JBCalunod Nov.2Revised

THE PHILIPPINE WOMEN’S UNIVERSITY
COVID-19 IMPACT ON CASUAL DINING RESTAURANTS IN
MARIKINA CITY: BASIS FOR OPERATIONAL FRAMEWORK
by
JOHN BRIENFORD P. CALUNOD
Graduate School
Philippine Women’s University
2022
Title Page
Covid-19 Impact on Casual Dining Restaurants in Marikina City:
Basis for Operational Framework
A Thesis Presented to
The Faculty Committee of the Graduate School
The Philippine Women’s University
Taft Avenue, Manila
In partial fulfillment of the requirements for the degree

Master of Science in Hotel and Restaurant Management
By
October 30, 2022
2
APPROVAL SHEET
In partial fulfillment of the requirements for the degree of Master of Science in
Hotel and Restaurant Management this thesis is entitled: Covid-19 Impact on
Selected Casual Restaurant in Marikina City: Basis for Operational
Framework., prepared and submitted by JOHN BRIENFORD CALUNOD is
thereby recommended for approval and acceptance.
Adviser:
Dr. Angelina U. Blanco

Approved by the Committee on Oral Examination with a grade of
____.
Dr. Jocelyn R. Sardena
Chairman
Dr. Anna Pamela Jonson Dr. Ronald Manzano
Member Member
------------------------------------------------------------------------------------------------------------
Approved and accepted in partial fulfillment of the requirements for the
degree of Master of Science in Hotel and Restaurant Management.
Date of Oral Examination: Dr. Ephraimuel Jose L. Abellana

November 5, 2022 Cluster Dean, Schools of Food
Science and Technology, Tourism
and
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Hospitality Management
The Philippine Women’s University
ACKNOWLEDGMENT
Love and inspiration are the keys for everyone’s success; the researcher offer all
endeavors to our God Almighty by giving the blessings, sustaining grace, light
and love and thanking all those responsible for the completion of this study.
To Dr. Aleth G. Reyes, for the consistent support and cheering-up to
encourage me to finish the study;
For the guidance and help of Dr. Angelina U. Blanco, my thesis adviser,
Dean Danny Cabulay, my statistician for their expertise and passion and advice
and support in the preparation and realization of this study;
To the School of Hospitality and Management headed by our beloved
Dean, Dr. Ephraimuel Jose L. Abellana, thank you for your encouragement and
motivation, To Ms. Mercy Hernandez for the valuable and reliable assistance
from my enrollment up to my final defense.
To the members of the Thesis Committee: Dr. Jocelyn R. Sardena, Dr.
Anna Pamela Jonson and Dr. Ronald Manzano; for their valuable suggestions
and helpful comments for the improvement of this study.
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The researcher would also like to thank the managers and owners of
casual restaurants in Marikina City for actively participating and cooperating in
gathering the data as respondents of this study.
To them all, this humble work is dedicated.
ABSTRACT
Title : COVID-19 IMPACT IN CASUAL DINING RESTAURANTS:

BASIS FOR OPERATIONAL FRAMEWORK
Researcher : John Brienford P. Calunod

Degree : Master of Science in Hotel and Restaurant Management
Adviser : Dr. Angelina U. Blanco

Institution : Philippine Women’s University
Year : 2022
Business disruption like the COVID-19 pandemic created socio-economic

issues around the world that led to the shut down or downscaled operations of
restaurants during the lockdowns. The main purpose of this study is to analyze
the impact of COVID-19 on the casual dining restaurants in Marikina City and
propose an operational framework that will assist the restaurant owners and
managers in coping to such business disruption.
This study espoused a quantitative-qualitative research design using

documentary analysis and perception survey with 40 restaurants in Marikina
City participating. The research instrument was validated using Cronbach’s
alpha coefficient while the data was analyzed using Pearson r correlation.
Apparently, majority of casual dining restaurants were not prepared for a

the COVID-19 pandemic. They were impacted in four areas: financial, learning
and growth, internal processes, and customers; forcing them to embrace new
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business models and distribution channels amidst government restrictions on

capacity and health protocols. Restaurants need to be guided by the proposed
operational framework and business continuity plan in order to gain resilience,
operate, earn, and survive during a business disruption.
Keywords: Business disruption, COVID-19, Casual dining restaurants,

Operational framework, Business model.
TABLE OF CONTENTS
Title Page II
Approval Sheet III
Acknowledgment IV
Abstract V
Table of Contents VI
List of Tables VIII
List of Figures IX
List of Appendices X
Chapter
1 THE PROBLEM AND ITS BACKGROUND 1
Introduction 1
Background of the Study 4
Research Locale 5
Theoretical Framework 7
Conceptual Framework 8
Statement of the Problem 9
Null Hypotheses 10
Scope and Limitation 10
Significance of the Study 11
Definition of Terms 14
2 REVIEW OF RELATED LITERATURE AND STUDIES 17

Effects of Covid-19 on the Financial Situation
17
Effects of Covid-19 on the Employment Situation 23
Effects of Covid-19 on the Internal Processes 26
Effects of Covid-19 on the Customers 35
Syntheses 47
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3 RESEARCH METHODOLOGY 51
Research Design 51
Respondents of the Study 51
Profile of the Respondents 52
Ethical Considerations 52
Research Instrument 53
Data Gathering Procedure 54
Statistical Treatment of Data 55
4 PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

Profile of Participating Restaurants 57
Financial Impact of Covid-19 on Restaurant 58
Learning and Growth Impact of Covid-19 on Restaurant 59
Internal processes Impact of Covid-19 on Restaurant 60
Customers Impact of Covid-19 on Restaurant 62
Correlation Analysis of Impact of Covid-19 Variables 63
Correlation between Covid-19 Impacts & 63
Years of Operation
Correlation between Covid-19 Impacts &
Types of Transaction 66
5 CONCLUSION AND RECOMMENDATION 69

Summary 69
Conclusions 72
Recommendations 74
Proposed Operational Framework 75
Business Continuity Plan 78
REFFERENCES 82
APPENDICES 92
CURRICULUM VITAE 113
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LIST OF TABLES
Table Page
1 Profile of Respondents 52
2 Financial Impact of Covid-19 on Casual

Dining Restaurants 58
3 Learning & Growth Impact of Covid-19

on Casual Dining Restaurants 59
4 Internal Processes Impact of Covid-19

5 Customers Impact of Covid-19

6 Correlation Between Covid-19 Impacts

and Years of Operation 63
7 Correlation Between Covid-19 Impacts

and Years of Operation 66
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LIST OF FIGURES
Figure Page
1 Norton and Kaplan Business Model 7
2 Conceptual Framework 8
3 The Corporate Approached to Manages

Infectious Disease 28
4 Proposed Operational Framework 75
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LIST OF APPENDICES
Appendix Page
A Marikina City Map 92
B Survey Questionnaire 93
C Tabulations Result 96
D Pearson r Correlation 100
E Cronbach’s Alpha Coefficient Summary 106
F Pilot Study Responses 107
G Responses of Casual Restaurant in Marikina City 108
H Fieldwork Documentation 109
I Letter to Marikina Business Permit and Licensing 110

Office
J Request Letter to Conduct Survey 111
K Face and Content Validation 112
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Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
The rapid expansion of COVID-19 has created economic and financial
issues around the world, with growing implications at all levels in all 195
countries. As a result of COVID-19, each country has suffered varying degrees of
severity and loss. The service sector will bear the brunt of the financial and
economic consequences (E. Yost, M. Kizildag, and J. Ridderstaat, 2021).
Industry uncertainty has been rampant since the end of 2019 when COVID-19
broke out, and this is especially true in the travel and hospitality sector. A sector
built on human mobility and connection, tourism and hospitality are both the
source and the primary recipient of the outbreak and its consequences (Gallen,
2020).
The Philippine government acted quickly to prevent the spread of COVID-
19 by enforcing an enhanced community quarantine (ECQ) and creating a huge
public spending emergency subsidy program to assist households and
businesses that had been adversely affected. It was announced that the
lockdown would begin on March 16th, 2020, with the national capital region and
other high-risk provinces first included. It has been extended three times, most
recently through the end of May 2020, by the Philippine government. Even
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though the coronavirus lockdown has only been in effect for a few days in the
Philippines, eating in a restaurant already seems like a fantasy. Dine-ins, buffets,
and 5-hour coffee breaks at your favorite café are things of the past. Instead,
casual restaurants are overrun with a skeletal manpower line-up of servers,
mask-wearing takeout internal processes standing 6 feet apart, and delivery
riders that are waiting for delivery orders. The only other option is that the
restaurant establishment remains strangely deserted (Lim, 2020).
There were mixed feelings among restaurateurs and chefs when the IATF
(Inter-agency Task Force on Emerging Infectious Diseases) announced that
casual restaurants would be closed as part of the community quarantine. As a
result, many small and medium-sized establishments have shut their doors,
some permanently, while others are waiting impatiently for the quarantine to be
over. Casual Restaurants, on the other hand, are fiercely fighting back. A great
deal is on the line because literally a lot of lives are at stake. Others have
remained open only for the benefit of their workers (Arnaldo, 2020).
There have been many challenges in the restaurant industry over the last
half-year: unexpected closures, layoffs, and permanently shuttered windows
have all given way to reopening, an increase in delivery, new items, and even
expansions. Some small businesses made it out of the recession while others did
not.
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According to the study commissioned by the National Sanitation
Foundation International 2022. Casual Restaurant Managers noted that
increased customers’ demands over the speed of delivery and keeping food at
the right temperature were the biggest challenges. Alongside the increased work
pressure, casual restaurants are concerned about ensuring that third-party
logistics partners have adequate food safety training, clean and suitable vehicles,
and appropriate food boxes to ensure standards are upheld across the
purchasing chain. The researcher chooses this topic to help all the casual
restaurants owners’, managers and employees to face, adapt and survive the
challenges bought by the Covid-19 pandemic.
The output of this study includes recommending an effective operational
framework on casual restaurants that follows the major trends and long-term
changes that the Covid-19 is expected to bring. The operational framework that
will be designed will aid all casual dining restaurants in the case of a recurrence
of the Covid-19 outbreak or other events of a similar nature. The operational
framework will emphasize the provision of operating procedures that will aid
casual restaurant managers and owners in terms of improving the financial,
learning ang growth, business operations, and customers that will follow current
status of the market.
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Background of the Study
After an upsurge in reported cases of coronavirus around the world, the
government of the Philippines began ordering local lock-downs. More than fifty
million people are impacted since the entire island of Luzon is under lockdown.
People are only allowed to leave their homes to go to the store to acquire food
and other needs while the lockdown is in effect (Merez A. 2020).
The outlook for the future of restaurants is not encouraging, with analysts
projecting that more than half of all restaurants would fail to make it. (Severson
K., Yaffe-Bellany D. 2020). The Marikina city is well known as the shoe capital of
the Philippines. However, there is also an upcoming food hub at Lilac Street and
Mayor Gil Fernando Avenue (Federal Land 2018), Lilac Street in Concepcion
Dos is a stretch of highly-rated casual restaurants. You may find some of the top
restaurants for Singaporean, Japanese, Thai, American, Mexican, and Filipino
food by wandering along Lilac Street and the surrounding streets. On the other
hand, Mayor Gil Fernando Avenue is home to new food parks that are worthy of
being featured and visit. With the lockdowns and restrictions imposed by the
Philippine government, the restaurants in Marikina City were forced to close their
doors for months.
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According to the Marikina City business permits and licensing office, 21.54
percent of restaurants closed during the years 2020–21. That resulted in massive
un-employment, including the restaurants that laid off some employees in order
to survive. It gave inspiration to the city to pass an ordinance granting amnesty
on surcharges and interests of delinquent business taxpayers in the City of
Marikina. The ordinance was signed by the mayor of Marikina City in order to
assist the businesses in Marikina City, including the casual restaurants that were
negatively affected by COVID-19. This was done in order to assist the
businesses in Marikina City. It provides amnesty to the owners of businesses in
Marikina City that were unable to pay their business taxes as a result of the
detrimental impact that COVID-19 had on their businesses and will assist those
business owners in recovering from the effects of the pandemic. This subject is
worthy of being studied as it will help the casual restaurant owners and
managers in Marikina City recover from the impact that COVID-19 has had on
the industry. The proposed operational framework of this study will serve as a
guide to the casual restaurant manager on how to respond to the reoccurrence of
COVID-19 and other similar events.
Research Locale
Based on the DTI’s CMCI or the Cities and Municipalities Competitive
Index, Marikina City is one of the highly urbanized City in NCR, ranked 32 among
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the highly urbanized city in terms of economic dynamism, it was also ranked 19 th
in government efficiency, ranked 23rd in infrastructure category while 31st in
resiliency. Omanos C., (2016) stated that Marikina is one of the seventeen (17)
cities and municipalities that make up the Metro Manila area, located in a verdant
valley bordered by mountain ranges and split by a river. Located in latitude 14o
35' and longitude 14o 41', it is about 16 kilometers from Quezon City is on the
route of Manila.
There was a time when Marikina's total land area was around 2,150
hectares. The Bureau of Land Management estimates the area to be 21.50
square kilometers (BLM). Despite this, in the third and fourth cadastral surveys
conducted by the Bureau of Land Management in 2012 Marikina's land area was
estimated to be 2,314.37 square kilometers in the third quarter of 2013. hectares,
which equates to approximately 23.14 square kilometers. There are two districts
in Marikina. the barangays in District 1 have a total population of 40.50 percent of
the total land area of 937.52 hectares is occupied by Marikina is divided into
seven barangays with a combined land area of, while District 2 is made of
1376.85 acres or 59.50% of the city's total area, it has a total population of
450,741 with the population density of 20,45 and growth of 1.2 between 2010-
2015.
The city is tagged as the shoe capital of the Philippines, and it has been
showcased by the Department of Tourism in their Metro Manila Food Crawl
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brochure, which helps promote food tourism in the city, as evidenced by the
throngs of food lovers in Metro Manila and elsewhere flocking to its restaurants,
bars, and coffee shops located throughout the city, such as along Lilac Street
and Gil Fernando Avenue.
Theoretical Framework
The four viewpoints of the balance score card included in the Kaplan and
Norton business model serve as the theoretical foundation for this research. It
places an emphasis on the company's financial strategy, particularly on the
performance of the company's sales. The customers are how the entity gives
value to the customers, such as through boosting the client's ordering or dining
experience or improving the product quality. The learning and growth will provide
a sufficient workforce for the casual restaurant, which will be relevant to the
internal processes that will pertain to the business operations of the restaurant.
Figure 1 -
Source: Kaplan and Norton Business Model
Financial
Customer Vision and Internal

Strategy processes
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Learning and
Growth
Conceptual Framework
The researcher used the POM model or the proposed original model to
support this study. The researcher presents an original paradigm and uses the
variables in the Kaplan and Norton business model as an inspiration in
formulating the variables in the conceptual framework and in the statement of the
problem wherein when COVID-19 occurs, the researcher will use variables
inspired by the adopted theory; the financial; the learning and growth; the internal
processes; and the customers.
Figure 2: Proposed Original Model
Covid-19
Impact
Financial
Years of
Operation learning and Growth Modified
Operational
8 Framework
Internal processes
Types of
Transaction
Customer
The variables are related to each other as they align the business
activities of the restaurants with the vision and strategy of the business. The
researcher will take into consideration the relationship of the business profile to
the variables from the Norton and Kaplan business model and that will serve as
the basis for an operational framework.
Statement of the Problem
This study analyzed the impact of the Covid-19 pandemic on casual dining
restaurants in Marikina City which served as basis for a strategic operations
framework for casual dining restaurants.
Specifically, the study addressed the following objectives:
1. What is the business profile of casual dining restaurants in Marikina City in
terms of:
1.1 Years of Operation
1.2 Types of Transaction
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2. What is the impact of Covid-19 on the selected casual dining restaurants
in Marikina City in terms of:
2.1 Financial;
2.2 Learning and Growth;
2.3 Internal processes;
2.4 Customers
3. Is there significant relationship among the components affected by
Covid-19?
4. What operational framework on restaurant operation can be designed for
casual restaurants in Marikina City?
Null Hypotheses
This study adopted only one null hypothesis which is
Null Hypothesis: There is no significant relationship between the
impacts of Covid-19 on casual dining restaurants in Marikina City in terms of their
years of operations and type of transactions.
H0: r < 0.70
Where:
H0 null hypothesis
r Pearson r correlation coefficient
< 0.70 threshold for an insignificant correlation
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Scope and Limitations
This study analyzed the impact of the Covid-19 in selected existing casual
dining restaurants in Marikina City. The study was conducted in September 2022
in Marikina City which was participated by the owners and managers of selected
casual dining restaurants located along Lilac and Gil Fernando Streets. The
interpretation and analysis of the findings was based on the responses to the
survey questionnaire administered personally observing safety and health
protocols imposed by the Inter-Agency Task Force of the government.
The study excluded all other types of restaurants such as quick service (or
fast food), fine dining, and ambulant outlet (or kiosks) restaurants. Casual dining
restaurants outside the research locale were also excluded.
The researcher encountered budget, time, access and physical
constraints; hence, the designated sample size of the survey was later deemed
justified and acceptable.
Significance of the Study
This study will benefit various stakeholders such as:
Casual dining restaurants. This study will be beneficial to casual dining
restaurants in Marikina city as the result operational framework will shed light on
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the casual dining restaurant industry activation and revitalization during and after
the pandemic era.
Casual dining restaurant owners and managers. This study will be
beneficial to the owners and managers of the casual restaurants as it will serve
as their guide in operating their restaurants when the Covid-19 and other similar
cases will arise and hit us.
Customers: This study will be beneficial to the patrons of casual
restaurants in Marikina city as this will help the business owners and managers
to improve their operations and to provide safe and high-quality meals for the
internal processes even in the midst of pandemic or other similar cases.
Marikina City. This study will provide specific data on the impact of
Covid-19 to the casual restaurants in Marikina city and the manners by which
they are affected. Marikina City can utilize the insights of this research as it helps
sustain its casual restaurants and maintain its booming food industry. It can aid in
the formulation of schemes and systems tailored for the casual restaurants and
put them in a more proactive stance to respond. Results of the study can help the
city as it extends crucial support to casual restaurants.
Local communities. This study will also be beneficial to the community
and diners of the casual restaurants as it will help them to ensure their safety and
security as well as a chance to eat their favorite food in their preferred casual
restaurants and spend time together with their family or friends. It will also be
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beneficial as it will provide continuous job opportunities on the reoccurrence of
Covid-19 pandemic and other similar cases.
Hotel and Restaurant Association of the Philippines. This study will be
beneficial to the Hotel and Restaurant Association of the Philippines as they can
voice the findings of this study to all the struggling casual restaurants in the
Philippines to sustain their business.
Restaurant industry. They will be benefited as they will be provided an
operational framework which will be used as a guide in coping with business
disruption in the future.
Philippine Women’s University. This study will Philippine Women’s
University, as they upload the study to the open-access it will increase the
visibility of the institution and this will provide the means that the Philippine
Women’s University is managing the researches effectively and also, it’s a way to
Philippine Women’s University to measure and assess its research programs
based on the research output of the students.
Academe. This study will be beneficial to the students who are taking up
BS in Hospitality Management, BS Tourism, Bs Nutrition, and MSHRM and DHM
as this will be a new body of knowledge that can be used as a reference in class
discussions.
Future Researchers. This study will serve as important references for
future studies conducted along this line.
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Researcher. The study is beneficial for the researcher particularly in the
event that he joins the restauran5 industry either as a manager or entrepreneur
or consultant.
Definition of Terms
To fully understand the terms used in the study the following terms are
defined operationally.
Apps. These are computer program applications with specific functions,
uses or capabilities popularized through various social media platforms (e.g.
Food Panda, Grab Food, etc.).
Casual dining restaurant. This a type of restaurant which typically
provides ala carte service, moderately priced food and beverage products, with a
server assigned to a cluster of tables, and imposes no dress code.
CMCI. This acronym stands for Cities and Municipalities Competitive
Index. It is an annual ranking of Philippine cities and municipalities developed by
the National Competitiveness Council through the Regional Competitiveness
Committees (RCCs).
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Covid-19. This pertains to the infection attributed to the 2019 novel
coronavirus which emerged from Wuhan, China in 2019 and became a global
pandemic in early 2020.
Financial. This aspect of a restaurant pertains to its capacity to earn
sales from food and beverage products and generate profits after factoring
operating and other expenses.
HACCP. This stands for Hazard Analysis Critical Control Point. It is
regarded as a global industry standard for food safety.
Health declaration form. This is document which could either be in
printed or electronic format filled out by restaurant internal processes to
information establishments of their Covid status based on felt symptoms and
travel history.
IATF EID. According to DOH the IATF is an abbreviation stands for Inter
Agency Task Force on Emerging Infectious Diseases, it was organized by the
national government to assess, monitor, contain, control and prevent the spread
of any potential epidemic in the Philippines.
Internal processes. This refers to the set of operational processes
performed in a business which includes procurement, inventory management,
material allocation, actual production, quality control, delivery, etc.
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Learning and growth. This refers to opportunities for the business
owners, managers and employees to improve their competencies though their
experiences, training, competition, research, and investments.
Online food delivery. This is mode of selling restaurant products through
ordering online using apps and said products are delivery at the customers’s
doorstep. This essentially is a contactless and, in most cases, cashless and
convenient distribution channel or business model.
QR Code. This stands for Quick Response Code which is a machine-
readable code consisting of an array of black and white squares, typically used
for storing URLs or other information for reading by the camera on a smartphone
Quarantine. This is a state, period, or place of isolation in which people
or animals that may have been exposed to infectious disease are placed. The
Philippines, through the government’s IATF, imposed varying quarantine status
to describe the Covid situation of local government units (e.g. general community
quarantine or GCQ, enhanced community quarantine or ECQ, etc.)
Retrenchment. This refers to a labor cost-saving device implemented by
organizations to render a number of its workforce redundant.
Sales channel. This refers to the type of sales from the types of
transaction such as like dine-in sales, takeout sales, and online delivery sales.
Skeletal workforce. Employing a reduced number of employees to
efficient operate a casual dining restaurant.
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Social distancing. Also called physical distancing, this is a health
protocol imposed by the IATF on commercial establishments to prevent the
spread of Covid-19 infections (i.e. 2 meters apart).
Transaction. This refers to an exchange of products for a fair value.
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter presents literature and studies about the subject
undertakings. The products of various theories and principles coupled by
extensive studies provide the researcher substantial background on the research
being conducted.
Effects of COVID-19 on the Financial Situation of Restaurants
Since the coronavirus outbreak, only the best-performing casual
restaurant franchises have kept up. Large restaurants have significantly bigger
profit margins than smaller restaurants. Recent state and local government
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activities, however, threaten everyone's sales volume. Far too many small,
independent restaurant owners in New England have been forced to close their
doors. Major firms are also preparing to switch to delivery divisions. The
coronavirus closed or restricted the hours of many restaurants around the
country and expected to see the increase in delivery, the risk of restaurants,
especially independents, closing or operating with limited hours "outweighs the
potential for coronavirus-driven upside” as per Andy Rood (2020).
Kauman, Goldberg, and Avery (2020) explained that making money in the
restaurant industry is not easy. Small independent enterprises often struggle to
build a financially viable and long-term business plan. This is the reason for
global pandemic like COVID-19 forcing restaurants to close and diminishing their
earnings. Due to municipal constraints, most reopened restaurants in May and
June only provided takeout or outside eating as an alternative to in-house dining.
In June, restaurant sales were down 66% year-on-year. The National Restaurant
Association estimated a $240 billion revenue shortfall. Restaurant closures ripple
through the American economy, affecting agriculture, fishing, foraging, ranching,
manufacturing, and other service industries.
According to Arlindo, Palrão, and Mendes (2021), after two months,
seventy-five percent of restaurants stopped serving internal processes, and just
twenty-five percent remained open, mostly due to the popularity of takeout and
delivery. It also states that without timely government support, 70% of
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businesses will be unable to pay salaries, 30% of businesses are considering
insolvency, and 60% of businesses have stated explicitly that government
support is insufficient to meet their needs and have prioritized receiving non-
refundable funding. This research also shows that there is a big effect on
employment and billing, and that companies need better ways to directly help
their cash flow if they want to stay in business and keep their jobs.
According to JP Morgan Chase and Company (2020), given the
importance of preserving capital, many small business owners may have
prudently avoided, postponed, or otherwise decided not to make payments linked
to their business during Covid-19 pandemic. They make decisions that have a
negative impact on the medium-term health of their businesses, such as putting
off necessary repairs to vital equipment or slashing salaries and perks for
employees. While simple indicators of the share of functioning small firms may
indicate that a sector is well positioned for a recovery, a sector with depleted
assets or expanding accounts payable may be less well positioned for a
recovery.
During the epidemic, there has been a requirement for an additional layer
of safety, which typically comes with an additional layer of expense. These costs
include items like masks, additional signage, floor tiles indicating distance, hand
sanitizer, and even the price of software or apps that aid verify vaccination
status. According to a COVID-19 compliance officer companies are factoring the
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cost of these additional safety and sanitary supplies into the budgets for their
meetings. (Rasheesa, 2021)
In the months that followed the beginning of the COVID-19 epidemic in the
United States, demand shocks and problems with supply chains contributed to
greater volatility in import, export, producer, and consumer prices. These factors
combined to make price fluctuations more extreme. The shifts in the economy
that were caused by the pandemic had a particularly negative impact on the
prices of meat, fish, dairy products, and eggs. The severity of the pandemic's
consequences started to become more noticeable in the United States. Because
of outbreaks in a number of American meat processing factories, the United
States had a shortage of local meat, which led to an increase in the demand for
meat that was imported. As a result, the cost of imported meat increased by 16.0
percent in May 2020 (Mead, Ransom, Reed, and Scott, 2020)
Marchesi and McLaughlin (2022) discovered that beginning in the third
quarter of 2020, consumers spent more money at QSRs year-over-year, a trend
that would continue until at least the first few months of 2021. According to some
projections, quick service restaurant (QSR) sales would reach $23.79 billion
between December 2020 and February 2021, up from $23.22 billion during the
same period in 2019.
Asian Journal Press (2021) revealed that fast food giant Jollibee Foods
Corp. (JFC) of the Philippines has completed its acquisition of the Michelin-
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starred Tim Ho Wan restaurant group by purchasing the remaining interest held
by other investors. With an expanded capital commitment of SGD 120 million to
Titan in October 2019, the business boosted its stake to 60%. (P4.45 billion).
After a year, JFC bought out another investor's 25% position in the fund, bringing
its total ownership to 85%. From September 2020 until July of this year, JFC and
Titan Dining have opened three Tim Ho Wan restaurants in Shanghai.
According to Ibanez J. (2021), Food Panda Philippines posted an increase
in demand in the previous year. The company has now captured an estimated
70% market share among food delivery mobile applications in the country. "In an
instant, the doors were closed and no one could leave. The lockdown caused a
rise in demand for delivery services, the company's user base increased eightfold
from its February 2017 levels.” Mr. Marogy saw a five-fold increase in restaurant
partners and a twelve-fold increase in the number of orders placed.
Deloritos (2021). The global spread of the COVID-19 virus has opened the
door for the widespread use of mobile payment systems. Due to the tight
execution of health rules, it has been difficult to gain access to basic bank
accounts and financial services. This created an opportunity for forward-thinking
financial technology companies like G-Cash, PayMaya, and GrabPay. Statista
predicts that the Philippine mobile payments market will be worth more than $15
billion by the end of 2021 and will grow by more than 16% to $28 billion by 2024.
The BSP hopes that by implementing these measures it can achieve its aim of
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having digital payments account for half of all retail transactions and having 70
percent of adult Filipinos have access to formal financial services by the year
2023.
To better adapt to post-quarantine conditions and build structural
resilience against future shocks, RA 11494 focuses and directs relief efforts
toward the most severely afflicted sectors. Offers reduced interest rates on loans
to help industries severely impacted by Covid-19.
In order to promote economic recovery, the Bayanihan to Heal as One Act
RA 11469 specifies that businesses with outstanding loans be granted a grace
period during which no interest is charged. Approximately eighteen (18) million
low-income households will get an emergency subsidy from the government, with
the amount ranging from five thousand pesos (P5,000.00) to eight thousand
pesos (P8,000.00) each month for a period of two (2) months. Provide a "COVID-
19 special risk allowance" to all public health workers in addition to the hazard
pay to ensure their safety while doing their duties. Adopt such measures as may
reasonably be necessary to facilitate and/or minimize disruption to the supply
chain, especially for basic commodities, to ensure the availability of credit to the
productive sectors of the economy, particularly in rural areas, including but not
limited to lowering the effective lending rates of interest and reserve
requirements of lending institutions; Guarantee the availability of essential goods,
in particular food and medicine, by adopting such measures as may reasonably
22
be necessary to guarantee the availability of essential goods. Borrowers in the
categories of individuals, households, micro, small, and medium-sized
enterprises (MSMEs), and corporations will not be subject to interest on interest,
fees, and charges during the 30-day grace period, nor will any covered institution
apply such interest to future payments or amortizations.
According to RA11494 of the Bayanihan to Recover as One. There will be
a sixty-day payment moratorium imposed on all loans, a thirty-day grace period
for the payment of rent and utilities, and a cessation of all penalties for late or
non-filing of business-related reports. The Department of Transportation (DOT)
oversaw the implementation of the Appropriate Cash for Work Program, which is
designed to aid workers, and the Department of Trade and Industry (DTI)
implemented an intervention that makes use of programs that facilitate the flow of
goods, improve online commerce, reduce logistical costs, and guarantee fair
prices.
Effects of COVID-19 on the Employment Situation
Millions of people in the world have lost their employment despite
governments' courageous efforts to help businesses and protect jobs through job
retention plans. As a result, many people who work for themselves witnessed a
significant drop in their earnings. As a result, the majority of nations swiftly
adopted reforms to make minimum-income benefits for the unemployed more
widely available and generous. Along with these programs, a number of
23
countries have set up new cash transfers for people who still weren't insured,
helped pay for expenses, or, in a few cases, made payments to everyone to
make sure no one was left out.
San Pedro M. (2020). To keep the supply lines moving and internal
processes' fundamental needs met, restaurants and food delivery services have
been operating with a skeletal workforce. On top of the standard protocols for
ensuring the safety of their food, they also implement additional safeguards, such
as contactless delivery and cashless payments.
Lippert, Furnari, and Kriebel (2021) reported that the continued shutdowns
and lack of clarity in health and safety protections, decreases in rewards with
less and variable pay and hours, and increased work demands due to
understaffing, increased duties, and efforts expended towards controlling
customer behavior had led to an increase in job insecurity, a decrease in job
satisfaction, occupational stress, emotional exhaustion, and a decrease in
organizational cohesion. In addition, the researcher found that there was less
organizational commitment.
Given that certain industries have reopened or will shortly reopen and
others will continue to be restricted in their activities, it's possible that job
retention strategies may need to be adjusted. Increasing the mobility of workers
from subsidized to unsubsidized jobs, including through training while on reduced
hours, and asking enterprises to share a portion of the cost of these programs
24
are all potential strategies to increase sustainability and cost-effectiveness
(International Labor Organization 2020).
Messabia, Formi, and Kooli (2022) stated that human capital is crucial to a
company's success, so entrepreneurs should cultivate a culture of strategic HR
management. The researcher proposes that business owners undergo
specialized training in crisis resilience and organizational change. In order to help
entrepreneurs, afford the costs associated with these growth prospects,
governments should offer them the financial backing they need.
The long-term impact of the epidemic on businesses like restaurants and
bars is unclear. Businesses that have experienced layoffs may require more time
to rebuild their workforces when the economy improves, which is a concern for
many stores and restaurants that are currently trying to satisfy rising consumer
demand with a smaller workforce.
Sticky cost organizations, which are unable to swiftly reduce expenses
when revenues decline due to sunk inputs like worker training to generate human
capital, were found to be less likely to engage in layoffs and furloughs than other
types of businesses. During a recession, these businesses might be better
served keeping things as they are rather than laying off workers and trying to get
back up and running. (Williams, Rouen, and Lester, 2021)
Bartik, Bertrand, Cullen, et al (2020) between March 28th and April 4th,
2020, polled more than 5,800 small company owners. There were a number of
25
common threads that emerged. Just a few weeks into the crisis, massive layoffs
and business closures had already taken place. Second, the likelihood of a
closure was inversely proportional to how long people expected the crisis to last.
Furthermore, organizations' expectations for the duration of COVID-related
disruptions varied substantially. A third issue is the financial fragility of many
small businesses.
Villanueva and Rivera (2022), CIBAC Party List representatives, proposed
an act granting hazard pay to workers in critical industries during a state of
calamity or emergency or public health safety that seeks to recognize the hard
work and invaluable service of the workers in the critical industries and it includes
the healthcare, banks, airline and restaurants, the bill passed the it in the
congress on the other hand senator Joel Villanueva looks at measures granting
hazard pay to essential workers in private, public sectors and reiterated that the
government should allocate more funds to support ordinary workers during the
health crisis, adding that public investment on the labor force could make or
break the country's economic recovery.as a support to the bill passed by Bro.
Eddie Villanueva of CIBAC Partylist.
Effects of COVID-19 on the Internal Processes of Casual Dining
Restaurants
26
The DOT releases a Memorandum Circular No 2020-004 that the
Restaurants must adhere to new regulations, such as those pertaining to the use
of Health Declaration Forms, the monitoring of employees' temperatures; the
provision of personal food safety apparel; following the disinfection and sanitation
process; training; and annual check-ups, and the monitoring of internal
processes' temperatures. In addition, the restaurant's capacity should be 50%.
Chief of Tourism Puyat's recent call for businesses to optimize technology for the
transition to contactless transactions (such as taking orders and payments).
The DTI issues guidelines on April 30, 2020 about the minimum health
protocol for restaurants, including posting information about: wearing of masks;
social distancing at least 1 meter apart on all sides; allowing face-to-face seating
but only with dividers; maximum number of allowable people inside the
restaurants; regular sanitation procedures of tables and chairs; availability of
alternative methods of payment (online); and availability of alternative methods of
ordering and picking-up of orders. They also mandate the use of directional
arrows for internal processes and staff in the kitchen, as well as the use of
disinfected floor mats, a que area, a thermal scanner, rubbing alcohol, and a
health checklist for clients.
As a result, the COVID-19 pandemic is likely to expedite the use of AI and
robotics in the food service industry. To be more specific, the employment of
"unmanned" technologies and robots to provide cashless service is expected to
27
become more commonplace in restaurants. It is anticipated that contactless
services such as robot receptionists, face checks, guest voice control, robot
deliveries, and robotic concierge assistants would soon replace human
communication services (Fadi, 2020)
Mobile payments are becoming increasingly commonplace and offer a
variety of helpful services that facilitate the smooth processing of financial
transactions, particularly in times of crisis. Mobile payment has the potential to
improve individuals' perceptions of their own safety and to keep the steady
growth of businesses intact in the event of a pandemic. According to the findings
of this study, key authorities should initially recognize the importance of mobile
payment in formulating users' perceived benefits and design system attributes
accordingly under the COVID-19 pandemic situation. In addition, they should
provide an operating application that is simple to use (Bacao, 2021).
E-wallets (such as Gcash, Paymaya, Alipay, and Shoppee Pay) are
becoming an increasingly popular alternative payment option due to a number of
factors, the most important of which are convenience, safety, and adaptability to
the modern world. The spread of the COVID-19 epidemic and the adoption of
various health protocols have both contributed to the acceleration of the
transition toward digital payment methods.
Figure 4. The Corporate Approaches to Managing Infectious Disease Risk
28
Consumers now have a new incentive to embrace cashless payments,
which encourage a safer way of payment by lowering the amount of time spent in
close physical contact with other people and, therefore, the danger of getting the
COVID-19 virus. It has been demonstrated that using electronic wallets can lead
to an increase in sales. This is because of a variety of factors, including the
simplification and acceleration of financial transactions as well as the expansion
of the pool of prospective buyers made possible by the widespread availability of
electronic wallets. This results in an increase in store traffic, which is beneficial to
profitability. There have been substantial advancements made in certain aspects
of the operations of the firm, such as the distribution of wages and transactions
with suppliers (Acol, Mergal, and Vy, 2022).
World Economic Forum (2019) introduced the corporate approaches in
managing infectious disease risk (i.e. refer to Figure 4) that the companies who
29
are well-informed and well-prepared can reduce the impact of disruptions on their
operations, protect their assets, and gain an advantage in distribution channels.
These steps, as well as advanced logistical planning that can help minimize
disruptions to production capacity and supply chains, are critical to the success
of any business. It is also possible to lessen the danger of a negative reaction by
making strategies for pre-emptive communication with employees, business
partners and consumers as well as investors. Public-private information sharing
and trust building networks should be implemented.
The desire of internal processes to avoid contracting infectious diseases is
further hastening the adoption of self-service kiosks, which also frees up waiting
personnel to focus on more pressing responsibilities. In an effort to cut down on
the amount of foot traffic that enters their establishments, some restaurants have
even set up what is being referred to as a "synthetic drive-thru" employing kiosks.
Even when not in a state of emergency, the use of kiosks tends to bring a
reduction in payroll expenditures. Given that a great number of restaurants will
be struggling financially for several months as a result of the expense associated
with investing in a kiosk, those savings will be important to their economic
survival. Restaurants that use kiosks generate additional revenue by raising the
average ticket price by an average of 12 to 22 percent. This brings in more
money Zietz, (2020).
30
According to Hu, Yan, Casey, and Wu (2020), it could be a good idea to
draw attention to certain steps in the compliance process and to the value and
advantages of safety precautions. Safety measures can become part of a
worker's regular routine, which reduces the burden on them and disrupts their
usual activities. Rather than rushing decisions, managers should slow down and
include employees in the discussions, committing to the welfare, health, and well-
being of workers by providing reassurance, allocating resources to safety
procurement, and emphasizing the importance of employee needs.
Brewer and Sebby (2021) indicated that the casual dining restaurant
operators can consider adding captivating photographs for each menu item on
their websites to improve revenue because the visual appeal of the online
restaurant menu positively influenced purchase intention. A visually appealing
photo of a menu item may heighten guests' expectations, which restaurant
owners may find difficult to fulfill. As a result, restaurant operators should
proceed with caution before uploading images. The photos that represent the
menu items should be taken from the restaurant's actual food, and the food
served should be as close to the representation as feasible. Internal processes
have found the convenience of online ordering through a restaurant's website or
an online meal ordering platform to be beneficial in terms of information
processing and good behavioral intentions. Restaurants must focus not just on
their dine-in service performance, but also on their online delivery and take-home
31
service performance to gain a competitive advantage. It is advised that
management acknowledge that menus can greatly affect a customers's view of a
meal during the pre-buy, purchase, and post-purchase stages in order to identify
products needed to do so. This, in turn, has an impact on consumer happiness
and loyalty, as well as current and future financials.
The menu engineering as a trend is also supported in the study of Qi and
Yu (2020) as they discovered determinants of green food purchasing intentions
and IBG among consumers. Health consciousness was found to be correlated
with perceived qualities, environmental consciousness, and social concern. A
person's influence, the structure of their family, and the pleasure they derive from
their shopping trips inciting internal processes to make green food purchases. the
findings showed that the COVID-19 emergency increased green food purchase
intents of consumers.
Chong, C. (2021) stated that food delivery platforms are making temporary
changes to their price structures following Singapore's implementation of
stronger Covid-19 rules, which are likely to put pressure on casual restaurants'
bottom lines and raise demand for delivery choices. Concerns about the viability
of restaurants and cafes have risen since the government strengthened safe
management procedures to combat the spread of the coronavirus. The Food
Delivery Booster Package, which covers a portion of the cost of food delivery,
was reintroduced by Enterprise Singapore (ESG) on Sunday.
32
Grab has announced that they will lower merchant commissions, which
will help restaurants cut their operating costs. Food Panda has also announced
that they will be providing free delivery, which will assist restaurants in increasing
sales. Other food delivery platforms have also increased their services to meet
the increased demand. WhyQ, a hawker food delivery service, is releasing a new
free app that allows hawkers to create their own online store with their own
personalized URL and branding.
In a recent study of Ma, Webb, and Schwartz (2021) dine-in remained
consistent after delivery was introduced, while casual restaurant transactions and
income increased. Delivery orders may overload in the traditionally focused dine-
in restaurants, causing them to hit capacity restrictions earlier and create
practical difficulties such as long-duration delivery services and slower table turn-
time, both of which lead to dissatisfied internal processes. For effective
operations, practitioners must think about how delivery affects their organization
on a daily basis. One strategy would be to limit the delivery menus to items that
can be produced more quickly and efficiently in the kitchen. Second, the prices of
delivery menus could be raised to maximize profitability on each sale while
decreasing demand through pricing to the frontier of maximum output. This
approach gives a pricing strategy for revenue management, with the ability to
maximize revenues and profitability based on a set production capability.
33
Macías-Rendón, Rodríguez-Morales, and Barriga-Medina (2021)
determine that many online delivery purchases (ODP) internal processes
purchased food and presented it to delivery employees as a show of
appreciation. Internal processes' appreciation for the risk exposure reduction that
delivery workers take to make a living is a key cause for their good attitude
toward ODPs. Restaurants and ODPs involved in this partnership should adhere
to strict biosafety rules during the preparation, packing, and delivery stages in
order to encourage positive client views about the product. Businesses also have
a responsibility to inform the public about their efforts and safety measures in
order to enhance consumer awareness. In areas where ODP coverage is
insufficient, businesses and new initiatives must seize market possibilities to
increase market share. To meet customers expectations and provide a pleasant
experience, new entrants to the ODP context should follow best practices at all
phases of the service process.
According to Mehrolia, Alagarsamy, and Solaikutty (2020), when the
COVID-19 pandemic struck, people who stayed at home and buy food through
online food deliveries (OFDs), not only protect themselves from the disease, they
also save money by not having to travel as much. Management implications for
OFDs can be determined by examining how deeply involved internal processes
are with their decision-making process, how complex their decisions are, and
what level of risk they perceive by this they can create a strategy that will boost
34
the restaurant revenue. Many OFDs are promoting COVID-19 awareness
through their mobile apps. This would boost the perceived advantages in terms
of convenience, enjoyment, and the value associated with the services even
further. OFD apps developed by restaurants and hotels might provide hygiene
ratings. This strategy will make OFDs seem less unsafe to responders, leading to
an increase in the number of people who choose to use them. Contact-free
distribution methods are widely used by OFD service providers. During a
pandemic, digital payments such as e-Wallets and mobile payments soar.
Governments also encourages residents to keep a social distance from one
another and to avoid participating in pointless activities when they are out. In
addition to supplying food, OFDs can use this advice to market their services by
delivering other necessities.
Greenwald (2020) compiled a list of some successful business model
pivots. As a result of the move to more take-out and dining on the go, these
businesses also created new distribution methods and product forms, as well as
new target consumers, geographic regions to sell to, and packaging. First is from
restaurant & bar prepared cocktails, to canned & bottled craft alcoholic drinks
Second is selling frozen and take-home Chinese dumplings from Queens in New
York Chinatown restaurant. Third is applying e-commerce that brings restaurant
flavors to home cooks. Fourth is From Bakery & Restaurant, to Fabulous
Homemade & Curated Provisions where in you can shop online, or at the bakery
35
café, where the products are laid out beautifully. Fifth is Artisanal Baked Goods
Delivery from Restaurant & Grocery, to Homes wherein surrounding areas can
get their bread basket delivered for free, while those outside the area can have it
for a fee via FedEx overnight shipment.
Dusit Hotels and Resorts (2021) stated on their website that Dusit
International, a major player in the Thai hospitality and real estate industries, has
increased its food service operations in the city of Bangkok. Ms. Suphajee
Suthumpun, Group CEO of Dusit International, said, "Opening a new restaurant
in the current environment may seem counterproductive, but KAUAI's unique
offerings ensure that it is well-positioned to excel now and in the future by taking
advantage of a gap in the market for healthy, sustainable, and natural healthy
food in Bangkok."
Effects of COVID-19 on Customers of Casual Dining Restaurants
In the article written by Paul (2020), for the restaurateur meet the current
desire for "shelter in place" eating experiences, some restaurants and bars are
changing their business structures. Examples are the fresh concepts and rapid
innovation found. First is the drive-through to fine dining, and back again. The
Canlis in Seattle restructured their company offerings by after a few hours, they'll
have bagels and breakfast sandwiches available for purchase and by night, the
drive-through menu has burgers, salads, and ice cream, all of which can be
36
ordered to go. Second is from molecular gastronomy to comfort foods the
Chicago's three-star Michelin restaurant Alinea are serving a beef short rib
Wellington mashed potatoes and a crème brûlée, rather than the typical
immersive theatrical food presentation. Third is from fast casual to bulk meal
boxes. It's a meal-kit delivery and pick-up service available. Fourth is from
Omakase to Bento boxes. The Michelin-starred Kanoyama has put up a street-
side booth for meal sales, offering everything from Omakase to Bento Boxes.
Fifth is from robots to more robots wherein all meals are now being transported
through a pressurized transfer chamber and guests may place their orders and
then pick up their meal in a conveyor belt that runs alongside the counter. Sixth is
from bakery to baking kits and pizzeria to pizza kits wherein restaurants are now
offering baking and pizza kits to consumers.
Grana R., (2021) cited the new trend dining inside your car is a new fad
among Filipinos when it comes to dining out. When they arrive at their preferred
restaurant, they frequently approach a waiter and ask to be served as if they
were dining in, because they already have their own table set up inside their car,
the servers usually accommodate their dine-in request. Other restaurants offer a
unique steering wheel attachment as well as a table attachment for the
passenger seats and backseats, which is ideal for dining with family.
According to Kim, Kim, and Wang (2021), the restaurant industry's current
efforts and activities to manage financial issues in the wake of the COVID-19
37
pandemic should be shared in order to identify and adopt the most successful
techniques among these. With the help of Yum, Pizza Hut and KFC were able to
provide contactless delivery while their restaurants were still open, for example.
In order to alleviate customers concerns about quality and safety, restaurateurs
should emphasize the systemic advantages of contact-free curbside pickup and
extensive delivery systems, as well as the high volume of internal processes who
use these systems. This will help to reduce customers uncertainty about quality
and safety. Restaurants should provide explicit preventive operation manuals,
including social distancing, employee training, and communicating with internal
processes' safety and sanitation protocols to address dine-in allowance safety
concerns, such as social distance.
Itliong (2020) said that small and medium-sized businesses don't have to
spend a lot of money on modernizing their entire technological infrastructure in
order to succeed. For many small business restaurants, owners and consumers,
social networking is simply another free tool. As a technology that is embedded
in popular social media sites like Instagram and Facebook, social commerce can
help other sectors take advantage of the growing population of social media
users. As a method of sustaining business by increasing online orders at a time
when small restaurants need it the most, applying a social commerce system
within the restaurant's social media page is being investigated. It can also
provide a way for internal processes to use technology to recommend
38
restaurants and their signature dishes amongst one another similar to word-of-
mouth marketing.
Dirsehan and Cankat (2021) implied that the food service business can
benefit from Mobile Food-Ordering Applications because their adoption can
increase brand satisfaction and loyalty. If internal processes are happy with the
MFOAs, they can move on to the next step which is be satisfied with the
restaurant brands and show devotion to them by ordering again. As a result,
restaurants should have a collaboration with MFOA creators, particularly during
the pandemic to increase the value of their brand. Some restaurants are
incorporating new technology, which frequently includes MFOAs into their
operations. Restaurants should make the proper decisions when selecting
MFOAs with respect to both brand satisfaction and loyalty which to team up with.
Qi and Yu (2020) cited that the reliability of the vendors determines how
much trust an end user has in an Internet retailer, i.e., whether they are
trustworthy and internal processes have faith in them. This confidence has a
relevant impact on the end user's online buy intention. Behavioral attitudes on
social commerce platforms are determined by factors such as trust, awareness,
social presence, and the desire for online purchase information. Belief in an
online store strengthens information seeking, which in turn raises awareness of
the platform and the perception of social presence, whereas awareness and
social presence optimize purchasing intentions. According to the author, online
39
buying in social commerce is on the rise as a result of the development of social
media applications. It is critical
and the quality of the service they receive.
To effectively prevent the spread of 2019 coronavirus disease, Nguyen
and Vu (2020) introduced measures like as social distance and a shelter-in-place
order. All non-essential services will be shut down, and restaurants will only be
able to provide takeout service. Spark is a reaction to the social distancing
techniques. There has been an increase in the number of people using food
delivery services. A service like this has been provided. hailed as a practical,
convenient, and secure way to lower the risk of infection from infectious sources
the brand-new coronavirus Nonetheless, the distribution is as follows: However,
there is still a chance that the method will spread. the illness While an increasing
number of people Internal processes' orders are being fulfilled by delivery
workers who are adhering to the shelter-in-place order. This has jolted them into
action. COVID-19 epidemic in the frontlines The probability that (1) have direct
touch with new coronavirus–infected internal processes without ever showing
symptoms (2) may operate as a pre-symptomatic transmitter in the future It's
important to evaluate the possibility of unintentionally spreading the novel
coronavirus to healthy consumers, employees, or family members. Here are
some strategies for reducing those dangers. Contact-free delivery, strict use of
40
new face masks, gloves, and hand sanitizers, and payment method of E-Wallet
(i.e, digital) or credit card.
According to Gavilan, Balderas-Cejudo, Fernández-Lores, and Martinez-
Navarro (2021), restaurants are updating their Online Food Delivery menus by
improving product presentation and adding new services and/or products. It
provides restaurants with an alternate source of income, keeps consumers, and
improves the customers experience by providing new delivery methods during
times of social distancing. Increasing the OFD's experience value entails
extending and diversifying the range beyond the popular Italian and American
cuisines as well as Chinese cuisine. As a result, packaging development is
required. that travels well and maintains the food's quality Covid-19 possesses a
substantial influence on consumer behavior The moderating role is demonstrated
here. Fear is a factor in consumer decision-making. In the aftermath of the
pandemic, however, Food consumption at home has increased, and consumers
are more likely to eat at home. continue to do so even after the pandemic has
passed. As a result, DIY meal kits could be a good option as a food trend in the
future.
Kumar, S., & Shah, A. (2021) stated that the pandemic has accelerated
the rate at which sectors are undergoing digital change. Due to stringent
lockdowns and curfews implemented as efforts to prevent the spread of COVID
19, even enterprises with traditional business models have been obliged to
41
transfer their activities online to some extent in order to respond to the
uncertainties in the economic environment. Many businesses and management
are transitioning to app-based delivery of their goods and services. During the
pandemic, the hospitality industry, particularly restaurants, relied extensively on
mobile technology to improve vital online to offline food delivery, assisting a great
number of internal processes.
According to the research of Keeble, Adams, Sacks, Vanderlee, et al
(2020), one-fifth of adults in countries like Australia had ordered food prepared
away from home via online food delivery services in the previous week. Men,
ethnic minorities, younger age groups, higher levels of education, and
households with children under the age of 18 were all linked to using an online
meal delivery service. Internal processes of online meal delivery services had
similar sociodemographic characteristics across countries, but the degree of their
affiliations varied. It is possible that cultural norms governing the purchase of
food prepared away from home, time constraints that prevent people from
preparing their own meals at home, and the variety of food outlets available
through online food delivery services vary internationally, which could account for
observed differences between countries' food habits.
Kostromitina, Keller, Cavusoglu, and Beloin (2021) suggested that when
dining out, patrons pay close attention to how restaurants are following the
COVID-19 safety requirements. A restaurant's star rating may be lowered if
42
certain rules aren't followed. Offering safe and efficient takeout and delivery
services may raise a restaurant's star rating, according to the findings. Finally,
internal processes are unlikely to patronize a restaurant if their entire experience
is harmed by COVID-19, despite previous pleasant encounters at that location.
In public, internal processes have a tendency to avoid other consumers.
Due to the general social distancing policy, recommendation from the
municipalities and they required these enterprises to focus on delivery service or
limit sitting capacity even after they reopened. Over half of restaurants, according
to experts, will not survive (Severson and Yaffe-Bellany, 2020). As a result, a
strategic effort to preserve consumer demand during the crisis is vital.
Consumers are also hesitant to patronize dining in a restaurants and bars. As a
result, it is critical to analyze the many aspects that may revive consumer
inclinations to frequent restaurants in these conditions (Kim and Lee, 2020).
According to Brandau M. (2020), due to the recent outbreak of the
coronavirus, approximately 60% of consumers are reluctant to dine out, with 1/5
saying they will "certainly" avoid doing so in the future. It's clear from these
numbers that if the Coronavirus spreads quickly, restaurant traffic will be
drastically reduced. If the situation worsens, expect family dining and kid’s meals
to be severely impacted – especially for restaurant brands located predominantly
in city centers. Furthermore, worry is greatest among parents, urban inhabitants,
and higher earners. Consumers believe that food from their own kitchens is the
43
safest option when it comes to Coronavirus. Only 11% believe that eating food
purchased outside of one's house is safer, which creates a significant
psychological barrier for restaurants. In these times, the actual competition for
foodservice providers who can provide a responsible and safe solution is no
other restaurants, but rather the house of the consumer.
Indirectly, the COVID-19 epidemic has had a major impact on the
frequency with which restaurant internal processes eat out. The first major
difference between the time before and during the pandemic and the time after is
the increased usage of delivery services among the three categories of dining-
out activities (eating in restaurants, using delivery services, and using take-out
services). Customers traffic to restaurants has dropped precipitously since the
pandemic began, but there has been an uptick in the use of delivery services,
especially those with a low perceived risk. Second, when looking at how internal
processes' eating habits have changed as a result of the COVID19 pandemic
using the Theory of Planned Behavior model, we found that the influence
relationship between attitude, subjective norm, perceived behavioral control, and
behavioral intention was unique for each of the three types of eating out. If clients
have a positive attitude toward eating out, or if they create a positive subjective
norm based on the attitudes of those around them, their intention to eat in the
restaurant increases, whereas perceived behavioral control linked to sanitation or
quarantine compliance decreases. However, only attitude and subjective norm
44
were found to have a beneficial effect on behavioral intention when it came to
using delivery services. Using a takeout service yielded outcomes comparable to
dining in a restaurant. The fact that clients have to physically go to the
restaurants in order to use take-out services may contribute to the high level of
perceived risk that they have while using these services (Suh, Kan, and Moon,
2022).
According to Cromwell, Day, and Ford (2020), most full-service
restaurants are operating at a fraction of capacity, if not completely closed, either
under government mandate or to save money in anticipation of reopening once
restrictions are lifted. Flexible operators, have quickly changed their focus to
carry-out and delivery the author cited some of the impact in restaurants first is
staff reductions or temporary closures wherein the governments continue to
order the temporary closure of non-essential enterprises, leaving employers in
the restaurant and hotel industries with reduced personnel demands, second is
COVID-19 at work so the government currently recommends handwashing, and
social distancing in the workplace and those with a fever or other COVID-19
symptoms should be sent home promptly. Restaurant and hospitality employers
should also follow local health department guidelines about reporting employee
diagnoses. Third is the funding issues companies should analyze their present
financial arrangements to assess potential barriers to maximizing liquidity. If a
firm is unable to meet its obligations and pay its usual and necessary operating
45
expenditures and meets certain other small business administration standards, it
may be eligible for an economic damage disaster loan under COVID-19. Fourth
is Real Estate Issues: Landlords and tenants should document their agreements
on temporary business interruptions, co-tenancy requirements, and other
obligations that are now impossible or impracticable.
Bouey (2020) reported that when it comes to reopening, small and
medium enterprises (SMEs) still face the following obstacles: Local quarantine
policies have changed recently, but until then, migrants and visitors from other
places had to self-quarantine. For the second time, many SMEs struggle to meet
the local government's COVID-19 preventive criteria, which include obtaining
reopening permits and complying with health laws. In the third place, the supply
chain and logistics have been disrupted by the closures of SMEs. Many factories
are unable to produce or store their products because they lack the parts and
logistics required to bring in supplies and ship them out. In light of the ongoing
outbreak and a variety of travel restrictions, most international shipping lines are
taking their time getting back to normal operations. Many small firms have
discovered that reopening only means they continue to pay rent and salaries
without revenue the problem in cash flow and revenue is arising because of the
widespread low demand in the market. Many businesses will pay their
employees very little or even lay people off, which would further diminish
demand.
46
A study of the Organization of Economic Cooperation and Development
articulate vividly the role of government during major business disruptions. The
economic consequences of the COVID-19 pandemic call for urgent policy
responses to keep the economy afloat and enable people to retain their jobs and
incomes. Most of the measures envisaged at present are macroeconomic in
nature, focusing largely on the provision of emergency liquidity by central banks.
Fiscal measures that have been announced at this stage include broad-based
tax relief (e.g. VAT reductions and deferred payroll charges), wage subsidies,
unemployment benefits, the deferment of utility bills and rent payments,
mortgage relief, lump-sum payments to households (i.e. so-called ‘helicopter
money’), loans and loan guarantees to businesses, as well as equity investments
by governments in distressed companies. These measures all proceed from the
urgent need to prevent a catastrophic economic collapse that would have dire
human, social, and health consequences. While the trade impact of these
measures may not be a prime concern of governments at present, experience
from the crisis of 2008-09 suggests that poorly designed stimulus packages can
have negative, long-lasting consequences for global trade and national welfare.
Although there is an urgent need to deploy measures quickly, care should also
be taken to ensure that today’s stimulus does not sow the seeds of enduring
trade distortions, including excess capacity, by relying excessively on “beggar-
thy-neighbour” industrial investment, support that results in windfall gains for
47
particular firms, and duplicative infrastructure projects. Emphasis could more
effectively be placed on measures that benefit smaller businesses, including
those operating in services sectors, as well as on investments in strengthening
broader healthcare and social safety nets from which everyone benefits to kick-
start final demand after the immediate crisis, reduce excess savings, and
rebalance the global economy. (Lucas, 2014)
The Philippine government enacted two laws, the Bayanihan to Heal as
One Act (Republic Act 11469) and Bayanihan to Recover as One Act (Republic
Act 11494), as its response both at the national and local level to the Covid
pandemic. It has mobilized all critical government agencies particularly the
Department of Health, Department of Interior and Local Government, Department
of Social Welfare and Development, Department of Trade and Industry,
Department of Tourism, Department of Labor and Employment, and the
Department of Budget Management to ensure that Filipino citizens as well as b
usiness establishments are benefited by government programs and fiscal
incentives such as the Social Amelioration Program (SAP), workers’ cash
assistance program by DOLE, micro-financing for MSMEs, Covid vaccination
rollouts, implementation of health protocols, community quarantine restrictions,
etc.. (Official Gazette, 2020)
Syntheses
48
The foregoing studies and literature are hereby summarized in the
following syntheses:
(a) The Covid pandemic affected the financial aspect of all restaurants in
diverse ways. Many took a downturn and suffered due to lost business
while some took advantage of new opportunities and new markets.
(Rood, 2020; Bartik, et al, 2020; Williams, et al, 2021; Dusit Hotel and
Resorts, 2021)
(b) Big investment decisions were mostly postponed pending careful study
of the economic environment. (JP Morgan, 2020; Marchesi and
McLaughlin, 2022)
(c) Some companies saw glaring opportunities during the pandemic such
as acquiring ailing brands, expanding in new territories, and
introducing new business concepts. (Asian Journal Press, 2021;
Arlindo, et al, 2021)
(d) Incremental operating costs were incurred by casual dining restaurants
(e.g. health and sanitation supplies, IT costs, HR benefits, importation,
etc.) (Rasheesa, 2021; Mead, et al, 2020)
(e) It was noted that there was an increase in HR costs, e.g. cost to hire,
maintain and lay off employees. (Lippert, et al, 2021)
(f) Food deliveries and online ordering became the new norm in food
purchases during the lockdowns giving rise to a new distribution
49
channel – mobile apps. (Ibañez, 2021; Deloritos, 2021; Mehrolia, et al,
2020; Macias-Rendon, 2021; Ma, et al, 2021; Chong, 2021)
(g) Restaurants needed to restructure their plantillas to more cost-efficient
levels (e.g. right-sizing, down-sizing). (San Pedro, 2020)
(h) Employees were retrained due to the risks of the pandemic and to
perform other tasks (e.g. from waiters to riders, from receptionists to
social media specialists-order takers, etc.) and many became more
mobile with reduced working hours, and work from home status for
some. (ILO, 2020)
(i) Entrepreneurs availed of financial support either from the government
or lending institutions in order to survive the economic recession
brought about by the Covid pandemic. And bulk of their incremental
costs is HR-related (Villanueva and Rivera, 2022; Messabia, et al,
2022)
(j) New technologies have emerged and became new norms in many
establishments (e.g. robots, cashless payments, virtual menus, food
ordering apps, guest feedback apps, delivery trackers, etc.). (Brewer
and Sebby, 2021; Itliong, 2020; Fadi, 2020; Bacao, 2021; Acol, et al,
2022; Dirsehan and Cankat, 2021)
(k) Restaurants exerted efforts to gain resilience from the Covid pandemic
adapting diverse business continuity approaches and business
50
models. (WEF, 2019; Hu, et al, 2020; Qi and Yu, 2020; Greenwald,
2020; Paul, 2020; Grana, 2021)
(l) Health, sanitation, and food safety became the top priority of all
restaurants. (Cromwell, et al, 2020; Severson and Yaffe-Bellamy,
2020; Kim and Lee, 2020; Brandau, 2020; Nguyen and Vu, 2020; Kim,
et al, 2021; Suh, et al, 2022; and Keeble, et al, 2020)
(m) Menus were updated in response to evolving market needs and
purchase patterns and behaviors. (Gavilan, et al, 2021)
(n) Operational processes have been disrupted by the lockdowns imposed
by the government. (Bouey, 2020)
(o) The government assisted restaurants during the Covid 19 pandemic
through its various implementing agencies such as the Department of
Health, Department of Trade and Industry, Department of Trade and
Industry, Department of Labor and Employment, etc. (Official Gazette,
2020).
51
Chapter 3
RESEARCH METHODOLOGY
This chapter discusses the research design implemented in the study,
locale of the study, population and sampling, the instrument, data gathering
procedures, methods of statistical analysis and ethical consideration.
Research Design
This study used the descriptive research design. A descriptive study
consists of a set of gathered data or information analyzed, summarized, and
interpreted along certain lines of thoughts for the pursuit of specific purpose of
the study (Dudovskiy, 2011). This type of research fits the primary data of the
study. It employed quantitative analysis of data gathered. Correlational research
was used in analyzing the impact of Covid-19 in casual dining restaurants in
Marikina City, Philippines.
Respondents of the Study
52
The respondents of the study are composed of forty (40) casual dining
restaurants as represented by their owners or managers all located in Marikina
City. The casual dining restaurant must be registered and with business permit
from the LGU of Marikina City, currently operating and must be operating for, at
least, 2 years. The researcher applied purposive sampling technique.
Profile of the Respondents
The detailed distribution of the profile of the respondents is presented in
Table 1.
Table 1. Profile of Respondents
Participating restaurants 40
Average years of operation 5.10 years
Types of transaction:
a. Dine-in 38/40 95.00%
b. Takeout 39/40 97.50%
c. Delivery 33/40 82.50%
The forty (40) participating restaurants were represented either by their
owners or managers. Majority of the restaurants are relatively new in the
business with the newest at 4 years in operation and the oldest at over 6 years in
operation.
Ethical Considerations
The researcher observed utmost professionalism during the conduct of the
entire study and was compliant with the Data Privacy Act and Copyright Law.
53
Permission was sought from all respondents and confidentiality of the individual
responses was committed to all the survey respondents.
Research Instrument
The main research instrument, the survey questionnaire, is comprised of
the following parts:
Part I Profile of Respondent 2 items
Part II Questions on Impact of Covid on Casual Dining Restaurants
Financial Impact 5 items
Learning and Growth Impact 5 items
Internal processes Impact 7 items
Customers Impact 6 items
Validation. To test the validity of the survey questionnaire, the instrument
was subjected both to face and content validation by 3 experts to ensure that all
items in the statement of the problem and hypotheses will be answered.
Moreover, the adviser will be consulted together with the suggestions of the
members of the panel in the proposal.
Reliability Test: The researcher used the Cronbach’s Alpha coefficient to
determine the internal consistency of the research instrument. Piloting the
54
research instrument with 7 restaurant owners and managers, the validation
process yielded a Cronbach’s Alpha coefficient of 0.8071 which means the
survey questionnaire has a high level of internal consistency. Therefore, it is
deemed reliable and valid. Refer to the Appendices for the detailed calculation of
the Cronbach’s Alpha coefficient.
Data Gathering Procedure
For the research process, the researcher employed a quantitative
approach in gathering the data through the use of a survey questionnaire. The
invitation letter signed by the adviser was shown to the participants
(owners/managers) prior to participating in the survey. Once the participants
agree, the topic, purpose of the research, parts of the survey, and instruction on
how to answer the questionnaire was introduced to the participants. The
researcher assured that the data gathered would be strictly confidential.
After the introduction, participants were asked to provide an answer to
each question. The questions in the survey questionnaire are composed of the
following structures: the business profile, which they can answer how long they
have been operating and the type of transaction; the second part would be the
set of general questions from the four variables of the statement of the problem
and hypothesis.
55
All questions were answered using a 4-point Likert scale (strongly agree,
agree, disagree, strongly disagree). Once done answering the survey questions,
it was checked and reviewed by the researcher to ensure that the data was
completely answered. And finally, the data was encoded, tabulated, analyzed,
and interpreted with the help of the statistician and the appropriate statistical
tools.
Statistical Treatment Data
The data gathered was analyzed using the following statistical tools:
Arithmetic Mean. This measure of central tendency simply determines
the average of a set of figures.
In the survey questionnaire, the Likert scale used has the following
description:
4 Strongly agree
3 Agree
2 Disagree
1 Strongly disagree
To interpret the weighted mean score of the tabulated responses, the
results are interpreted using the following scale:
3.58 to 4.00 Very high
3.15 to 3.57 High
56
2.72 to 3.14 High moderate
2.29 to 2.71 Moderate
1.86 to 2.28 Low moderate
1.43 to 1.85 Low
1.00 to 1.42 Very low
Standard Deviation. This measure of variability describes the extent of
dispersion of a particular set of figures in relation to its mean score ideally a good
standard deviation is below 1.00.
Percentage. This measure of proportion describes the proportion of a
figure to its totality.
Pearson r Correlation. This measure of relationship establishes the kind
of correlation between pairs of variables of the study.
The results indicated in the correlation table is interpreted as follows:
1.00 Perfect Correlation
0.90 to 0.99 Very high correlation
0.80 to 0.89 High correlation
0.70 to 0.79 High moderate correlation
0.50 to 0.69 Moderate correlation
0.40 to 0.49 Low moderate correlation
0.30 to 0.39 Low correlation
0.20 to 0.29 Very low correlation
57
0.00 to 0.19 No correlation
Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter details the research findings based on the fieldwork
conducted last September 2022. The research findings address all the research
problems stated in Chapter 1.
Profile of Participating Casual Dining Restaurants
Based on Table 1 in Chapter 3, the profile of the participating casual
dining restaurants are as follows:
(a) The average years of operation of the restaurants is 5.10 years which
essentially means the establishments are relatively new in the
business, i.e. mostly registered in 2018.
(b) The participating restaurants adopted the following types of
transactions:
 38 out of 40 have dine-in service (or 95.00%)
58
 39 out of 40 have takeout service (or 97.50%)
 33 out of 40 have delivery service (or 82.50%)
The abovementioned figures indicate that many restaurants continued to
operate during the Covid especially after all lockdown restrictions have been
eased adopting as many approaches and business models in order to survive the
looming economic recession. This finding was supported by the studies of the
World Economic Forum (2019); Hu, et al (2020); Qi and Yu (2020); Greenwald
(2020); Paul (2020); and Grana (2021) which demonstrated how many
restaurants became, more or less, resilient during the said global health crisis.
Impact of Covid-19 Pandemic
As shown in Table 2, the respondents posted a mean score of 3.26 (high)
and standard deviation of 0.51 on the financial aspect which means that the
Covid pandemic has disrupted their momentum so far as the capacity to
generate sales and control expenses. The pandemic has truly affected their
bottom-line.
Table 2. Financial Impact of Covid-19 on Casual Dining Restaurants
Code Impact Mean Score Description SD

F1 Lost sales 3.15 High 0.77
F2 Rise in cost of ingredients 3.13 High moderate 0.79
F3 Sales quota adjustment 3.48 High 0.64
F4 Reduced profit margin 3.08 High moderate 0.80
F5 Additional expenses 3.48 High 0.68
Mean 3.26 High 0.51
59
The most severe impact was felt in terms of not meeting their sales
targets, adjusting their sales quota targets, and incurring additional expenses.
They were partly impacted in terms of the rise in cost of ingredients presumably
due to the current inflation felt since the pandemic started in 2020, and reduced
profit margin.
This result is in sync with the studies of Rood (2020); Bartik, et al (2020);
Williams, et al (2021); and Dusit Hotel and Resorts (2021) as many restaurants
took a downturn due to lost business while some gained momentum to bounce
back.
This result also agrees with the studies of Rasheesa (2021) and Mead, et
al (2020) on the burden these casual dining restaurants had to endure incurring
incremental operating costs due to the Covid pandemic, which impacted on their
profitability.
As shown in Table 3, the respondents posted a mean score of 3.14 (high
moderate) and a standard deviation of 0.40 on the learning and growth aspect,
which means that the COVID-19 pandemic government protocols in ensuring the
safety of employees, products, and services has disrupted the casual dining
restaurant employees due to retrenchment and multi-tasking as it increases work
demands. The pandemic has factually altered the learning and growth of the
employees in the casual dining restaurants in Marikina City.
Table 3. Learning & Growth Impact of Covid-19
60
on Casual Dining Restaurants

LG1 Increased workloads 3.25 High 0.71
LG2 Increased manpower 2.70 Moderate 0.85
LG3 Hazard pay 3.00 High moderate 0.85
LG4 Multi-tasking training 3.38 High 0.63
LG5 Skeletal workforce 3.38 High 0.77
Mean 3.14 High moderate 0.40
The most severe impact was felt in terms of increased workloads, multi-
tasking training, and a skeletal workforce. They were partly impacted in terms of
the hazard pay and increased manpower, presumably due to the fact that the
employees received financial assistance from the government, the company
advancing their 13th month pay and some of the restaurant’s restructuring the
manpower line-up by assigning some of the waiters to be delivery riders and
cashiers to be food packers.
This result also concurs with the study of ILO (2020), that the employee
working hours were reduced and they were retrained for multi-tasking.
This finding is consistent with the findings of Lippert et al., (2021);
Rasheesa, 2021; Mead et al., (2020); many restaurants incur additional costs in
HR benefits such as employee retention and layoffs.
and standard deviation of 0.40 on the internal processes aspect which means
that the Covid-19 force the restaurants to change their business models and
61
adapted the digital payment technology for convenience and efficiently serve the
market and to keep everyone safe.
Table 4. Internal Processes Impact of Covid-19 on

Casual Dining Restaurants

IP1 Reduced hours & capacity 3.40 High 0.63
IP2 Rigid quality control 3.23 High 0.77
IP3 Shift to cheaper suppliers 3.00 High moderate 0.93
IP4 PPE worn by personnel 3.25 High 0.84
IP5 Social distancing in kitchen 3.45 High 0.64
IP6 Online payment modes 3.73 Very high 0.51
IP7 Safe packing 3.63 Very high 0.63
Mean 3.38 High 0.40
The pandemic has truly affected the business operations of the casual
dining restaurants in Marikina City. The most severe impact was felt in terms of
online payment modes and safe packing. The impacts on reduced hours and
capacity, rigid quality control, PPE worn by personnel, and social distancing in
the kitchen were also high. They were impacted in part by the shift to cheaper
suppliers, presumably because the business models for operating the
restaurants were primarily focused on adopting digital technology and complying
with government safety regulations, and the suppliers increased the food prices
due to transportation restrictions.
This finding matches with the findings of Mead et al. (2020) and Bouey
(2020); the cost of imported products has increased and operational processes
have been disrupted by the lockdowns.
62
This result is also similar to the findings of (Brewer and Sebby, 2021;
Itliong, 2020; Fadi, 2020; Bacao, 2021; Acol, et al, 2022; Dirsehan and Cankat,
2021), and (WEF, 2019; Hu, et al, 2020; Qi and Yu, 2020; Greenwald, 2020;
Paul, 2020; Grana, 2021) that technology became the new norm in restaurants
and the restaurants exerted efforts to gain resilience from the COVID-19
pandemic. The results were also connected to the findings of (Cromwell, et al.,
2020; Severson and Yaffe-Bellamy, 2020; Kim and Lee, 2020; Brandau, 2020;
Nguyen and Vu, 2020; Kim, et al., 2021; Suh, et al., 2022; and Keeble, et al.,
2020) wherein health, sanitation, and food safety became the top priority of all
restaurants.
and standard deviation of 0.38 on the customers aspect which means that the
Covid-19 pandemic has disrupted the casual dining restaurants on how they
connect and serve the customers based on the market needs. The Covid-19
pandemic accurately affected their way of serving the customers.
Table 5. Customers Impact during Covid-19 on Casual Dining Restaurants
Code Impact Mean Description SD

Score
C1 Adjusted product offerings 3.55 High 0.71
C2 Connectivity with internal 3.73 Very high 0.55
processes
C3 Adapting to online deliveries 3.63 Very high 0.67
C4 Quick response 3.78 Very high 0.42
C5 Identifying the customers 3.68 Very high 0.53
needs
C6 Less customers patronage 2.88 High moderate 0.79
63
Mean 3.54 High 0.38
The most severe impact was felt in terms of connectivity with internal
processes, adapting to online deliveries, quick response, identifying customers
needs. The adjusted product offerings were also high. They were impacted in
part by the loss of customers patronage. Presumably as the restaurants adapted
technology and identified the market needs, they were able to retain and provide
efficient service to the customers.
This result is related to the findings of (Ibañez, 2021; Deloritos, 2021;
Mehrolia, et al., 2020; Macias-Rendon, 2021; Ma, et al., 2021; Chong, 2021) and
(Gavilan, et al., 2021) that the lockdown drives food deliveries and online
ordering as a new norm in the distribution channel, and menus were also
updated in response to the market need and purchase patterns.
Correlation Analyses of Impacts of Covid-19 and Variables
To address the second research question stated in Chapter 1, the
following correlation analyses are hereby presented using the results of Pearson
r correlation. Overall, based on Tables 6 and 7, varying results were derived
between the 4 impacts of the Covid pandemic as correlated with the variables –
i.e. the age of the restaurant and the types of transactions implemented.
Table 6. Correlation Between Covid 19 Impacts and Years of Operation
Impact Pearson r coefficient Description

Financial 0.31247 Low correlation
64
Learning and Growth -0.17996 No correlation

Internal processes -0.31210 Negative low correlation
Customers -0.43019 Negative low moderate correlation
When the financial impact was correlated with the years of operation of
the casual dining restaurants, it yielded a low correlation which means there is no
significant relationship between the age of a restaurant and its capacity to earn
profits or incur losses due to a major disruption like Covid 19. This clearly
implies that everyone in the sector, i.e. all casual dining restaurants, were
impacted by the pandemic by in varying ways. Many suffered economically
incurring losses while a few adapted well and made profitable operations.
This finding is evident in and supported by the studies of Rood (2020),
Bartik, et al (2020), and Williams, et al (2021) which manifested the broad impact
of the pandemic across all types of business, i.e. new and mature businesses
alike.
When the learning and growth impact was correlated with the years of
operation of the casual dining restaurants, it results to a no correlation which
means there is no significant relationship between the age of the restaurants and
its capacity to maintain, train and retrench its employees during Covid-19
pandemic. This clearly implies that all casual dining restaurants, were impacted
by the pandemic. Few casual dining restaurants retrench some of their
employees while others retain their employees and restructure their manpower
line up and retrain them for multitasking.
65
This finding is supported by the study of ILO (2020), that the employee
working hours were reduced and they were retrained for multi-tasking.
When the internal processes impact was correlated with the years of
operation of the casual dining restaurants, the outcome is negative low
correlation which means there is no significant relationship between the age of
the restaurants and its way of operating their businesses during Covid-19
pandemic. This clearly implies that the casual dining restaurant regardless
whether they are new or old their operations were affected by the Covid-19
pandemic and the mandate of the government in terms of operating hours,
seating capacity, wearing of PPE and social distancing. Many restaurants were
also shift from the traditional business model to digital.
This outcome is backed by the findings of Bouey (2020) that the
operational process of the businesses has been disrupted by the lockdowns
imposed by the government.
When the customers impact was correlated with the years of operation of
the casual dining restaurants, the outcome is negative low moderate correlation
which means there is no significant relationship between the age of a restaurant
and its way of providing products and services to the market during Covid-19
pandemic. This evidently signify that some of the new restaurants can adopt,
connect easily and serve the market based on the market needs during Covid-19
66
pandemic and some of the old restaurants were not because they are used to the
traditional set up of serving the market.
This finding was match to the study of (Ibañez, 2021; Deloritos, 2021;
Mehrolia, et al, 2020; Macias-Rendon, 2021; Ma, et al, 2021; Chong, 2021) that
food deliveries and online ordering became the new norm in serving the
customers during lockdowns. It was also match with the study of (Brewer and
Sebby, 2021; Itliong, 2020; Fadi, 2020; Bacao, 2021; Acol, et al, 2022; Dirsehan
and Cankat, 2021) new technologies in establishments have emerge during
pandemic (e.g. robots, cashless payments, virtual menus, food ordering apps,
guest feedback apps, delivery trackers, etc.).
Table 7. Correlation Between Covid-19 Impacts and Transactions
Impact Pearson r coefficient Description

Financial -0.74887 Negative high moderate correlation
Learning and Growth 0.19377 No correlation
Internal processes -0.97206 Negative very high correlation
Customers 0.03139 No correlation
When the financial impact was correlated with the transactions of the
casual dining restaurants, the outcome is negative high moderate correlation
which means there is significant relationship between the transaction of a
restaurant and financial. The result shows the more traditional restaurants who
employ dine-in and take-out only were more severely affected by the pandemic,
whereas the more complex type and the more comprehensive that has all of the
67
type of transaction dine-in, take-out and delivery were slightly affected by the
Covid-19 pandemic they were the one who survive as a result of delivery sales.
This result was supported by the study of (Rood, 2020; Bartik, et al, 2020;
Williams, et al, 2021; Dusit Hotel and Resorts, 2021) many restaurants took a
downturn while some took advantage of new opportunities and new markets.
When the learning and growth impacts were correlated with the
transactions of the casual dining restaurants, the outcome was no correlation,
which means that there is no significant relationship between the transactions of
the restaurant and learning and growth. This result reveals that everyone was
affected by the pandemic. In spite of having all types of transactions, all casual
restaurants were impacted. They implemented a skeletal workforce, gave hazard
pay, and conducted training for multi-tasking.
This result is sync with the study of (ILO, 2020) employees were retrained
due to the risks of the pandemic and to perform other tasks (e.g. from waiters to
riders, from receptionists to social media specialists-order takers, etc.) and many
became more mobile with reduced working hours, and work from home status for
some.
When the internal processes impact was correlated with the transaction of
the casual dining restaurants, the outcome was a negative very high correlation,
which means that there is a relationship between the transaction of a restaurant
in the internal. The result indicates that those casual restaurants that only have
68
dine-in were severely affected by the COVID-19 pandemic because they have
more adjustments to make. Otherwise, they will suffer a downturn. Unlike for
those casual dining restaurants that have all the types of transactions, they had
fewer adjustments because the process was already in place. They already have
the process for dine-in, take out, and delivery.
This result is sync with the study of (WEF, 2019; Hu, et al, 2020; Qi and
Yu, 2020; Greenwald, 2020; Paul, 2020; Grana, 2021) Restaurants made a
concerted effort to strengthen their resistance to the Covid pandemic by adopting
a variety of business continuity strategies and operational models.
When the customers impact was correlated with the transaction of the
casual dining restaurants, the outcome was no correlation, which means that
there is no significant relationship between the transaction of a restaurant and a
customers. The result implies that in spite of what the type of transaction you
have, if you only have dine-in only or all types of transactions, all casual
restaurants were affected. All casual restaurants adjust their product offerings,
they connect with the internal processes, they adapt to online deliveries, they
respond quickly to and identify all the customers’ needs, and all casual
restaurants experience less customers patronage.
This result is backed by the study of (Gavilan, et al, 2021) Menus were
updated in response to evolving market needs and purchase patterns and
69
behaviors. It was also supported by the study of (Ibañez, 2021; Deloritos, 2021;
Mehrolia, et al, 2020; Macias-Rendon, 2021; Ma, et al, 2021; Chong, 2021)
During the lockdowns, a new distribution channel — mobile applications —
emerged as the norm for food deliveries and online ordering.
Overall, the null hypothesis must be accepted because there is
apparently no significant relationship between the impacts of Covid 19 pandemic
and the various variables (i.e. years of operations and types of transactions).
Chapter 5
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the various conclusions and recommendations
derived from the research findings of the proponent as stated in the Chapter 4.
Summary
This study included forty (40) participants from Marikina City casual
restaurants on Lilac St. and Gil Fernando Ave., who were represented by either
the owner or manager. The restaurants have been open for business for an
average of 5.10 years, which indicates that they are relatively new to the
70
industry, with the majority of them having been registered in 2018. In terms of
type of transaction, 38 out of 40 have dine-in service, or 95.00%, 39 out of 40
have takeout service, or 97.50%, and 33 out of 40 have delivery service, or
82.50%. The data shows that many restaurants kept opening for business
following the shutdown, even with certain adaptations made to ensure their
survival.
Based on the results using the Likert scale in terms of financial impact on
the casual dining restaurants in Marikina City, the extreme impact was lost sales
with a mean score of 3.15 (high) and a standard deviation of 0.77; additional
expenses with a mean score of 3.48 (high) with a standard deviation of 0.68; and
quota adjustment with a mean score of 3.48 (high) and a standard deviation of
0.68. They were partly impacted in terms of the rise in cost of ingredients with a
mean score of 3.13 (high-moderate) with a standard deviation of 0.79 and
reduced profit margin with a mean score of 3.08 (high-moderate) with a standard
deviation of 0.80. Overall, the financial impact on casual dining restaurants
during COVID-19 resulted in a mean score of 3.26 (high, moderate) with a
standard deviation of 0.51.
In terms of the learning and growth impact of COVID-19 on casual dining
restaurants, the most severe impact was felt in terms of increased workloads with
a mean score of 3.25 (high) and a standard deviation of 0.71; multi-tasking
training with a mean score of 3.38 (high) and a standard deviation of 0.63; and
71
skeletal workforce with a mean score of 3.38 (high) with a standard deviation of
0.77. They were partly impacted in terms of hazard pay with a mean score of
3.00 (high-moderate) and a standard deviation of 0.85, and increased manpower
of 2.70 (moderate) with a standard deviation of 0.85. Overall, the learning and
growth impact on casual dining restaurants during COVID-19 resulted in a mean
score of 3.14 (high, moderate) with a standard deviation of 0.40.
In terms of the internal processes impact of COVID-19 on casual dining
restaurants, they were severely impacted in terms of online payment mode with a
mean score of 3.73 (very high) and a standard deviation of 0.51, and safe
packing with a mean score of 3.63 (very high) and a standard deviation of 0.63,
reduced hours and capacity with a mean score of 3.40 (very high) and a standard
deviation of 0.63, rigid quality control with a mean score of 3.23 (high) with a
standard deviation of 0.77; PPE worn by personnel with a mean score of 3.25
(high) with a standard deviation of 0.84; Social distancing in the kitchen with a
mean score of 3.45 (high) with a standard deviation of 0.64. They were partly
impacted in terms of the shift to cheaper suppliers, with a mean score of 3.00
(high to moderate) with a standard deviation of 0.93. Overall, the internal
processes impact on casual dining restaurants during COVID-19 resulted in a
mean score of 3.38 (high) with a standard deviation of 0.40.
In terms of customers impact during COVID-19 on casual dining
restaurants, they were extremely impacted in terms of connectivity with internal
72
processes with a mean score of 3.73 (very high) with a standard deviation of
0.55; adapting to online deliveries with a mean score of 3.63 (very high) with a
standard deviation of 0.67; quick response with a mean score of 3.68 (very high)
with a standard deviation of 0.53, they were partly impacted in terms of adjusted
product offerings with a mean score of 3.55 (very high) with a standard deviation
of 0.71; and less customers patronage with a mean score of 2.88 (high
moderate) with a standard deviation of 0.79. Overall, the customers impact on
casual dining restaurants during COVID-19 resulted in a mean score of 3.54 with
a standard deviation of 0.38.
When the years of operation were correlated with the financial impact, the
result was 0.31247 (low correlation), learning and growth-0.17996 (no
correlation), internal processes-0.31210 (negative low correlation), and
customers-0.43019 (negative low moderate correlation).
When the types of transactions were correlated with the financial impact,
the outcome was: -0.74887 (Negative high moderate correlation), Learning and
Growth 0.19377 (No correlation), Internal processes -0.97206 (Negative very
high correlation), Customers 0.03139 (No correlation).
Conclusions
Based on the research findings in Chapter 4, the following conclusions
hereby address the research problems stated in Chapter 1:
73
a. Majority of the casual dining restaurants were not prepared in the
business disruption like Covid-19 pandemic. The initial reaction of
some restaurants was to downscale operations or shut down temporarily
their establishments. No restaurant had a business continuity plan in
place that would make them more resilient when a business disruption
such as the Covid 19 pandemic happened.
b. Casual dining restaurants were impacted by the pandemic in diverse
ways—either positively or negatively. Some restaurants were
negatively affected; they lost revenue and internal processes. Meanwhile,
other restaurants earned during the pandemic. They were able to cope,
adjust, and gain a profit.
c. Casual dining restaurants have made significant changes in human
resources and other related matters. Some people multi-task. Some
restaurants retrenched some of their employees, and some of them gave
statutory benefits to their employees, and some of them restructured and
trained their manpower lines for multi-tasking
d. In order to survive, casual dining restaurants must be more open to
other modes of delivery and other business models. Those who stuck
out with dine-in service struggled to survive, whereas those who offered
take-out and delivery services were able to survive and even earn profits.
74
e. All casual dining restaurants have to make significant adjustments to
address the changing customers preferences, regardless of their age
and transactions. The menus were altered or amended to responsive to
emerging and new needs of the market, coped with the hyper-inflation,
scarcity of raw materials or ingredients, and rise in labor costs and
overhead, and provision of healthier options.
f. The role of government was highlighted by the quality of its
response via programs and stop-gap remedies to alleviate the plight
of restaurants. Legislating a specific budget earmarked for social
amelioration programs, business stimulus packages, micro-financing for
coping mechanisms, loan restructuring and amnesties on defaulting
establishments helped many restaurants survive the impacts of the
pandemic.
Recommendations
Based on the foregoing conclusions, the following recommendations are
presented:
a. To help casual dining restaurants they must have a business continuity
plan, follow government rules and protocols, and avail of government
support.
75
b. Casual dining restaurant owners should adopt flexible and multi-skilled
staffing.
c. Casual dining restaurants should have earmarked a budget for employee
welfare aside from statutory benefits.
d. Casual dining restaurants should adopt a flexible business model with
diverse revenue streams or distribution channels to ramp up sales.
e. Product offerings need to be adjusted to suit the needs of the market
during the pandemic, such as sanitized take-out boxes and bags,
contactless payments and delivery, and food must be clean, healthy, and
affordable. Casual dining restaurants must adjust their products and
services accordingly making them better and safer products.
f. Casual dining restaurants must be compliant with the government laws
and protocols in order to avoid penalties and sanctions.
g. Casual dining restaurants must forge a partnership or arrangement with a
3rd party delivery company who will serve as a key distribution channel.
h. Casual dining restaurants must be guided by a proposed operational
framework to survive a business disruption like the Covid 19 pandemic as
depicted in Figure 5 below.
Figure 5. Proposed Operational Framework
IMPACTS
Business Continuity
Plan
FINANCIAL
 Plantilla
76  Menu
 Business
models
 Advertising in
Business
Disruptor
LEARNING AND
GROWTH
COVID-19
Pandemic
Government
INTERNAL Protocols and
PROCESSES Support
 IATF
pronouncements
 LGU ordinances
 Fiscal incentives
CUSTOMERS  RA 11469
 RA 11494
An occurrence such as the 911 attack or an act of terrorism, natural
disasters such as earthquakes or volcanic eruptions can be the cause of a
disruption in business. These types of disruptions are often brief and only endure
for a few weeks or months. A pandemic, such as COVID-19, which lasted for two
and a half years is an example of another type of disruption known as a
prolonged disruption. It was an unexpected blow to the company's operations,
which led to immediate problems. Hodge N. (2019). The typical business
operations are disrupted by the Covid-19, which also has an effect on the
restaurant industry, which experiences a significant drop in demand as a direct
result of the mobility constraints. During the Covid-19 pandemic, the casual
77
dining restaurant experienced disruptions in four areas: financial, learning and
growth, internal processes, and internal processes.
As a result of the Covid-19 outbreak, the casual dining restaurants were
forced to bear the burden of incurring more operating costs, which had an
adverse effect on their profitability. The most serious effect that Covid-19 has had
on the company's finances is that it has prevented them from fulfilling their sales
objective, forced them to change their sales quota, and caused them to pay
additional expenses. They were adversely affected in that there was an increase
in the cost of the components they use, which led to a lower profit margin.
Covid-19 had an impact on the learning and growth, lead some casual
dining restaurants to lay off some of their workers while others chose to keep
their employees but reorganize their manpower line up using a skeletal workforce
and retrain their workers to be able to perform multiple tasks simultaneously. In
addition to that, they provide the staff with the statutory benefits. The fact that
some of the servers have been converted into riders and some of the cashiers
into food packers has led to an increase in the workload of employees.
The COVID-19 pandemic had an effect on the internal procedures of the
company; it caused them to change their typical business operations and
business models; the government imposed a social distancing and curfew hours
policy, which decreased the seating capacity and operating hours of restaurants;
78
the accepting of raw materials became more stringent; workers were required to
wear personal protective equipment (PPE) and practice social distancing even
while working in the kitchen; and the majority of restaurants switched to an online
mode of payment and security.
The casual dining restaurants improved both their products and their
services in order to continue adapting to the changing needs of their market. For
instance, they now engage with their internal processes through apps for social
media and have adapted online delivery systems. Additionally, they offer their
products in digital form. In addition, they address concerns raised by internal
processes in a prompt manner, ascertain the requirements of their clients, and
provide services that are tailored to the requirements of their internal processes.
Business Continuity Plan
Plantilla
Restaurants should calculate the best number of employees to run the
restaurant efficiently during the pandemic.
Menu
Restaurants should modify their menu to suit the needs of the customers,
maximize their efficiency, be easy to source out ingredients, and be suitable for
travel for delivery. The menu should be healthy and affordable.
Packaging
79
Restaurants must ensure that the food packaging is clean, sanitized, and
can withstand the road conditions during the delivery to avoid spills.
Business Models
Casual dining restaurants must embrace new business models. They
should also offer take-out and delivery instead of focusing on dine-in only. They
must register with third party delivery companies such as Grab, FoodPanda, and
other delivery providers like Lalamove, Angkas, and Move it.
Advertising in Social Media Apps
The restaurants must advertise on Facebook, Instagram, YouTube, and
Tiktok. They will also have an avenue where the customers can give their
feedback through platforms like TripAdvisor, Facebook, and the restaurant’s
website.
Employee Welfare
Employees must be tested for COVID-19 monthly to make sure everybody
in the workplace is safe. There should be a doctor and nurses or partner testing
centers for the employees. Restaurants must have a budget for testing to make
sure that they are fit to work and free from any infections.
Flexible scheduling must be implemented for employees. The scheduler
may follow the 3-day working schedule and 1 day off to downscale the mass
layoff of employees during a pandemic.
Online Payment
80
People nowadays prefer to pay electronically through e-wallets like Gcash,
PayMaya, and bank transfers as it is more convenient and it is supposed to
reduce the spread of germs and viruses that could otherwise be passed on in the
process of using banknotes and coins.
Government Protocols and Support
IATF Pronouncements
The casual restaurants must abide the proclamations made by the Inter
Agency Task Force on Emerging Diseases. mainly because they promote or
mandate cross-sectoral cooperation for the purpose of evaluating, monitoring,
containing, controlling, and preventing the spread of any potential epidemic in the
Philippines.
LGU Ordinances
Restaurants must comply with this directive of LGUs since they have been
given the responsibility of developing, coordinating, and implementing COVID-19
laws in accordance with provincial and local quarantine protocols established by
the national government. The role that local government units (LGUs) play in the
legislative process and in the distribution of government development aid from
the national government to the beneficiaries of their localities.
81
Fiscal Incentives
The restaurant is required to make use of the financial incentives that are
provided by the national or local government. For instance, the local government
unit (LGU) of Marikina City passed an ordinance that granted amnesty on
surcharges and interests of delinquent business taxpayers in the City of Marikina.
It was passed in order to aid the owners of businesses that were unable to pay
their taxes during the pandemic; this legislation will be of tremendous assistance
on the road to recovery for the restaurants.
RA 11469
The restaurants must be familiar with the mandate of the national
government as it will be a law that will assist them in mitigating or reducing the
impact of the COVID-19 pandemic. In order to promote economic recovery, the
Bayanihan to Heal as One Act RA 11469 specifies that businesses with
outstanding loans be granted a grace period during which no interest is charged
and ensure the availability of credit to the private sectors, which will be of great
assistance to the restaurants. Another mandate of the act is that they provide
low-income households a subsidy that can be availed by the employees of the
restaurants, which will be of great help for them and their families. It also
facilitates and/or minimizes disruption to the supply chain and lets the restaurants
still conduct business as long as they follow the government safety protocols.
RA 11494
82
The RA 11494 must be reviewed and considered by the restaurants. An
Act Providing for COVID-19 Response and Recovery Interventions and Providing
Mechanisms to Accelerate the Recovery and Bolster the Resiliency of the
Philippine Economy, Providing Funds Therefor, and for Other Purposes This act
is commonly known as Bayanihan to Recover as One Act that assists all to better
adapt to post-quarantine conditions and build structural resilience against future
shocks. It focuses and directs relief efforts toward the most severely afflicted
sectors. It lowers loan interest rates, provides a grace period for rent and utility
payments, and lowers logistical costs to assist industries severely impacted by
COVID-19. This will be a great help to the restaurants since rent and utilities are
one of the major contributors to the operating cost of the restaurants. The
supposedly paid rent and utilities may be used in the business in order to gain
more profit.
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92
APPENDIX A
Map of Marikina City
93
APPENDIX B
Survey Questionnaire
Date:
Dearest Respondent,
The undersigned is currently conducting a study entitled “COVID-19 IMPACT ON

THE SELECTED CASUAL RESTAURANTS IN MARIKINA CITY: BASIS FOR
OPERATIONAL FRAMEWORK. This is in partial fulfillment of the requirements
for the degree Master of Science in Hotel and Restaurant Management. In
relation to this, the researcher would like to request you to answer this survey
94
questionnaire. Rest assured that the data to be gathered will be strictly

confidential. Thank you!
Sincerely yours,
JOHN BRIENFORD CALUNOD

Researcher
Noted by:
DR. ANGELINA U. BLANCO

Thesis adviser
I. Checklist
Directions: Check the portion that corresponds to your chosen item.
Years of Operation
____4 years
____ 5 years
____ 6 years
____ more than 6 years
Types of transaction
____ Dine-In
____ Take-out
____ Delivery
____ All of the above
II. Likert Scale

Directions: Put a check mark in the column that corresponds to
your chosen response.
4 – (SA) Strongly Agree
3 – (A) Agree
2 – (D) Disagree
1 – (SD) Strongly Disagree
FACTORS 4 3 2 1
(SA) (A) (D) (SD)
95
Financial
1. There is a big loss on sales and
revenues.
2. There is an additional cost for raw
materials due to the lower quantity of
raw materials ordered.
3. There is adjustment on sales
performance and quota/goal for the
year between the previous pre-Covid
and New Normal periods.
4. Profit margin was reduced when
products were sold for cheaper cost.
5. There are additional expenses due
to the health protocols given by the
government.
Learning and Growth
1. There are additional workloads due
to retrenchment of workers.
2. Hiring of additional employees
focusing on online platform selling like
in-house delivery riders is a necessity.
3. There is the implemented hazard
pay for the employees during
pandemic.
4. There is additional training for
employees for multitasking purposes.
5.Implementation of skeletal
workforce.
Internal processes
1.Operating hours and dining capacity
are reduced.
2. Accepting raw ingredients is more
rigid and scrutinized.
3. There is a need to change
suppliers to get cheaper and
accessible raw products.
4. Kitchen, dining staff and personnel
are required to wear PPE (Personal
Protective Equipment).
5.Minimizing the number of
employees in the kitchen to ensure
96
and avoid contamination in the

products is a necessity.
6. Offering of online modes of
payment like GCash, bank transfer
and credit card is a necessity.
7. Specializing or modifying the
takeout boxes/packages to ensure
the safety of the food and minimize
the spreading of virus is a necessity.
Customers
1. There is adjustment in product
offering and service offering.
2. Establish a relationship with the
customers thru online or social media
platforms.
3. Collaborating and adapting to
online delivery application in serving
the internal processes.
4. Quick response on customers
query and complaints.
5. Identify emerging needs of existing
customers.
6. There is loss of internal processes’
patronage.
APPENDIX C
97
Tabulation of Results
Code Restaurant Respondent Years in Ops. Types of Transaction Code Financial Impact
Lost sales Rise in cost of ingredients Sales quota adjustment Reduced profit margin Additional expenses Mean Score
Dine-in Take Out Online Delivery R01 4 4 4 4 4 4.00
R01 Tenichi E. Agustin 6 1 1 1 R02 4 4 4 4 4 4.00
R03 3 4 3 4 4 3.60
R02 Hunchos J. Perfecto 4 1 1 1 R04 3 3 4 4 3 3.40
R03 Forget Me Not C. Morales 4 1 R05 3 3 4 3 4 3.40
R06 3 3 4 3 4 3.40
R04 Perene G. Enriquez 6 1 1 1 R07 3 4 3 3 3 3.20
R05 Mommylyn's Kitchennette K. Pamas 6 1 1 1 R08 3 3 3 2 2 2.60
R09 3 3 4 2 4 3.20
R06 Crazy Katsu P. Repia 6 1 1 1
R10 4 3 4 4 4 3.80
R07 Meobel Arvin 6 1 1 R11 4 4 4 4 4 4.00
R08 Chicken King C. Previor 4 1 1 1 R12 3 3 4 3 4 3.40
R13 3 4 4 3 4 3.60
R09 8 Ramen House M. Mistica 6 1 1 R14 4 3 3 3 3 3.20
R10 Papajeks Marikina J. Caneza 6 1 1 1 R15 3 3 3 3 2 2.80
R16 3 4 2 2 2 2.60
R11 Pizza Verde I. Malayao 4 1 1 1 R17 2 3 4 3 3 3.00
R12 Dampa Sa Cogeo Maricel 6 1 1 1 R18 1 1 4 1 4 2.20
R19 2 3 3 3 3 2.80
R13 Daduz C. Narciso 5 1 1 1 R20 2 3 4 4 4 3.40
R14 Kimchi Kingdom V. Denilla 6 1 1 1 R21 3 3 4 3 4 3.40
R22 3 3 3 3 3 3.00
R15 Madkhan G. Pilapil 6 1 1 1
R23 1 1 3 1 2 1.60
R16 Comedor M. Sarmiento 4 1 1 1 R24 3 3 3 3 3 3.00
R17 Gorudo Ramen J. David 4 1 1 1 R25 3 1 2 3 4 2.60
R26 3 4 4 3 4 3.60
R18 Obento Ko C. Licinnius 4 1 1 1 R27 3 4 4 3 4 3.60
R19 Wok of Taiwan M. Viado 4 1 1 1 R28 3 3 4 4 4 3.60
R29 3 3 3 3 3 3.00
R20 Chicken Jay Marikina N/A 4 1 R30 4 3 2 3 4 3.20
R21 TeaBone J. Baturi 4 1 1 1 R31 4 3 4 3 3 3.40
R32 4 3 4 4 4 3.80
R22 Dapo at Tisa A. Hernando 4 1 1 1 R33 4 3 4 4 4 3.80
R23 Polmar D. Cabales 4 1 1 1 R34 3 4 3 3 3 3.20
R24 Crazy ramen A. Buluran 6 1 1 1 R35 4 4 3 4 4 3.80
R36 3 2 3 2 3 2.60
R25 Miguel and Maria N/A 4 1 1 1 R37 4 3 4 2 3 3.20
R26 Karding Kambingan V. Vanilo 5 1 1 1 R38 3 3 3 3 3 3.00
R39 4 4 3 3 4 3.60
R27 Muroamie N/A 4 1 1 1 R40 4 3 4 4 4 3.80
R28 Celcius N/A 6 1 1 1 Mean 3.15 3.13 3.48 3.08 3.48 3.26
Int. High High moderate High High moderate High High
R29 Tongara Ramen A. Dolar 4 1 1 1 SD 0.77 0.79 0.64 0.80 0.68 0.51
R30 Over Easy G. Meninc 4 1 1 1
R31 Night and Day Restorante N/A 4 1 1 1 From To
R32 Wing Commander N/A 6 1 1 Very high 3.58 4.00
R33 Roadside BG Y. Lim 6 1 1 High 3.15 3.57
High moderate 2.72 3.14
R34 JT's E. Clarita 6 1 1 1 Moderate 2.29 2.71
R35 Kapitbahay Restaurant N/A 6 1 1 1 Low moderate 1.86 2.28
Low 1.43 1.85
R36 Tuktuk Thai J. Arique 6 1 1 1 Very low 1.00 1.42
R37 Beeffalo Ramolete 6 1 1 1
R38 Modan Yaki N/A 6 1 1 1
R39 Quianas Buffer R. Dovinmar 6 1 ALL 3.12 3.06 3.45 3.00 3.39 3.21
DI/TO 3.50 3.25 3.75 3.25 3.75 3.60
R40 Blakes M. Sumalinog 6 1 1 1
TO 2.50 3.50 3.50 4.00 4.00 3.50
Mean Score / Total 5.10 38 39 33 DI 4.00 4.00 3.00 3.00 4.00 3.60
98
Code Learning and Growth Impact

Increased workloads Increased manpower Hazard pay Multi-tasking training Skeletal workforce Mean Score
R01 4 4 4 4 2 3.60
R02 3 3 1 3 3 2.60
R03 4 4 4 4 4 4.00
R04 2 3 4 4 2 3.00
R05 4 3 3 4 4 3.60
R06 3 2 2 3 3 2.60
R07 3 4 3 3 3 3.20
R08 4 4 4 3 2 3.40
R09 4 2 2 2 4 2.80
R10 4 2 4 4 4 3.60
R11 4 3 3 3 4 3.40
R12 3 3 4 3 4 3.40
R13 4 2 4 4 3 3.40
R14 3 2 2 4 4 3.00
R15 4 3 2 4 4 3.40
R16 3 3 3 3 4 3.20
R17 3 4 4 3 4 3.60
R18 3 3 3 4 4 3.40
R19 2 3 3 3 2 2.60
R20 3 3 3 4 4 3.40
R21 3 4 4 3 3 3.40
R22 3 2 3 3 3 2.80
R23 3 3 4 3 4 3.40
R24 3 2 3 2 2 2.40
R25 3 2 4 3 4 3.20
R26 4 4 3 3 4 3.60
R27 4 1 4 4 4 3.40
R28 4 2 2 3 4 3.00
R29 4 3 2 3 2 2.80
R30 2 2 2 2 4 2.40
R31 4 2 3 4 4 3.40
R32 2 1 3 4 4 2.80
R33 4 2 2 4 4 3.20
R34 3 3 3 4 3 3.20
R35 2 2 2 4 3 2.60
R36 3 2 4 3 3 3.00
R37 3 2 3 3 3 2.80
R38 3 3 3 3 3 3.00
R39 2 2 2 4 2 2.40
R40 4 4 2 4 4 3.60
Mean 3.25 2.70 3.00 3.38 3.38 3.14
Int. High Moderate High moderate High High High moderate
SD 0.71 0.85 0.85 0.63 0.77 0.40
From To
Very high 3.58 4.00
High 3.15 3.57
Moderate 2.29 2.71
Low moderate 1.86 2.28
Low 1.43 1.85
Very low 1.00 1.42
All 3.27 2.73 3.06 3.33 3.33 3.15

DI/TO 3.25 2.25 2.50 3.25 3.75 2.40
TO 3.50 3.50 3.50 4.00 4.00 3.70
DI 2.00 2.00 2.00 4.00 2.00 2.40
99
Code Internal Process Impact

Reduced hours & capacity Rigid quality control Shift to cheaper suppliers PPE worn by personnel Social distancing in kitchen Online payment modes Safe packaging Mean Score
R01 4 4 4 4 4 4 4 4.00
R02 3 3 4 3 4 4 4 3.80
R03 3 3 3 3 3 4 4 3.40
R04 3 2 1 4 3 4 3 3.00
R05 3 2 3 4 4 4 4 3.80
R06 3 3 4 3 4 4 4 3.80
R07 3 4 2 3 2 3 4 2.80
R08 3 1 3 4 3 4 3 3.40
R09 4 4 2 3 4 4 2 3.00
R10 3 4 1 3 4 3 4 3.00
R11 4 4 4 4 4 4 4 4.00
R12 4 2 2 2 4 4 4 3.20
R13 3 3 4 3 3 3 4 3.40
R14 4 3 2 1 4 4 3 2.80
R15 4 4 3 4 4 3 3 3.40
R16 2 3 4 3 3 4 4 3.60
R17 3 3 4 3 3 4 4 3.60
R18 3 2 4 1 4 4 4 3.40
R19 2 3 2 4 3 4 4 3.40
R20 4 3 4 3 4 4 4 3.80
R21 4 3 3 3 4 3 4 3.40
R22 3 3 4 3 3 4 4 3.60
R23 2 2 4 4 3 4 4 3.80
R24 3 3 3 2 3 3 3 2.80
R25 4 3 2 3 3 4 3 3.00
R26 4 4 3 4 4 4 4 3.80
R27 4 4 2 4 4 4 2 3.20
R28 4 4 2 4 4 4 4 3.60
R29 3 3 3 3 4 4 4 3.60
R30 4 4 4 4 3 4 2 3.40
R31 4 4 4 3 4 4 4 3.80
R32 4 4 3 4 4 4 4 3.80
R33 4 4 2 4 2 4 4 3.20
R34 3 3 3 4 3 4 4 3.60
R35 4 4 3 4 4 4 4 3.80
R36 3 3 2 2 3 3 3 2.60
R37 3 3 2 2 3 2 3 2.40
R38 3 3 3 3 3 3 3 3.00
R39 4 4 4 4 2 3 4 3.40
R40 4 4 4 4 4 4 4 4.00
Mean 3.40 3.23 3.00 3.25 3.45 3.73 3.63 3.38
Int. High High High moderate High High Very high Very high High
SD 0.63 0.77 0.93 0.84 0.64 0.51 0.63 0.40
From To
Very high 3.58 4.00
High 3.15 3.57
Moderate 2.29 2.71
Low 1.43 1.85
Very low 1.00 1.42
All 3.33 3.12 3.03 3.21 3.55 3.73 3.61 3.37

DI/TO 3.75 4.00 2.25 3.50 3.00 3.75 3.50 3.39
TO 3.50 3.00 3.50 3.00 3.50 4.00 4.00 3.50
DI 4.00 4.00 4.00 4.00 2.00 3.00 4.00 3.57
100
Code Customer Impact

Adjusted product offerings Connectivity with customers Adapting to online deliveries Quick response Identifying customer needs Less customer patronage Mean Score
R01 4 4 4 4 4 4 4.00
R02 4 4 4 4 4 4 4.00
R03 4 4 4 4 4 4 4.00
R04 4 4 4 4 4 3 3.80
R05 4 4 4 4 4 3 3.80
R06 4 4 4 4 4 3 3.80
R07 3 4 4 4 4 3 3.80
R08 4 3 4 4 3 3 3.40
R09 4 4 4 3 3 2 3.20
R10 4 4 4 4 4 4 4.00
R11 4 4 4 4 4 3 3.80
R12 4 4 4 4 4 1 3.40
R13 4 4 4 4 4 3 3.80
R14 2 2 3 4 2 4 3.00
R15 3 3 3 3 3 3 3.00
R16 3 4 4 4 3 3 3.60
R17 4 4 4 4 4 2 3.60
R18 4 4 4 4 4 2 3.60
R19 3 4 4 4 4 2 3.60
R20 4 4 4 4 4 4 4.00
R21 4 4 4 3 3 3 3.40
R22 4 4 4 4 4 3 3.80
R23 3 4 4 4 4 2 3.60
R24 3 3 3 3 3 3 3.00
R25 2 3 3 4 4 3 3.40
R26 4 4 4 4 4 3 3.80
R27 4 4 2 4 4 3 3.40
R28 2 4 4 3 3 2 3.20
R29 4 4 4 4 4 4 4.00
R30 2 4 4 4 4 4 4.00
R31 4 4 4 4 4 3 3.80
R32 4 3 2 4 4 3 3.20
R33 4 4 3 4 4 3 3.60
R34 4 4 4 3 3 2 3.20
R35 4 4 4 4 4 3 3.80
R36 3 3 3 3 3 3 3.00
R37 2 2 2 3 3 2 2.40
R38 3 3 3 3 3 3 3.00
R39 4 4 2 4 4 2 3.20
R40 4 4 4 4 4 1 3.50
Mean 3.55 3.73 3.63 3.78 3.68 2.88 3.54
Int. High Very high Very high Very high Very high High moderate High
SD 0.71 0.55 0.67 0.42 0.53 0.79 0.38
From To
Very high 3.58 4.00
High 3.15 3.57
Moderate 2.29 2.71
Low 1.43 1.85
Very low 1.00 1.42
All 3.48 3.70 3.70 3.76 3.64 2.85 3.52

DI/TO 3.75 3.75 3.25 3.75 3.75 2.75 3.50
TO 4.00 4.00 4.00 4.00 4.00 4.00 4.00
DI 4.00 4.00 2.00 4.00 4.00 2.00 3.33
101
Appendix D
Pearson r Correlation
2 2
Restaurant Years of Operations Financial Impact x y xy
Tenichi 6 4.00 36.000 16.000 24.000
Hunchos 4 4.00 16.000 16.000 16.000
Forget Me Not 4 3.60 16.000 12.960 14.400
Perene 6 3.40 36.000 11.560 20.400
Mommylyn's Kitchennette 6 3.40 36.000 11.560 20.400
Crazy Katsu 6 3.40 36.000 11.560 20.400
Meobel 6 3.20 36.000 10.240 19.200
Chicken King 4 2.60 16.000 6.760 10.400
8 Ramen House 6 3.20 36.000 10.240 19.200
Papajeks Marikina 6 3.80 36.000 14.440 22.800
Pizza Verde 4 4.00 16.000 16.000 16.000
Dampa Sa Cogeo 6 3.40 36.000 11.560 20.400
Daduz 5 3.60 25.000 12.960 18.000
Kimchi Kingdom 6 3.20 36.000 10.240 19.200
Madkhan 6 2.80 36.000 7.840 16.800
Comedor 4 2.60 16.000 6.760 10.400
Gorudo Ramen 4 3.00 16.000 9.000 12.000
Obento Ko 4 2.20 16.000 4.840 8.800
Wok of Taiwan 4 2.80 16.000 7.840 11.200
Chicken Jay Marikina 4 3.40 16.000 11.560 13.600
TeaBone 4 3.40 16.000 11.560 13.600
Dapo at Tisa 4 3.00 16.000 9.000 12.000
Polmar 4 1.60 16.000 2.560 6.400
Crazy ramen 6 3.00 36.000 9.000 18.000
Miguel and Maria 4 2.60 16.000 6.760 10.400
Karding Kambingan 5 3.60 25.000 12.960 18.000
Muroamie 4 3.60 16.000 12.960 14.400
Celcius 6 3.60 36.000 12.960 21.600
Tongara Ramen 4 3.00 16.000 9.000 12.000
Over Easy 4 3.20 16.000 10.240 12.800
Night and Day Restorante 4 3.40 16.000 11.560 13.600
Wing Commander 6 3.80 36.000 14.440 22.800
Roadside BG 6 3.80 36.000 14.440 22.800
JT's 6 3.20 36.000 10.240 19.200
Kapitbahay Restaurant 6 3.80 36.000 14.440 22.800
Tuktuk Thai 6 2.60 36.000 6.760 15.600
Beeffalo 6 3.20 36.000 10.240 19.200
Modan Yaki 6 3.00 36.000 9.000 18.000
Quianas Buffer 6 3.60 36.000 12.960 21.600
Blakes 6 3.80 36.000 14.440 22.800
Totals 204.000 130.400 1,078.000 435.440 671.200
SSxy 6.160
SSxx 37.600
SSyy 10.336
r 0.31247 Low correlation
102
2 2
Restaurant Years of Operations Learning & Growth x y xy
Tenichi 6 3.60 36.000 12.960 21.600
Hunchos 4 2.60 16.000 6.760 10.400
Forget Me Not 4 4.00 16.000 16.000 16.000
Perene 6 3.00 36.000 9.000 18.000
Crazy Katsu 6 2.60 36.000 6.760 15.600
Meobel 6 3.20 36.000 10.240 19.200
Chicken King 4 3.40 16.000 11.560 13.600
8 Ramen House 6 2.80 36.000 7.840 16.800
Pizza Verde 4 3.40 16.000 11.560 13.600
Dampa Sa Cogeo 6 3.40 36.000 11.560 20.400
Daduz 5 3.40 25.000 11.560 17.000
Kimchi Kingdom 6 3.00 36.000 9.000 18.000
Madkhan 6 3.40 36.000 11.560 20.400
Comedor 4 3.20 16.000 10.240 12.800
Gorudo Ramen 4 3.60 16.000 12.960 14.400
Obento Ko 4 3.40 16.000 11.560 13.600
Wok of Taiwan 4 2.60 16.000 6.760 10.400
TeaBone 4 3.40 16.000 11.560 13.600
Dapo at Tisa 4 2.80 16.000 7.840 11.200
Polmar 4 3.40 16.000 11.560 13.600
Crazy ramen 6 2.40 36.000 5.760 14.400
Miguel and Maria 4 3.20 16.000 10.240 12.800
Muroamie 4 3.40 16.000 11.560 13.600
Celcius 6 3.00 36.000 9.000 18.000
Tongara Ramen 4 2.80 16.000 7.840 11.200
Over Easy 4 2.40 16.000 5.760 9.600
Wing Commander 6 2.80 36.000 7.840 16.800
Roadside BG 6 3.20 36.000 10.240 19.200
JT's 6 3.20 36.000 10.240 19.200
Tuktuk Thai 6 3.00 36.000 9.000 18.000
Beeffalo 6 2.80 36.000 7.840 16.800
Modan Yaki 6 3.00 36.000 9.000 18.000
Quianas Buffer 6 2.40 36.000 5.760 14.400
Blakes 6 3.60 36.000 12.960 21.600
Totals 204.000 125.600 1,078.000 400.640 637.800
SSxy -2.760
SSxx 37.600
SSyy 6.256
r -0.17996 No correlation
103
2 2
Restaurant Years of Operations Internal Process x y xy
Tenichi 6 4.00 36.000 16.000 24.000
Hunchos 4 3.80 16.000 14.440 15.200
Forget Me Not 4 3.40 16.000 11.560 13.600
Perene 6 3.00 36.000 9.000 18.000
Crazy Katsu 6 3.80 36.000 14.440 22.800
Meobel 6 2.80 36.000 7.840 16.800
Chicken King 4 3.40 16.000 11.560 13.600
8 Ramen House 6 3.00 36.000 9.000 18.000
Pizza Verde 4 4.00 16.000 16.000 16.000
Dampa Sa Cogeo 6 3.20 36.000 10.240 19.200
Daduz 5 3.40 25.000 11.560 17.000
Kimchi Kingdom 6 2.80 36.000 7.840 16.800
Madkhan 6 3.40 36.000 11.560 20.400
Comedor 4 3.60 16.000 12.960 14.400
Gorudo Ramen 4 3.60 16.000 12.960 14.400
Obento Ko 4 3.40 16.000 11.560 13.600
Wok of Taiwan 4 3.40 16.000 11.560 13.600
TeaBone 4 3.40 16.000 11.560 13.600
Dapo at Tisa 4 3.60 16.000 12.960 14.400
Polmar 4 3.80 16.000 14.440 15.200
Crazy ramen 6 2.80 36.000 7.840 16.800
Miguel and Maria 4 3.00 16.000 9.000 12.000
Muroamie 4 3.20 16.000 10.240 12.800
Celcius 6 3.60 36.000 12.960 21.600
Tongara Ramen 4 3.60 16.000 12.960 14.400
Over Easy 4 3.40 16.000 11.560 13.600
Wing Commander 6 3.80 36.000 14.440 22.800
Roadside BG 6 3.20 36.000 10.240 19.200
JT's 6 3.60 36.000 12.960 21.600
Tuktuk Thai 6 2.60 36.000 6.760 15.600
Beeffalo 6 2.40 36.000 5.760 14.400
Modan Yaki 6 3.00 36.000 9.000 18.000
Quianas Buffer 6 3.40 36.000 11.560 20.400
Blakes 6 4.00 36.000 16.000 24.000
Totals 204.000 136.400 1,078.000 471.520 690.800
SSxy -4.840
SSxx 37.600
SSyy 6.396
r -0.31210 Negative very low correlation
104
2 2
Restaurant Years of Operations Customer x y xy
Tenichi 6 4.00 36.000 16.000 24.000
Hunchos 4 4.00 16.000 16.000 16.000
Forget Me Not 4 4.00 16.000 16.000 16.000
Perene 6 3.80 36.000 14.440 22.800
Crazy Katsu 6 3.80 36.000 14.440 22.800
Meobel 6 3.80 36.000 14.440 22.800
Chicken King 4 3.40 16.000 11.560 13.600
8 Ramen House 6 3.20 36.000 10.240 19.200
Pizza Verde 4 3.80 16.000 14.440 15.200
Dampa Sa Cogeo 6 3.40 36.000 11.560 20.400
Daduz 5 3.80 25.000 14.440 19.000
Kimchi Kingdom 6 3.00 36.000 9.000 18.000
Madkhan 6 3.00 36.000 9.000 18.000
Comedor 4 3.60 16.000 12.960 14.400
Gorudo Ramen 4 3.60 16.000 12.960 14.400
Obento Ko 4 3.60 16.000 12.960 14.400
Wok of Taiwan 4 3.60 16.000 12.960 14.400
TeaBone 4 3.40 16.000 11.560 13.600
Dapo at Tisa 4 3.80 16.000 14.440 15.200
Polmar 4 3.60 16.000 12.960 14.400
Crazy ramen 6 3.00 36.000 9.000 18.000
Miguel and Maria 4 3.40 16.000 11.560 13.600
Muroamie 4 3.40 16.000 11.560 13.600
Celcius 6 3.20 36.000 10.240 19.200
Tongara Ramen 4 4.00 16.000 16.000 16.000
Over Easy 4 4.00 16.000 16.000 16.000
Wing Commander 6 3.20 36.000 10.240 19.200
Roadside BG 6 3.60 36.000 12.960 21.600
JT's 6 3.20 36.000 10.240 19.200
Tuktuk Thai 6 3.00 36.000 9.000 18.000
Beeffalo 6 2.40 36.000 5.760 14.400
Modan Yaki 6 3.00 36.000 9.000 18.000
Quianas Buffer 6 3.20 36.000 10.240 19.200
Blakes 6 3.50 36.000 12.250 21.000
Totals 204.000 141.500 1,078.000 506.170 715.400
SSxy -6.250
SSxx 37.600
SSyy 5.614
r -0.43019 Negative low moderate correlation
105
2 2
Type of Transaction Financial Impact x y xy
All types 4 3.21 16.000 10.304 12.840
Dine-in/Takeout 3 3.60 9.000 12.960 10.800
Takeout only 2 3.50 4.000 12.250 7.000
Dine-in only 1 3.60 1.000 12.960 3.600
Totals 10.000 13.910 30.000 48.474 34.240
SSxy -0.535
SSxx 5.000
SSyy 0.102
r -0.74887 Negative high moderate correlation
2 2
Type of Transaction Learning & Growth x y xy
4 3.15 16.000 9.923 12.600
3 2.40 9.000 5.760 7.200
2 3.70 4.000 13.690 7.400
1 2.40 1.000 5.760 2.400
10.000 11.650 30.000 35.133 29.600
0.475
5.000
1.202
0.19377 No correlation
2 2
Type of Transaction Internal Process x y xy
All types 4 3.37 16.000 11.357 13.480
Dine-in/Takeout 3 3.39 9.000 11.492 10.170
Takeout only 2 3.50 4.000 12.250 7.000
Dine-in only 1 3.57 1.000 12.745 3.570
Totals 10.000 13.830 30.000 47.844 34.220
SSxy -0.355
SSxx 5.000
SSyy 0.027
r -0.97206 Negative very high correlation
106
2 2
Type of Transaction Customer x y xy
All types 4 3.52 16.000 12.390 14.080
Dine-in/Takeout 3 3.50 9.000 12.250 10.500
Takeout only 2 4.00 4.000 16.000 8.000
Dine-in only 1 3.33 1.000 11.089 3.330
Totals 10.000 14.350 30.000 51.729 35.910
SSxy 0.035
SSxx 5.000
SSyy 0.249
r 0.03139 No correlation
107
APPENDIX E
Cronbach’s Alpha Coefficient Summary
Impact Cronbach's alpha coef f icient

Financial 0.8239
Learning & Growth 0.7530
Internal Process 0.7398
Customer 0.9115
Mean Score 0.8071
Interpretation High internal consistency & reliability
108
APPENDIX F
Pilot Study Responses
109
APPENDIX G
Reponses of Casual Restaurants in Marikina City
110
Appendix H
Fieldwork Documentation
109
Appendix I
Letter to Marikina Business Permit and Licensing Office
110
APPENDIX J
Request Letter to Conduct the Survey
Dearest Respondent,
I would want to use this opportunity to present myself as a graduate study

student at Philippine Women's University's School of Hospitality Management.
As a final requirement in completing the program, I would like to seek your

permission to conduct a quick survey. My research is entitled "COVID-19
IMPACT ON CASUAL DINING RESTAURANTS IN MARIKINA CITY: BASIS
FOR OPERATIONAL FRAMEWORK. Rest assured that the data to be gathered
will be solely used for my thesis writing and all names will be treated with strict
confidentiality.
Thank you in anticipation of your most favorable response.
Warm Regards,
John Brienford Calunod

Researcher
Noted By:
Dr. Angelina U. Blanco

Research Adviser
Email address: ablanco@pwu.edu.ph
111
APPENDIX G
Face and Content Validation
112
Curriculum Vitae

Dona Pepeng Subdivision, Brgy Banaba, San Mateo Rizal.
09183856965
johnbrienfordcalunod@gmail.com
Qualifications:
 Certified Food Handler ServSafe - American National Standards Institute
 Pollution Control Officer ETSSI in Collaboration with DENR
 Safety Officer II RBA-ENV’T., Health and Safety Consultancy & Training

Solution
 NCII Food and Beverage Services TESDA
Education
 Master of Science in Hotel and Restaurant Management

Philippines Women’s University Graduate Studies (2022)
 Bachelor of Science in Hotel, Restaurant and Resort Management

Major in Hospitality Management
San Sebastian College-Recoletos Manila (2015)
 High School
Jesus F. Magsaysay Technical Vocational High School (2011)
Career Experience:
 Program Chair for Tourism and Hospitality Management

Our Lady of Perpetual Succor College (2019-present)
 Manager ArmyNavy Burger Inc. (2015-2019)
113
Awards Received:
 Top Performing Full Time Employee OLOPS College PRAISE (2022)
 Chairman Awardee Junior Tourism and Hospitality Management

Association of the Philippines (2021)
 Shift Manager of the Day Shift Managers Development Program Army

Navy Burger Inc. (2017)
_______________________
John Brienford P. Calunod
Researcher
114

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THE PHILIPPINE WOMEN’S UNIVERSITY

COVID-19 IMPACT ON CASUAL DINING RESTAURANTS IN

MARIKINA CITY: BASIS FOR OPERATIONAL FRAMEWORK

JOHN BRIENFORD P. CALUNOD

Basis for Operational Framework

In partial fulfillment of the requirements for the degree

October 30, 2022

Hotel and Restaurant Management this thesis is entitled: Covid-19 Impact on

Selected Casual Restaurant in Marikina City: Basis for Operational

Framework., prepared and submitted by JOHN BRIENFORD CALUNOD is

thereby recommended for approval and acceptance.

Dr. Angelina U. Blanco

Dr. Anna Pamela Jonson Dr. Ronald Manzano

Date of Oral Examination: Dr. Ephraimuel Jose L. Abellana

To Dr. Aleth G. Reyes, for the consistent support and cheering-up to

encourage me to finish the study;

and support in the preparation and realization of this study;

To the School of Hospitality and Management headed by our beloved

from my enrollment up to my final defense.

To the members of the Thesis Committee: Dr. Jocelyn R. Sardena, Dr.

and helpful comments for the improvement of this study.

casual restaurants in Marikina City for actively participating and cooperating in

gathering the data as respondents of this study.

To them all, this humble work is dedicated.

Title : COVID-19 IMPACT IN CASUAL DINING RESTAURANTS:

Researcher : John Brienford P. Calunod

Adviser : Dr. Angelina U. Blanco

Business disruption like the COVID-19 pandemic created socio-economic

This study espoused a quantitative-qualitative research design using

Apparently, majority of casual dining restaurants were not prepared for a

business models and distribution channels amidst government restrictions on

Keywords: Business disruption, COVID-19, Casual dining restaurants,

2 REVIEW OF RELATED LITERATURE AND STUDIES 17

4 PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

5 CONCLUSION AND RECOMMENDATION 69

CURRICULUM VITAE 113

2 Financial Impact of Covid-19 on Casual

3 Learning & Growth Impact of Covid-19

4 Internal Processes Impact of Covid-19

5 Customers Impact of Covid-19

6 Correlation Between Covid-19 Impacts

7 Correlation Between Covid-19 Impacts

1 Norton and Kaplan Business Model 7

3 The Corporate Approached to Manages

4 Proposed Operational Framework 75

A Marikina City Map 92

D Pearson r Correlation 100

E Cronbach’s Alpha Coefficient Summary 106

F Pilot Study Responses 107

G Responses of Casual Restaurant in Marikina City 108

H Fieldwork Documentation 109

I Letter to Marikina Business Permit and Licensing 110

J Request Letter to Conduct Survey 111

K Face and Content Validation 112

THE PROBLEM AND ITS BACKGROUND

The rapid expansion of COVID-19 has created economic and financial

countries. As a result of COVID-19, each country has suffered varying degrees of

economic consequences (E. Yost, M. Kizildag, and J. Ridderstaat, 2021).

The Philippine government acted quickly to prevent the spread of COVID-

19 by enforcing an enhanced community quarantine (ECQ) and creating a huge

public spending emergency subsidy program to assist households and

Philippines, eating in a restaurant already seems like a fantasy. Dine-ins, buffets,

casual restaurants are overrun with a skeletal manpower line-up of servers,