 D Not Sustainable
turned to doing business.
Overall 2.05 D Not Sustainable
Legend: 1.00 – 1.75 Strongly Disagree (SD) ;1.76 – 2.50 Disagree (D);
2.51 – 3.25 Agree (A); 3.26 – 4.00 Strongly Agree (SA)
As shown, the overall mean of 2.05 which has a description of Not
Sustainable. This indicates that the respondents during COVID-19 pandemic
assessed as not sustainable in the sustainability of business in terms of
sustainability transition factors.
Specifically, the indicator I have lost so many customers during the

58
pandemic obtained the highest mean of 3.55 which has a description Strongly
Agree. This means that the respondents have a Strongly Sustainable level in this
indicator. This implies that there was a great loss on the number of customers
during COVID-19 pandemic.
On the other hand, the indicator I am planning to close my business in few
months got the lowest mean of 1.01 which has a description Strongly Not
Sustainable. This means that the respondents have a Strongly Not Sustainable
level in this indicator. This implies that during COVID-19 pandemic many
business establishments were closed.
The results stated above is connected to the study of Shinozaki, S &
Rao, L 2021. They stated that the strict lockdown affects the number of
costumers causing huge economic losses. They added that the Philippine
economy has moved to the recovery stage, but micro, small, and medium-sized
enterprises (MSMEs) faced many challenges to recover because of the transition
effect of COVID-19 pandemic.
Table 12 reveals sustainability of the business of the respondents in terms
of practical framework of sustainability.
Table 12
59

Business in terms of Practical Framework of Sustainability
a. My customers get the value of their money based on my 4 SA Highly Sustainable
price.
b. I regularly set aside savings for my business' future needs. 3.17 A Moderately Sustainable
c. We offer promotions for customers to keep buying or 1.9 D Not Sustainable

availing our services.
d. I have charity works for the public or practice social 1.51 SD Strongly Not Sustainable
responsibility.
e. I provide health insurance for my employees. 1.13 SD Strongly Not Sustainable
f. I am giving allowances or subsidies to my employees. 2.04 D Not Sustainable
g. I always practice proper waste disposal by separating the 1.16 SD Strongly Sustainable
paper, plastics, bottles, etc.
Overall 2.13 D Not Sustainable
As gleaned on the table, the overall mean of 2.13 which has a description
of Not Sustainable. This indicates that the respondents during COVID-19
pandemic assess as not sustainable in the sustainability of practical framework
of sustainability.
Moreover, the indicator My customers get the value of their money based
on my price obtained the highest mean of 4 which has a description Strongly
Agree. Meanwhile, the indicator I provide health insurance for my employees got
the lowest mean of 1.13 which has a description Strongly Not Sustainable. This
means that the respondents have a Strongly Not Sustainable level in this
indicator. This implies that during COVID-19 pandemic many employees had not
given health insurance by their respective companies.
Based on the interview on the practical framework of sustainability,
entrepreneurs talked about how they manage changes during pandemic times.
Excerpts on entrepreneurs’ responses on practical framework sustainability with

60
changes are presented below.
“Our company does had lack of support on our medical services they don’t give
us health insurance”
“Because of the pandemic, we lack activities that promotes the number of

costumers because of the strict community quarantine.”
As entrepreneurs, the respondents mentioned that they lack medical
support from their companies and there was a great loss of the number of
costumers hence, they COVID-19 pandemic affects the number of costumers
because of the strict community quarantine
Resiliency
Table 13 reveals sustainability of the business of the respondents in terms
of resiliency.
Table 13
Business in terms of Resiliency
a. I am flexible with the price changes during the pandemic. 1.81 D Not Sustainable
b. I changed my business work flow during the pandemic. 3.2 A Moderately Sustainable
c. I reduced my work force during the pandemic. 3.45 SA Highly Sustainable
d. I followed the protocols and restrictions like buying 3.23 A Moderately sustainable
thermal scanners, alcohols, etc. without giving a price
increase.
e. I have a fix percentage of the profit/income for my savings 3.30 SA Highly Sustainable
or build-up capital.
f. I am ready to have a net loss for my business and still do 1.52 SD Strongly Not Sustainable
what is good for business.
g. I stopped my business and find employment from public or 1 SD Strongly Not Sustainable
private sectors.
h. I changed my business location during the pandemic. 1.83 D Not Sustainable
Overall 2.98 A Moderately Sustainable
As revealed, the overall mean of 2.98 which has a description of
Moderately Sustainable. This indicates that the respondents during COVID-19

61
pandemic assessed as moderately sustainable in the sustainability of business in
terms of resiliency.
Specifically. the indicator I reduced my work force during the pandemic
obtained the highest mean of 3.45 which has a description Strongly Agree. This
means that the respondents have a High Sustainable level in this indicator. This
implies that there was a great loss on the number of employees during COVID-
19 pandemic.
In contrast, the indicator I stopped my business and find employment from
public or private sectors got the lowest mean of 1 which has a description
Strongly Not Sustainable. This means that the respondents have a Strongly Not
Sustainable level in this indicator. This implies that during COVID-19 pandemic
many business establishments were closed.
The result has a connection to the study of Engidaw, E.A (2022) on
challenges of small businesses during the corona virus pandemic in developing
countries, specifically in Ethiopia. He concluded that many small and large
businesses are suffering challenges and caused destruction for many businesses
in the globe and it is challenging to survive with reduced revenue, jobs lost and
life slowing down and weak marketing performance. He added that to support
these businesses, the government should use different mechanisms by
cooperating with wealthy peoples and other non-governmental organizations.
Crisis Management
62
Table 14 reflects the sustainability of the business of the respondents in
terms of crisis management.
Table 14
Business in terms of Crisis Management
a. I have to purchase only what is more 3.56 SA Highly Sustainable
saleable in my products and don't buy
slow moving items to avoid losses.
b. I am having a contingency plan in case 3.31 SA Highly sustainable
my business will not work during this
Covid-19 crisis.
c. I used social media to promote more of 3.21 A Moderately
my products or service. sustainable
d. I added another line of business during 1.52 SD Strongly Not
the pandemic to address the needs of my Sustainable
customers.
e. I have another business in mind in case 2.18 D Not Sustainable
my current one will not work out.
f. I choose local suppliers for my raw 3.2 A Moderately
materials or products. sustainable
g. I have to cut some expenses which I 3.38 SA Highly Sustainable
found unnecessary for the business
operations including letting go of some
employees.
Overall 2.91 A Moderately
sustainable
As shown, the overall mean of 2.91 which has a description of Moderately
Sustainable. This indicates that the respondents during COVID-19 pandemic
assess as moderately sustainable in the sustainability of business in terms of
crisis management.
Specifically. the indicator I have to purchase only what is more saleable in
my products and don't buy slow moving items to avoid losses obtained the
highest mean of 3.56 which has a description Strongly Agree. This means that
the respondents have a High Sustainable level in this indicator which means
63
buying only the essential products during the pandemic.
In contrast, the indicator I added another line of business during the
pandemic to address the needs of my customers got the lowest mean of 1.0
which has a description Strongly Not Sustainable. This means that the
respondents have a Strongly Not Sustainable level in this indicator which they
focused on their existing businesses.
Yipeng, et.al 2020 stated that COVID-19 pandemic gave the
entrepreneurs problems on their business. Many establishments were closed to
stop the spread of the virus. No face-to-face interaction happened specially to the
affected community. It can also be observed that entrepreneurs used social
media to promote more of their products or service. The use of online
communications through internets and phone calls moderately did sustain the
sales of their products.
Habadas (2021) stated in his report that digital technology is needed so
much in times of no face-to-face interaction. Through internet, the entrepreneurs
can allow the costumers see and interact with their products. He added that
schools and universities must support social entrepreneurship to offer its e-
learning program which will open up doors of opportunities for the MSMEs
business sectors.
Table 15 reflects the sustainability of the business of the respondents in
terms of business continuity planning.

64
Table 15
Mean Distribution of Respondents Assessment on Their Sustainability of
the Business in terms of Business Continuity Planning
a. I always record my sales and expenses with 3.26 SA Highly Sustainable
my financial book of records.
b. I have to monitor the expenses that it should 3.48 SA Highly Sustainable
be based with the budget only.
c. All purchases must come with official 3.52 SA Highly Sustainable
receipts to properly monitor the cash outflows.
d. Regular evaluation and monitoring is being 2.99 A Moderately Sustainable
done to address concerns on time and provide
immediate solutions to problems.
e. Implement controls in all financial aspects of 3.55 SA Strongly Sustainable
the company.
f. Assess the risk of a certain problem to avoid 3.48 SA Strongly Sustainable
future occurrence.
g. Always conducts a regular business review 2.67 A Moderately Sustainable
to assess risk and all conditions happening
within and outside the company.
h. I do regular reporting to keep track of what is 2.78 A Moderately sustainable
happening and reasons behind any negative
situations.
Overall 3.21 A Moderately Sustainable
As gleaned on the table, the overall mean of 3.21 which has a description
of Moderately Sustainable. This indicates that the respondents during COVID-19
pandemic assess as moderately sustainable in the sustainability of business in
terms of business continuity planning.
Specifically, the indicator I Implement controls in all financial aspects of
the company got the highest mean of 3.55 which has a description Strongly
Agree. This means that the respondents have a High Sustainable level in this
indicator. The entrepreneurs are mostly hands on in overlooking the financial
aspects of their own company.
In contrast, the indicator I always conducts a regular business review to
assess risk and all conditions happening within and outside the company got the
65
lowest mean of 2.67 which has a description agree. This means that the
respondents have moderately Sustainable level in this indicator. Conducting
business reviews became irregular and slightly done as needed only for they
focused more on creating demands of the product lines or services offered.
Excerpts on entrepreneurs’ responses on business continuity planning
with changes are presented below.
“Even we have faced the pandemic, we still have a regular assessment on our
sales and on our product”
As entrepreneurs, the respondents mentioned that even they have faced
problems due to COVID-19 pandemic they still have moderately sustained their
business continuity planning. The respondents viewed their situation as
permanent in near future as they simply wished to keep their businesses in
running state in this uncertain situation.
Problem 3. What is the level of the challenges faced mostly by new
entrepreneurs based on the following;
3.1 financial problems;
3.2 customer problems;
3.3 personal issues;
3.4 government laws and policies;
3.5 employee related problems;
3.6 communication issues;
3.7 management information system issues

66
The presentation of data in this problem is according to the variables
enumerated above. In this problem, there are seven variables considered. The
results, interpretation, implication and support are presented accordingly.
Financial Problems
Table 16 reflects the challenges in terms of financial problems. As
revealed, the overall mean of 1.11 indicates that the respondents “disagree” in all
the indicators under the financial problems. This result suggests that the
respondents believed that they had a level of severely challenged on financial
problems. This implies that the respondents faced financial problems in times of
COVID-19 pandemic.
Table 16
Mean Distribution of Employees Assessment on Their challenges in terms
of Financial Issues
a. I experienced low income or no income at all 1.17 SD Severely Challenged
that I need to take a loan to buy additional
stocks or buy raw materials.
b. I have to remove some allowances of my 1.02 SD Severely Challenged
employees to survive.
c. Price increases and need to increase my 1.16 SD Severely Challenged
product prices too.
Overall 1.11 SD Severely Challenged
Legend: 1.00 – 1.75 Strongly Disagree (D) ;1.76 – 2.50 Disagree (D);
Nasar 2022 describes situation and circumstances provoking business
decline and challenges to sustain a business amidst COVID-19. He stated that
entrepreneurs are in critical situation to manage their finances to continue their
business operations. Major issues faced by entrepreneurs are fragile financial

67
ability, unable to release supplier payments, declined purchase-power of
customers, and uncertainty to invest more in the same business.
Customer Problems
Table 17 shows the challenges in terms of customer problems. As
gleaned on the table, the overall mean of 1.41 which has a description of
Strongly Disagree. This indicates that the respondents during COVID-19
pandemic assessed as severely stressed in the challenges in terms of customer
problems.
Table 17
of
Customer Problems
a. My customers are having a hard time to reach my 1 SD Severely Challenged
location due to lockdowns.
b. My customers are no longer buying my products. 1.92 D Moderately Challenged
c. The customers are asking door-to-door delivery 1.32 SD Severely Challenged
which I cannot do it due to transportation issues.
Legend: 1.00 – 1.75 Strongly Disagree (SD) ;1.76 – 2.50 Disagree(D);
Specifically, the indicator my customers are no longer buying my products
got the highest mean of 1.92 which has a description Disagree. This means that
the respondents were moderately challenged in terms of the loyalty of their
customers.
In contrast, the indicator My customers are having a hard time to reach my
location due to lockdowns got the lowest mean of 1 which has a description
68
severely challenged. This means that the respondents were severely stressed in
this indicator which obviously during the pandemic there was a total lockdown
implemented which one could not easily travel from one place to the other.
Below are the most responses of the entrepreneurs.
“I think negatively about the current situation (COVID-19 lockdowns) of extending

or maintaining my business in this situation. It seems impossible (for me) to
maintain the current level of business because our resources are depleting day
by day”
As entrepreneurs, the respondents mentioned that they have a negative
thinking on maintaining the business hence, the COVID-19 pandemic affects the
depletion of resources. The way of resourcing and bringing the goods to the
customers marked as the most common challenge during the pandemic.
Personal Issues
Table 18 reflects the challenges in terms of personal issues. As shown,
the overall mean of 1.74 indicates that the respondents “Strongly Disagree”
under the Personal Issues. This result suggests that the respondents believed
that they had a level of severely challenged on personal issues. This implies that
the respondents faced personal issues in times of COVID-19 pandemic.
Table 18
of
Personal Issues
a. I have no full knowledge of the business I am 1.83 D Moderately Challenged
running.
b. My family cannot help me run the business for it 2 D Moderately Challenged
is not their level of interest.
c. My family expenses are funded from the cash 1.41 SD Severely Challenged
sales of my business.
69
Abrigo, et. al 2021 concluded that the COVID-19 epidemic is expected to
affect not only the country’s health system, but also the economy. Projections
based on a Leontief input-output model suggests that the Philippine economy
may lose between 276.3 billion (best case) and PHP 2.5 trillion (worse case) due
to COVID-19. The transport, storage, and communication sectors are expected
to suffer substantial losses because of expected declines in tourism (PHP 11.7-
to 124.3-billion). Other services (PHP 41.5-356.9 billion), manufacturing (PHP
82.1- to 855.2-billion), and wholesale and retail trade (PHP 93.2- to 724.8-billion)
are projected to be substantially negatively affected by weaker global and
domestic demand.
Government Laws and Policies
Table 19 shows the challenges in terms of government laws and policies.
As revealed, the respondents strongly disagreed in all the indicators of
government laws and policies. Moreover, the overall mean of 1.01 indicates that
the respondents “Strongly Disagree” under the government laws and policies.
This result suggests that the respondents believed that they had a level of
severely challenged on government laws and policies. This implies that the
respondents faced problems of government laws and policies in times of
COVID-19 pandemic.
Table 19
of
70
Government Laws and Policies

a. My business was closed for a particular period 1.04 SD Severely Challenged
of time due to health protocols.
b. Transportation access are limited due to travel 1 SD Severely Challenged
restrictions.
c. Lesser number of hours for store opening. 1 SD Severely Challenged

Legend: 1.00 – 1.75 Strongly Disagree (D) ;1.76 – 2.50 Disagree (D);
Both the national government and local governments have responded to
the COVID-19 pandemic in the Philippines with various declarations of
emergency, closure of schools and public meeting places, lockdowns, and other
restrictions intended to slow the spread of the virus.
Because of these, entrepreneurs were severely challenged due to IATF protocols
(Lambert, 2021).
Employee Related Problems
Table 20 shows the challenges in terms of employee related problems.
As shown, the overall mean of 1.09 indicates that the respondents “Strongly
Disagree” under the employee related problems. This result suggests that the
respondents believed that they had a level of severely challenged on employee
related problems. This implies that the respondents faced problems on
employees in times of COVID-19 pandemic.
Table 20
of Employee Related Problems
a. My employees are asking for food allowance 1 SD Severely Challenged
and free transport.
b. Employees' work cannot be done on "Work 1.28 SD Severely Challenged
from home" set-up.
c. The employees are working lesser number of 1 SD Severely Challenged
71
hours.
Flamiangiano (2020) stated that many business establishments were
closed. As a result, millions of Filipinos are at risk and their households become
highly vulnerable to hunger and poverty. He added that many Filipino workers will
not receive wages or lose their jobs. As a consequence, this could slow down
recovery and potentially trigger more socio-economic problems.
As revealed, the indicators supported the study of Genzburg (2021)
stating that entrepreneurship is the job of the future. Workplaces have been
changing rapidly and best practices began to emerge as one should adapt to
changes felt in different industries and the world. Displaced workers become
entrepreneurs as everyone adapts to the global impact of the pandemic. Several
ways were considered for the future of work would benefit from an
entrepreneurial mindset (Forbes, 2021).
Communication Problems
Table 21 shows the challenges in terms of communication problems. As
shown, the overall mean of 1.71 indicates that the respondents “Strongly
Disagree” under the employee related problems. This result suggests that the
respondents believed that they had a level of severely challenged on
communication problems. This implies that the respondents faced
communication problems.
72
Table 21
of
Communication Problems
a. No budget for additional communication 1.57 SD Severely Challenged
platform to reach the customers or target
markets.
b. My business location has no internet 2 D Moderately Challenged
connection that I cannot promote it on social
media account or virtual marketing.
c. No allowance allocated for contacting 1.57 SD Severely Challenged
customers for order inquiries or placements.
Tauton, Y (2020) stated the importance of communication has always
been the key to all healthy relationships. During the mandatory quarantine, many
individuals are working from home with little face-to-face interactions, except with
their families. He concluded that the most obvious changes were the ways we
reached out others and how do we update others of the changes brought about
by the pandemic. Entrepreneurs struggled a lot like shifting their gears from
direct to virtual marketing approach, hence resilience is in great demand.
Management Information System Issues
Table 22 shows the challenges in terms of Management Information
System (MIS) issues. As shown, the overall mean of 1.06 indicates that the
respondents “Strongly Disagree” under this indicator. This result suggests that
73
the respondents believed that they had a level of severely challenged on MIS.
This implies that the respondents faced several MIS issues.
Table 22
of
Management Information System Issues
a. Manual way of cash register. No Point-of-Sale 1.24 SD Severely Challenged
(POS) system.
b. No database of existing or loyal customers. 1 SD Severely Challenged
c. No system used to expedite the business 1 SD Severely Challenged

transactions
Habadas (2021) stated that there is a need for the entrepreneurs to have
trainings and seminars on digital techniques on improving business
management. The Covid-19 pandemic foresee the entrepreneurs that they must
be vigilant in digital technologies that could improve the system specially in times
of COVID-19 pandemic.
Problem 4. Is there a significant difference in the level of sustainability of
business when they are grouped according to their profile?
Analysis of Covariance was used to test of difference of the level of
sustainability of business when they are grouped according to their profile.

74
Table 23
Test on Difference of the Level of Sustainability of the Respondents When
They are Grouped According to their Profile
Profile Sustainability of the Business

Sustainability Transition of Practical Framework of Resiliency Crisis Management Business Continuity
Factors Sustainability Planning
Interpretation
Interpretation
Interpretation
Interpretation
Interpretation
P-value
P-value
P-value
P-value
P-value
t-value
t-value
t-value
t-value
t-value
Age - .350 N .866 .031 N .710 .149 N .599 0.216 N .145 .354 NS
3.82 S S S S
Sex .047 .912 N .265 .001 N .778 .053 N ..809 .115 N .899 .532 NS
S S S S
Years in .156 .711 N .260 .004 N .809 .065 N ..618 .125 N .957 .643 NS
Business S S S S
Educational .038 0.92 N .065 .878 N .254 .544 N .082 .849 N .570 .140 NS
Attainment S S S S
Sources of - .340 N - .177 N .335 .447 N .306 .462 N - .647 NS
Income .390 S .529 S S S .193
Monthly .294 .48 N .545 .163 N - .152 N .450 .263 N - .521 NS
Income S S .557 S S .267
Average
*Significant at the 0.05 level (2-tailed)
The data reveal that age, sex, years in business, educational attainment,
sources of income, and monthly income had no significant difference in all the
indicators of sustainability of the business. This means that respondents’ level of
sustainability of the business had no significant difference in terms of their
demographic profile. Thus, the p-value of all the indicators of the level of
sustainability with their demographic profile is greater than 0.05 level. Thus, the
null hypothesis was accepted. Therefore, there is no significant difference
between the sustainability of the business and their educational background. This
implies that whether the entrepreneurs were young or old, male or female,
married or single, have been for long years in the business or less, educational
75
attainment, sources of income, and monthly income did not significantly differ on
the level of sustainability of business.
In addition, findings show that the entrepreneurs were moderately
sustainable to sustainability of business whether the entrepreneurs were young
or old, male or female, married or single, have been for long years in the
business or less, educational attainment, sources of income, and monthly income
during COVID-19 pandemic.
Loose and Forbes (2020) stated that all kinds of entrepreneurs had
difficulty doing business and faced problems in times of pandemic. He
emphasized that the new normal setting caused crisis to the entrepreneurs. The
international studies on sustainable transitions or changes helped to connect the
understanding of entrepreneurs to the challenges, effects and opportunities
brought by COVID-19 pandemic (Bodenheimer and Leidenberger, 2020).
Problem 5. Is there a significant relationship between the level of
challenges faced by the entrepreneurs and the level of sustainability of the
business?
76
Table 24
Correlation Coefficients and Significance of Relationship between the level of
challenges faced by the entrepreneurs and the level of sustainability of the
business
Level Level of Sustainability of the Business
Challenge
s
Sustainability Transition of Practical Framework of Resiliency Crisis Management Business Continuity
Factors Interpretation Sustainability Planning
Interpretation
Interpretation
Interpretation
Interpretation
Pearson r
Pearson r
Pearson r
Pearson r
Pearson r
P-value
P-value
P-value
P-value
P-value
Financial .345** .005 S .866* .00 S .710* .04 S .599** 0.01 S .145** .00 S
Issues 0 * 5 * 9 6 4
Customer .4122* .012 s .265* .00 S .778* .02 S ..809* .015 S .299** .00 S
Issues * * 1 * 3 * 2
Personal .321** .011 s .260* .00 S .809* .01 S ..618* .005 S .157** .00 S
Issues * 4 * 5 * 0
Government .482** 0.02 s .475* .00 s .254* .01 s .282** .001 s .570** .04 s
laws and * 8 * 2 0
Policies
Employee .329** .040 S .529* .00 S .335* .04 s .306** .002 S .193** .04 S
Related * 2 * 7 1
Problems
Communicatio .294** .048 s .545* .01 S .437* .03 S .450** .003 S .267** .02 S
n Issues * * 5 1
Management .315** 0.00 s .457* .00 s .489* .01 s .349** .002 s .176** .00 s
Information 1 * 2 * 1 1
System Issues
Legend: Very Weak- 0.0- 0.20; Weak-0.21- 0.40; Moderate-0.41-0. 60; Strong- 0.61-0. 80; Very Strong-0.81-1. 00
* Significant at 0.05 level
As shown, all the indicators of sustainability of business and all the
indicators of challenges faced by the entrepreneurs have p-value less than 0.005
which is not above the significant level at 0.05; thus, the null hypothesis that there
is no significant relationship between the sustainability of business and the
challenges faced by the entrepreneurs was rejected. Therefore, there is a
significant relationship between the sustainability of business and the challenges
faced by the respondents. This implies that the challenges face by the
77
entrepreneurs in times of COVID -19 pandemic had a big effect of the sustainability
of business.
Moreover, the study of Ratten (2020), Looze and Forbes (2020), Abrigo M
et al. (2021) concluded that the challenges of the entrepreneurs during COVID-
19 pandemic correlate the sustainability of the business. As explained by their
studies, entrepreneurs have many challenges encountered during COVID-19
pandemic that affects the sustainability of their business. Kim (2000) reported
direct evidence of the causal relationship between personal finances, financial
mistakes, careless behaviors, and stressful situations such as COVID-19
pandemic are interrelated and cumulative and associated with reduced
employee/entrepreneurs’ productivity.
CHAPTER 5
SUMMARY, CONCLUSION AND RECOMMENDATIONS

78
This chapter presents the summary, conclusion, and recommendations
forwarded in this study.
Summary
This study determined the entrepreneurs level of sustainability in five (5 )
domains , namely sustainability transition factors, practical framework of
sustainability, resiliency, crisis management and business continuity planning
and the challenges faced mostly by new entrepreneurs based on the seven(7)
issues and concerns, namely, financial issues, customer problems, personal
issues, government laws and policies, employee related problems,
communication issues and management information system issues of the
entrepreneurs in Bukidnon.
The significant difference of the demographic profile and the level of
sustainability of the business were tested. Moreover, the significant relationships
of the challenges faced by the entrepreneurs to the level of sustainability were
also determined. Finally, the challenges and difficulties encountered by the
entrepreneurs were also examined.
Descriptive-correlational and qualitative designs were utilized in this study.
The researchers made use of purposive sampling techniques for entrepreneurs.
A total of 100 entrepreneur-respondents surveyed using the questionnaire on the
Sustainability of the Business and the challenges faced by the entrepreneurs
during pandemic. The entrepreneurs were also interviewed to determine their
challenges and difficulties encountered in sustainability of their business and the
challenges they encountered during COVID-19. Descriptive statistics, Analysis

79
of Variance (ANOVA), and Pearson r moment correlation were used to answer
the problems of the study.
Findings
The findings are summarized and presented according to the statement of
the problem.
1. What is the profile of the respondents in terms of age, sex, civil
status, years in business, educational attainment, sources of
income, and monthly income average?
The result revealed that majority of the entrepreneurs in Bukidnon
belonged to the age bracket thirty-one to thirty-nine (31 to 39) years old, majority
are females and most of them had one to two years in business.
Moreover, majority of the entrepreneurs obtained college level/college
degree. Most of them are employed and belonged to middle income.
2. What is the level of sustainability of the business in terms of
sustainability transition factors, practical framework of
sustainability, resiliency, crisis management, snd business
continuity planning?
Entrepreneurs rated as “not sustainable” on the indicators of TPACK
sustainability of the business in the areas of sustainability transition factors and
practical framework of sustainability. However, they assessed as “moderately

80
sustainable” on the indicators of resiliency, crisis management, and business
continuity planning.
3. What are the challenges faced mostly by the new entrepreneurs in
terms of financial issues, customer problems, personal issues,
government laws and policies, employee related problems,
communication issues, and management information system
issues?
Entrepreneur-respondents rated as “severely challenged” on financial issues,
customer problems, personal issues, government laws and policies, employee
related problems, communication issues, and management information system
issues.
4. Is there a significant difference in level of the sustainability of
business when grouped according to demographic profile?
All the domains on the sustainability of business have no significant to
their demographic profile.
5. Is there a significant relationship between the level of challenges
faced by the entrepreneurs and the level of sustainability of the
business?
All domains under the challenges faced by the entrepreneurs were
significantly correlated to all the domains on the level of sustainability of the
business. Hence, the challenges faced by the entrepreneurs during COVID-19
pandemic affects the level of sustainability of the business.

81
Conclusion
The study concludes that the new entrepreneurs are severely challenged
and affected on the challenges they encountered during COVID-19 pandemic.
Hence, they need more trainings and seminars to improve their resiliency and
business sustainability specially in times of situational crisis. Moreover, new
entrepreneurs moderately sustained their businesses despite of the pandemic.
Further, the study concludes that challenges faced by the new
entrepreneurs has something to do with their sustainability of the business.
Hence, new entrepreneurs should improve their sustainability level on
sustainability transition factors, practical framework of sustainability, resiliency,
crisis managements, and business continuity planning because it is important
and it affects the challenges faced by the new entrepreneur in terms of financial
issues, customer problems, personal issues, government laws and policies,
employee related problems, communication issues and management information
system issues.
Finally, this study has proven the Theory of Sustainability Transition by
Miriam Bodenheimer and Jacob Leinberger (2020) with emphasis on treating
COVID-19 on the positive side which will open windows of opportunity towards
changing directions and prevent future crisis. This can also be achieved also
through the concept of Resiliency and considering Business continuity planning in
Crisis management (Marker, 2020). Having a good business model for dealing
with crisis will guide the entrepreneur to view events thoroughly and gain context
to apply best practices to overcome the effect of the crisis being faced.
82
Recommendations
The following recommendations are made based on the findings and
conclusions of the study:
The Government Agencies encouraged conducting trainings and
seminars to the entrepreneurs for the positive entrepreneurial responses despite
the situational crisis to acquire the concept of resiliency and business continuity
planning management that will help motivate them to sustain the business in
spite of many challenges they will be facing.
The entrepreneurs are encouraged to pursue graduate studies to
improve their learnings in the content of entrepreneurial skills. The
entrepreneurs should consider integrating the concept of resiliency and business
continuity planning in crisis management in sustaining the business in times of
crises. The entrepreneurs should strengthen the use of the good business model
for dealing with crisis to view events thoroughly and gain context to apply best
practices to overcome the effects of the crisis being faced.
The Aspiring Entrepreneurs/ Future Generation of Entrepreneurs are
encouraged using digital technology for the sustainability of the business. The
entrepreneurs should attend seminars on the expansion in using technology in
doing business and other theoretical curricula and stressing the use of
technology as a tool in doing business transactions. Entrepreneurs must know
also the correct usage of technology. Aspiring entrepreneurs, existing
entrepreneurs, and future entrepreneurs should have awareness on the use of

83
technology nowadays.
REFERENCES
Books
Levy, M., & Weitz, B. A. (2007). Retailing management. Boston, MA:

McGraw-Hill/Irwin.
Macky, K., & Johnson, G. (2000). The Strategic Management of Human

Resources in New Zealand. Auckland, New Zealand:
Irwin/McGraw-Hill.
Partnership for 21st Century Skills. (2003). Learning for the 21st
Century: A report and mile guide for 21st century skills.
Washington, DC: Partnership from 21st Century Skills.
Journals
Campbell, A. (2020). An increasing risk of family violence during the Covid-19

pandemic: Strengthening Community collaboration to save lives. Forensic
Science International Reports. DOI.1080/08276331.2020.1790167
Joel B. Carnevale, I.H. (2020). Employee adjustment and well-being in the era of
COVID-19: Implications for Human Resource Management.
Journal of Business Research Volume 116, 183-187.
Engidaw,E.A(2022). Small businesses and their challenges during COVID-19

pandemic in developing countries: in the case of Ethiopia. Journal of
Innovation and Entrepreneurship.2 (1), 30-32. DOI.10.1186/s13731-021-0019-
Falmingiano, J(2020). How will small businesses survive in this crisis?

CNN Life Philippines. (cnnphilippines.com)
Gustafsson, N.D. (2020). Effects of COVID-19 on Business and Research.

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Journal of Business Research. 117, 284-289
Nasar, A. et.al (2022). Small businesses and their challenges during COVID-19
pandemic in developing countries: in the case of Ethiopia. Journal of
Innovation and Entrepreneurship.2 (1), 30
DOI. 10.1016/j.apmrv.2021.08.001
Raten, V (2020). Corona-virus (Covid 19) and Entrepreneurship: Changing life

and work landscape. Journal of Small Business and Entrepreneurship. 32
(5), 500-506. DOI:10.1080/08276331.2020.
Suriyankietkaew, S.; Nimsai, S. (2021). COVID-19 Impacts and Sustainability

Strategies for RegionalRecovery in Southeast Asia: Challenges and
Opportunities.Sustainability 2021, 13, 8907.
https://doi.org/10.3390/su13168907
Vanessa Raten, (2020). COVID-19 Impact on Micro, Small, and Medium-Sized

Enterprises under the Lockdown: Evidence from a Rapid Survey in the
Philippines. Journal of Small Business and Entrepreneurship. 32 (5), 500-
506. DOI:10.2139/SSRN.3807080
Yipeng, L. et. al (2020) The challenges and opportunities of a global health crisis:
the management and business implications of COVID-19 from an
AsianPerspective.PubmedCentral.19(3),222-397. DOI.10.1057/s41291-020-
00119-
Internet Sources
Abrigo, M et al. (2021). A qualitative assessment of entrepreneurship amidst

COVID-19 pandemic in Pakistan. National Library of Medicine.
https://www.pids.gov.ph
Habradas,R (2021). Digitalization and Social Entrepreneurship: A formula for

success?The Manila Times. DOI:10.1080/08276331.2020.
Marker, B (2020). FOUR STORIES OF SMALL BUSINESS RESILIENCE IN THE

PHILIPPINES. https://www.peopleinneed.net/four-stories-of-small-business-resilience-
in-the-philippines-7066gp
Tauton, Y. (2020). How has COVID-19 affected the way we communicate?

https://www.uab.edu/news/research/item/11542-how-has-covid-19-
affected-the-way-we-communicate
85
APPENDIX A. APPROVED LETTER OF REQUEST

86
87
88
APPENDIX B. INFORMED CONSENT

89
90
91
92
APPENDIX C. RESEARCH INSTRUMENT/SURVEY QUESTIONNAIRE
The data were collected using the survey questionnaire. The said survey
questionnaire is a research instrument that consists of a set of questions that is
mainly to collect information from the respondents. The survey questionnaire
designed by the researcher is composed of items answerable by the new
entrepreneurs during the COVID-19 pandemic.
The questionnaire is composed of three parts as of the following:
1. Profile of the Respondents
- Aside from the demographic profiling method, qualitative value profiling
is also used with profiles that are appropriate for the factors of the
dependent variables being considered. A deeper analysis was done based
on multiple factors involved.
2. Measures of Sustainability
- This demonstrated the distribution of articles within different sustainability
factors.
3. Challenges faced by new entrepreneurs
- This comprised of series of qualitative survey questions which provided
a deeper understanding of the respondent's views and motivations
towards the responses made.

93
Part 1- Profile of the Respondents
Name: Date:
Business Name:
PART 1
A. Maramag Don Carlos
Business
Address: Quezon Kibawe
B. Age 18-29 50-65
30-49 66 and above
C. Sex Male Female
D. Agriculture Computers/Gadgets
Business
Products
Retail Others (Pls Specify)
E. More than 5 yrs 2 yrs

Yrs in Business
3-4 yrs 1 yr or below
F. College Elementary
Educational
Attainment
High School Others (Pls Specify)
G. Source of Employment Pension/Allotment

Income before
COVID-19(Pls Business Others (Pls Specify)
check all that
applies)
H. Source of Employment Pension/Allotment

Income during
COVID-19 (Pls Business Others (Pls Specify)
check all that
applies)
I. above P100,000 P51,000-P99,000

Monthly
Average
P20,000-50,000 below P20,000
Income
94
Part 2- Measures of Sustainability
Strongly
Strongl Disagre
Agree Disagre
y Agree e
Sustainability Related Measures e
4 3 2 1
PAR
T2
SUSTAINABILITY
Sustainable Transition/Changes Measures
a. I have enough savings and emergency funds
during COVID-19.
b. I was able to get a loan from a finance
company.
c. My business capital is from a business loan.
d. I closed my business due to COVID-19 and
opened a new one.
e. I am planning to close my business in few
months.
2.1
f. I have lost so many customers during the
pandemic.
g. I gained new customers during the pandemic.
h. We directly delivered our goods/services to
our customers as we need to close during the
pandemic.
i. I am not affected by the pandemic as my
business is doing so well this time.
j. I lost my job during the pandemic so I turned to
doing business.
a. My customers get the value of their money
based on my price.
b. I regularly set aside savings for my business'
future needs.
c. We offer promotions for customers to keep
buying or availing our services.
2.2
d. I have charity works for the public or practice
social responsibility.
e. I provide health insurance for my employees.
f. I am giving allowances or subsidies to my
employees.
g. I always practice proper waste disposal by
separating the paper, plastics, bottles, etc.
95
Strongly
Strongl Agre Disagre
Disagre
y Agree e e
e
Sustainability Related Measures
4 3 2 1
Resiliency Measures
a. I am flexible with the price changes during the
pandemic.
b. I changed my business work flow during the
pandemic.
c. I reduced my work force during the pandemic.
d. I followed the protocols and restrictions like
buying thermal scanners, alcohols, etc. without
giving a price increase.
2.3 e. I have a fix percentage of the profit/income for
my savings or build-up capital.
f. I am ready to have a net loss for my business
and still do what is good for business.
g. I stopped my business and find employment
from public or private sectors.
h. I changed my business location during the
pandemic.
i. I have a credible management so I don't worry
for business changes due to Covid-19.
Crisis Management Measures
a. I have to purchase only what is more saleable
in my products and don't buy slow moving items
to avoid losses.
b. I am having a contingency plan in case my
business will not work during this Covid-19
crisis.
c. I used social media to promote more of my
products or service.
2.4 d. I added another line of business during the
pandemic to address the needs of my
customers.
e. I have another business in mind in case my
current one will not work out.
f. I choose local suppliers for my raw materials
or products.
g. I have to cut some expenses which I found
unnecessary for the business operations
including letting go of some employees.
96
Strongly
Strongl Agre Disagre
Disagre
y Agree e e
e
Sustainability Related Measures
4 3 2 1
a. I always record my sales and expenses with
my financial book of records.
b. I have to monitor the expenses that it should
be based with the budget only.
c. All purchases must come with official receipts
to properly monitor the cash outflows.
d. Regular evaluation and monitoring is being
done to address concerns on time and provide
2.5 immediate solutions to problems.
e. Implement controls in all financial aspects of
the company.
f. Assess the risk of a certain problem to avoid
future occurrence.
g. Always conducts a regular business review to
assess risk and all conditions happening within
and outside the company.
h. I do regular reporting to keep track of what is
happening and reasons behind any negative
situations.
97
Part 3- Challenges Faced by the Entrepreneurs
Strongl Disagre Strongly

PAR Challenges Faced during the y Agree
Agree e Disagree
T3 Pandemic 4 3 2 1
3.1 Financial Issues
a. I experienced low income or no income at all that I
need to take a loan to buy additional stocks or buy raw
materials.
b. I have to remove some allowances of my
employees to survive.
c. Price increases and need to increase my product
prices too.
3.2 Customer Problems
a. My customers are having a hard time to reach my
location due to lockdowns.
b. My customers are no longer buying my products.
c. The customers are asking door-to-door delivery
which I cannot do it due to transportation issues.
3.3 Personal Issues
a. I have no full knowledge of the business I am
running.
b. My family cannot help me run the business for it is
not their level of interest.
c. My family expenses are funded from the cash sales
of my business.
3.4 Government Laws and Policies
a. My business was closed for a particular period of
time due to health protocols.
b. Transportation access are limited due to travel
restrictions.
c. Lesser number of hours for store opening.
3.5 Employee Related issues
a. My employees are asking for food allowance and
free transport.
b. Employees' work cannot be done on "Work from
home" set-up.
c. The employees are working lesser number of hours.
3.6 Communication Issues
a. No budget for additional communication platform to
reach the customers or target markets.
b. My business location has no internet connection
that I cannot promote it on social media account or
virtual marketing.
c. No allowance allocated for contacting customers for
order inquiries or placements.
3.7 Management Information System Issues
a. Manual way of cash register. No Point-of-Sale
(POS) system.
b. No database of existing or loyal customers.
c. No system used to expedite the business
transactions
98
APPENDIX D. CRONBACH ALPHA RESULT
Scale Mean if Item Scale Variance if Cronbach's Alpha if

VARIANCE NO.
Deleted Item Deleted Item Deleted
VAR00001 109.53 579.02 0.95
VAR00002 109.43 579.63 0.95
VAR00003 109.30 577.46 0.95
VAR00004 110.10 565.13 0.95
99
VAR00005 110.17 564.83 0.95

VAR00006 108.70 611.94 0.95
VAR00007 109.20 595.96 0.95
VAR00008 109.67 584.85 0.95
VAR00009 110.23 579.43 0.95
VAR00010 109.37 592.45 0.95
VAR00011 108.27 626.48 0.96
VAR00012 109.00 605.72 0.95
VAR00013 109.63 571.90 0.95
VAR00014 109.40 577.28 0.95
VAR00015 110.00 562.90 0.95
VAR00016 109.77 567.36 0.95
VAR00017 110.13 563.64 0.95
VAR00018 109.13 586.12 0.95
VAR00019 108.63 607.41 0.95
VAR00020 108.60 610.87 0.95
VAR00021 108.63 605.96 0.95
VAR00022 109.10 588.30 0.95
VAR00023 109.47 581.02 0.95
VAR00024 110.10 560.99 0.95
VAR00025 109.50 591.85 0.95
VAR00026 108.50 618.26 0.95
VAR00027 109.40 578.66 0.95
VAR00028 109.17 587.32 0.95
VAR00029 109.67 571.47 0.95
VAR00030 109.33 578.02 0.95
VAR00031 108.57 622.19 0.96
VAR00032 108.33 629.54 0.96
VAR00033 108.90 594.71 0.95
VAR00034 108.63 615.48 0.95
VAR00035 109.23 605.56 0.96
VAR00036 109.47 605.02 0.95
VAR00037 109.50 598.60 0.95
VAR00038 109.13 612.19 0.96
VAR00039 109.57 572.74 0.95
VAR00040 109.43 573.63 0.95
NOTE: This research instrument has PASSED the reliability test for Cronbach’s Alpha
equals 0.95 which is greater than 0.70 and it means with EXCELLENT reliability level.
CHALLENGES FACED- PILOT TESTING USING CRONBACH ALPHA TEST

100
3.1 3.2 3.3 3.4 3.5 3.6 3.7

RESPONDENTS #
A B C A B C A B C A B C A B C A B C A B C
1 2 1 1 1 2 1 2 2 1 1 1 1 2 1 1 1 2 1 1 1 1
2 2 1 1 1 2 1 1 2 1 1 1 1 2 1 1 1 2 1 1 1 1
3 1 1 1 1 2 2 2 2 2 1 1 1 2 1 1 1 2 1 2 1 1
4 1 1 1 1 2 2 1 2 2 1 1 1 1 1 1 1 2 1 1 1 1
5 1 1 1 1 2 1 1 2 1 1 1 1 1 2 1 1 2 1 1 1 1
6 1 1 1 1 2 1 2 2 1 1 1 1 2 1 1 1 2 1 1 1 1
7 2 1 1 1 2 1 2 2 1 1 1 1 2 1 1 1 2 1 1 1 1
8 1 1 1 1 2 2 1 2 1 1 1 1 1 1 1 1 2 1 1 1 1
9 2 1 1 1 2 1 1 2 1 1 1 1 1 2 1 1 2 1 1 1 1
10 4 1 4 4 4 4 4 4 3 4 3 4 4 4 4 3 4 4 4 3 4
11 3 4 1 1 2 4 2 4 1 4 1 4 1 3 4 3 4 3 1 3 2
12 2 1 3 4 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4
13 2 3 4 2 3 3 3 3 3 3 3 3 4 4 4 4 4 3 3 3 3
14 4 1 2 4 2 4 1 1 4 4 4 4 3 3 4 4 4 3 3 3 3
15 4 4 3 3 4 3 2 3 4 2 4 3 4 2 1 2 3 3 4 1 3
16 2 4 4 2 3 2 3 3 2 2 3 3 2 2 2 2 3 4 4 4 4
17 3 4 2 3 4 3 2 1 4 3 4 3 2 3 1 2 1 3 2 3 4
18 3 1 4 3 2 3 2 3 3 3 3 3 1 4 4 3 3 4 4 4 4
19 3 2 4 3 4 4 4 3 2 3 2 3 3 2 4 3 4 4 4 4 3
20 3 2 4 4 3 4 3 3 2 4 4 4 3 4 2 1 4 2 2 2 2
21 3 3 4 2 2 2 2 3 1 2 3 2 2 2 2 3 3 2 2 3 2
22 3 1 3 2 3 3 2 1 3 2 2 3 2 3 2 3 1 3 2 3 1
23 3 1 2 3 4 3 3 2 3 2 2 2 3 2 3 2 3 2 2 4 4
24 4 4 3 3 4 4 4 3 3 4 4 4 2 4 4 3 4 4 4 3 4
25 3 3 4 4 3 3 4 2 4 4 3 4 4 3 2 4 4 3 3 4 4
26 4 4 4 2 3 4 1 3 2 1 1 2 3 2 3 4 4 1 4 3 4
27 2 1 1 1 2 1 2 2 1 1 1 1 2 1 1 1 2 1 2 1 1
28 2 1 1 1 2 1 2 2 2 1 1 1 2 1 1 1 2 1 2 1 1
29 1 1 1 1 2 1 2 2 1 1 1 1 1 2 1 1 2 1 1 1 1
30 2 1 1 1 2 2 2 2 1 1 1 1 1 1 1 1 2 1 1 1 1
Scale Mean if Item Scale Variance if Cronbach's Alpha if

VARIANCE NO.
Deleted Item Deleted Item Deleted
VAR00001 44.83 347.73 0.97

VAR00002 45.40 351.83 0.97
101
VAR00003 45.00 334.69 0.97

VAR00004 45.20 337.89 0.97
VAR00005 44.63 354.52 0.97
VAR00006 44.83 339.04 0.97
VAR00007 45.07 352.41 0.97
VAR00008 44.90 362.58 0.97
VAR00009 45.13 344.40 0.97
VAR00010 45.13 335.50 0.97
VAR00011 45.17 338.49 0.97
VAR00012 45.00 332.76 0.97
VAR00013 45.03 349.83 0.97
VAR00014 45.03 341.21 0.97
VAR00015 45.17 337.32 0.97
VAR00016 45.17 339.59 0.97
VAR00017 44.50 346.95 0.97
VAR00018 45.10 335.54 0.97
VAR00019 45.00 337.72 0.97
VAR00020 45.03 337.07 0.97
VAR00021 45.00 332.00 0.97
NOTE: This research instrument has PASSED the reliability test for
Cronbach’s Alpha equals 0.97 which is greater than 0.70 and it means with
EXCELLENT reliability level.
APPENDIX E. VALIDITY TEST

102
Reliability Result for Entrepreneurs’ Level of Sustainability of the Business

103
Reliability Result for Challenges Faced mostly by new Entrepreneurs
Cronbach’s
Alpha
Challenges Faced Cronbach’s
Based on Interpretation
by Entrepreneurs Alpha
Standard
Items
Financial Issues 0.97 0.97 Excellent
Customer
Problems
0.97 0.97 Excellent
Personal Issues 0.97 0.97 Excellent
Government Laws
0.97 0.97 Excellent
and Policies
Employee Related
0.97 0.97 Excellent
Problems
Communication
0.97 0.97 Excellent
Issues
Management
Information 0.97 0.97 Excellent
System Issues
Total 0.97 0.97 Excellent
NOTE: This research instrument has PASSED the reliability test for
Cronbach’s Alpha equals 0.97 which is greater than 0.70 and it means with
EXCELLENT reliability level.
104
APPENDIX F. CURRICULUM VITAE OF THE AUTHOR
CYRIL-PEP SALAC QUERUELA

Home Address: Kitaotao, Bukidnon, 8716, Philippines
Email: cyrilqueruela@gmail.com Contact No. +639690221023
EDUCATION WORK EXPERIENCES

Master in Business Management Commercial Manager
Capitol University (CU) Al Sadhan Group of Companies
Cagayan de Oro City,
Philippines
Saudi Arabia
2020-2022 November 2019-Present

Executive Admin and Finance Officer/Marketing/Operations
Professional Education
Officer
Orangetheory Fitness-Saudi Arabia (same owner with previous
Capitol University (CU)
company)
Philippines
Saudi Arabia
Graduated, 2012-2013 June 2018-November 2019

BS in Business Management MIS and Finance Data Analyst
Xavier University (Ateneo de
Cagayan)
Gift Garden Company (Beauty and Wellness Chain of Stores)
Philippines
Saudi Arabia
Graduated with Highest QPI July 2014-June 2018
1998-2002
Regional Sales and Marketing Supervisor-Mindanao
EXAMINATIONS PASSED YSA Skincare Corporation
Civil Service-Professional Location Based: Cagayan de Oro City, Philippines
Civil Service Philippines November 2012-June 2014
October 2002
Key Accounts Specialist / Brand Manager - Philippines
Licensure Exam for Teachers Cosmetique Asia Corporation
Professional Regulation
Commission
Location Based: Manila, Philippines
March 2017 December 2010-August 2012
SKILLS Business Development Officer-Davao

*Accounting / Bookkeeping Personal Collection Direct Selling Inc.
*Sales and Marketing Location Based: Davao City, Philippines
105
*Digital Marketing October 2009-December 2010

*Computer Literate (MS Office)
*Basic Adobe Photoshop Regional Sales Manager-VISMIN
*Event Organizing/Facilitating Everbilena Cosmetics Inc.
*Driving with License Location Based: Cebu City, Philippines
February 2006-February 2009
TRAININGS ATTENDED
*Digital Marketing- Dubai, UAE HR and Marketing Manager-Mindanao
*Basic Photoshop Training-
Saudi
MSVS Human Services
*Direct Selling Techniques-Phil. Location Based: Cagayan de Oro City, Philippines
*Retail Marketing-Philippines December 2003-January 2006
PERSONAL INFORMATION Selling Area Supervisor-Supermarket

UNIPACE Corporation (Gaisano Chain) and SVI Inc. (SM
Birthdate: August 31, 1981
Supermarket)
Religion: Seventh Day
Adventist
Location Based: Cagayan de Oro City, Philippines
Civil Status: Annulled June 2002-December 2003

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1

SUSTAINABILITY MEASURES AND CHALLENGES FACED BY

CYRIL-PEP QUERUELA IGAR

This research entitled “SUSTAINABILITY MEASURES AND

ROMEO B. MIÑOZA JR., DM

Approved by the Panel of Examiners in partial fulfilment of the

EDWIN C. DU, PhD

HEIDI GRACE P. MENDOZA, CPA, DBM ROMEO B. MIÑOZA JR., DM

Accepted and approved in partial fulfilment of the requirements for the

EDWIN C. DU, PhD

COVID-19 is a pandemic that not only caused significant disorders and

Keywords: COVID-19 Pandemic, Entrepreneurs, Entrepreneurship,

contributed to making this research a success:

The researcher’s very understanding and supportive adviser, Dr. Romeo

advice during the conduct of this study.

motivation to pursue the study.

To the Municipal Mayors of Southern Bukidnon particularly for Mayor Ma.

Victoria Ontanillas-Pizarro, CPA, the Municipal Mayor of Don Carlos, Bukidnon

who signed and granted the permit to study of the researcher.

To the selected Entrepreneurs of Southern Bukidnon who participated well

Acknowledgment also goes to Salac and Queruela Clan, the researcher’s

unending encouragement and support to finish this study.

conduct of this study.

ideas, and encouragement.

most crucial moments of the study.

To God be all the glory!

CYRIL-PEP QUERUELA IGAR

This research is lovingly dedicated to our Almighty God who loves me

unconditionally and guides me always, and to the following who continuously

To my brother Ian Neil S. Queruela, my sister Christine Lou Queruela-

Sagosa, my sister-in-law Grace Marie P. Queruela, my brother-in-law John

inspiring and exciting.

And to all friends, relatives, neighbors, former school teachers, work

never stop learning because life never stops teaching.

CYRIL-PEP QUERUELA IGAR

TABLE OF CONTENTS vii

CHAPTER 1 THE PROBLEM

Statement of the Problem 15

Significance of the Study 17

Scope and Limitations of the Study 18

CHAPTER 2 REVIEW OF RELATED LITERATURE AND STUDIES 22

CHAPTER 3 RESEARCH METHODOLOGY 33

Respondents of the Study 35

Validity and Reliability of the Study 37

Data Gathering Procedures 38

Statistical Treatment of Data 42

CHAPTER 4 PRESENTATION, ANALYSIS, AND

CHAPTER 5 SUMMARY, CONCLUSION, AND

APPENDIX A (Approved Letter of Request) 79

APPENDIX B (Informed Consent) 81

APPENDIX C (Research Instrument/Survey Questionnaire) 85

APPENDIX D (Cronbach Alpha Result) 91

APPENDIX E (Validity Test) 95

APPENDIX F (Curriculum Vitae of the Author) 97

Figure 1. Schematic Diagram 14

Figure 2. The map showing the 3rd District of Bukidnon 34

Table 1. Table Summary of Literature Reviews and Study 22

Table 2. Respondents of the Study 36