Empowering Small Businesses A Quantitative Study On The Growth Business Kiosks of The Población in San Manuel

CALLANG NATIONAL HIGH SCHOOL
San Manuel, Isabela
SENIOR HIGH SCHOOL DEPARTMENT
Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
Kiosk refers to small stand booths for marketing and selling purposes.
Structures are often made from durable materials such as wood, metal, and
concrete. Kiosks can be found in a variety of places including malls and public
spaces. Stalls are typically present at public events because they are more
cost-effective and simpler to build than permanent stores. This type of venture
is easy to establish with minimal time and requires a minimal amount of
capital to start and expand business kiosk operations (1Kenton, 2023).
New technologies are emerging. Owners need to provide customers
with new ways to link in their products. Social Media Marketing is one of the
effective ways to promote their products, Facebook platform is the most
popular social media to promote their products by creating pages and
promoting their products through posts. With the help of digital technology, the
business accelerates the growth for the reason they allow kiosk owners to
reach a wider customer and build lasting relationships with customers, and
customer loyalty.
Mainly, food court is a marketplace in the Municipality of San Manuel,
Isabela where kiosks are gathered to sell products and generate sales. The
1
Kenton, W. What Is a Kiosk? Definition in Retail, History, Types, and Risks,
Investopedia What Is a Kiosk? Definition in Retail, History, Types, and Risks
(investopedia.chttps://www.investopedia.com/terms/k/kiosk.aspom)
Empowering Small Businesses: A Quantitative Study On The Growth

Business Kiosks Of The Población In San Manuel 0
San Manuel, Isabela
place utilized by the food court is located adjacent to the Roman Catholic
church. Kiosk sellers are mainly owners who provide the stall, and the
franchise kiosk sellers which is defined as person who works for a certain
company, and mostly of kiosk owners hold kiosks that are either it was sold to
them or provided their materials for building it. Products sold by kiosks in the
food court were preferably snacks and lunch of students nearby school.
Unfortunately, the sales of each kiosk were inconsistent it was described to be
seasonal, mentioned every month of September to October, their sales are
described to be rapid because customers were relevant and from December
to January, their sales were slow as their customers were described to be
countable.
Facebook Application has a major attribution on one of the kiosks in the
food court, as it allows them to promote their business and the products they
currently sell as well to reach a wider range of customers in San Manuel,
Isabela. Unfortunately, another kiosk has no other strategies to boost its
business sales since they only rely on the demand schedule and their target
market as well, ranging from elementary to college students.
Furthermore, similarly to common businesses’ operations, kiosks also
have expenditures that are necessary to pay to continue the operation of the
business. Capital is the first requirement to start a kiosk to meet the
requirements to start and expect continuity in business operation, and a place
where a kiosk stands. Kiosk owners in the food court, have expenditures on
the place where their stall stands. Every weekend, carinderias pay for their

San Manuel, Isabela
rental ticket for their place, and one week for the rental ticket costs ₱100.00.
In terms of equity, their capital is composed of owner’s equity and debt from
lending non-bank institutions.
Some of the kiosks were franchise-owned. The place and the stall itself
are provided by the owner while the ingredients and direct materials used for
making products that are meant to sell to customers are provided by a
franchise company. Since one of the kiosks sells smoothies and milkshakes,
it is defined to be a franchise’s strength because of its difference in products
sold among the milk tea kiosks.
Moreover, competition among kiosks and stalls is a common threat
experienced by kiosk owners. Some of the neighboring kiosks were selling the
same products such as fried chicken and milk tea, which a tough competition
arises among kiosks that had identical products. Therefore, even kiosks with
different business products experience such competition, when neighboring
kiosk competitors have more customers and sales than their business in
phenomenal operation.
A large body of literature focused more on the challenges and failures
faced by kiosk businesses. In a study by (Lhua, 2010), most small businesses
are managed by their owners because they cannot afford to hire expertise to
run the businesses for them Consequently, small business owners perform so
many operational tasks and management functions themselves which may
often result in business failure. And a study on the technological advancement
of small business. Additionally, the Internet has the potential to transform

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small and medium enterprise marketing in many areas including
customization, customer relationship marketing, access to new markets,
business-to-business collaboration, co-creation of the product with customers,
and improving internal efficiency (Ansari & Mela; Barnes 2012 et). However,
although there were many studies conducted on kiosk business, still there
were no studies published if there was any support from local government
units on kiosk business, how these supports were significant on the growth of
business kiosks, and how these supports impacted the growth on business
kiosks. This study focuses on giving support essentially as reducing the
taxation and increasing the capital that can contribute to the growth of stall in
población.
Statement of the Problem
The general objective of this study determined the challenges and
opportunities that business kiosks in the población encounter, with the support
of the local government unit of San Manuel.
Specifically, it sought to answer the following questions:
1. What is the profile of the respondents in terms of:
a. Nature of the business
b. Address of owner
c. Initial capital
d. Average sales a day
2. What is the level of profitability of kiosk owner generate monthly?

San Manuel, Isabela
3. What issues and needs do San Manuel kiosk operations encounter that
government support might facilitate along with?
4. Is there a significant relationship between the issues and needs, and
the level of profitability of the business kiosks?
Null Hypothesis
There is no relationship between the issues and needs, and the level of
profitability of the business kiosks of the Población in San Manuel.
Conceptual Framework
This study aimed to determine the effect of support of the local
government unit of San Manuel to the business kiosk in Población. It is also
conducted to determine what actions can be proposed to have more
government-support small business kiosk.
The researcher used input-process-output as the concept of the study.
The input included the profile of the business kiosk owners in terms of name
of the business, address of owner, initial capital and the average sales per
day; the process included data collection through survey questionnaires,
analysis and interpretation of data and presentation of findings and result; and
the output included the profile of respondents being identified, determined the
level of profitability of kiosk owners generate monthly, evaluated the issues
and needs do San Manuel kiosk operations encounter that government
support might facilitate along with Población of San Manuel, and determined

San Manuel, Isabela
the significant relationship between the issues and needs, and the level of
profitability of the business kiosks.
INPUT PROCESS OUTPUT
1. Profile of the
respondents in
terms of:
a) Name of the
business
b) Address of
owner
c) Initial capital
d) Average
sales per
day
2. What is the EMPOWERING
level of profitability  Data collection SMALL
of kiosk owner through survey BUSINESSES: A
generate monthly questionnaires QUANTITATIVE
3. What issues STUDY
 Analysis and
and needs do San ON THE
interpretation of
Manuel kiosk GROWTH
data BUSINESS
operations
encounter that  Presentation of KIOSKS OF THE
government findings and POBLACIÓN IN
support might result SAN MANUEL
facilitate along
with?
4. Is there a
significant
relationship
between the
issues and needs,
and the level of
profitability of the
business kiosks?
Feedback

San Manuel, Isabela
Figure 1. Research Paradigm
Scope and Delimitation
The goal of the study determined the growth of kiosk businesses that
operate in the población area of San Manuel in the Fiscal Year 2023.
This study is limited to exploration that does not cover outside the
población area of San Manuel.
Significance of the Study
The study determined the significance of the growth of business kiosks
in the Población area of San Manuel, empowering small businesses.
Business owners. The findings of this study would provide insights
into the growth of business kiosks, the study helps business owners
understand the market and make informed decisions to improve their
operations and increase their chances of success.
Customers. The result of this study would help business kiosks meet
their customer expectations and enhancing their customer loyalty and inspire
future entrepreneurs to pursue their dreams and provide them with valuable
information to help them start and grow their businesses.
Local Government Unit. The result of this study would contribute to
the overall growth and development of the community, which is a key goal of
government policies and initiatives, by providing valuable information that can

San Manuel, Isabela
help inform policies and decisions that support the growth of small businesses
and the local economy.
Future Researchers. The result of this study would provide a
foundation for future research, enabling researchers to build upon the findings
and explore new areas of study, which can lead to discoveries and insights.
Definition of Terms
Business kiosk - a small, temporary, stand-alone stall used in high-
traffic areas for marketing purposes.
Capital – the financial assets or resources, specifically funds held in
banks and investments in business, with the aim of generating income or
profit. It can also refer to non-financial assets like machinery and equipment
used in production.
Competitor – a rival specifically kiosk owners that operates in the
same market or industry and offers comparable or identical goods or services
in an effort to draw customers.
Food Court – a marketplace wherein food kiosks and carinderias were
gathered in a particular area. It usually comprises an assortment of different
eateries or food stands with a wide variety of snack products.
Facebook – a website and social media platform application mainly
installed in smartphones and personal computer which allows social media
users, to see and view the product and business advertisement posted by

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kiosks owners, and also allowing kiosk owner to promote their products and
business through posts.
Franchise – the contractual relationship between a company and a
person who purchases franchise, that allows the business owner to use the
company's brand and method of doing business to distribute products or
services to consumers.
Government support - Financial support provided by municipal
governments, including without limitation capital and operating grants,
subsidies, repayable or forgivable loans, reimbursable tax credits, and loan
guarantees.
Growth - the expansion of the kiosk in terms of growth in revenue,
customer base, market share, or production of more goods.
Kiosk owner - The person who manage the little stores or counters
and oversee running and maintaining the kiosk, which usually focuses on one
commodity, mainly comfort food and lunch meals. They are mainly found in
the food court, in the población area of San Manuel.
Social Media - a media wherein the means of interactions among
people in which they create, share, and/or exchange information and ideas in
virtual communities and networks are occurring.

San Manuel, Isabela
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter presented the relevant literature and studies that the
researcher considered to strengthen the importance of the present study. It
also presented the synthesis of the art to fully understand the research for
better comprehension of the study.
Related Literature
A. Local
Business kiosks can be referred to as food carts signified by (Jack,

2
2018) as food stalls that are seen in public places such as in streets of local
barangays, near the outside area of mostly schools and churches, that serve
snacks and comfort foods that are easy to prepare and consume by
consumers including siomai, pizza, empanada, hotdogs, waffles, mami, and
rice porridges or lugaw. This type of business is stated as easy to start, as an
amount of ₱10,000 capital could a person start a food stall business. Food
stalls are convenient for those persons who want to enter the food business
industry with ease, the advantages provided by this type of business are the
affordability to start rather than establishing a small restaurant which doesn’t
2
Jack (2018), FOOD CARTS: The Ultimate Small Business to Start in the
Philippines https://franchisemanila.com/2018/10/food-carts-the-ultimate-small-
business-to-start-in-the-philippines/

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require multiple employees and more complex operation, and an excluded
franchise that could be availed amounting to ₱250,000. It also doesn’t need a
large area to be challenged by costly rental payments. Food kiosks are also
movable, which it makes more convenient for kiosk owners to relocate their
stalls in places they want to, generally in public places. Lastly, business ideas
are limitless.
Business kiosks are included in the category of Micro, Small, and
Medium Enterprises (MSMEs) referring to every business or enterprise
involved in industry, agribusiness, and/or services, whether it be a sole
proprietorship, cooperative, partnership, or corporation (3P&L Law, 2020). The
business kiosk is categorized under the Micro Enterprises among the three
enterprises mentioned, as the characteristic of a micro-enterprise stated in the
Republic Act No. 9178 known as Barangay Micro Business Enterprise
(BMBE), a microenterprise has a compromising total asset of about below ₱3
Million amount and not exceeding to ten (10) employees working on the
enterprise (P&L Law, 2020). Additionally, this existing law, advocacies mainly
on focusing the growth of barangay micro business enterprises by giving them
incentives and benefits such as income earned from the enterprise's
operations being exempt from income tax; exemption from the Minimum
Wage Law's provisions (BMBE workers are entitled to the same health care
3
P&L Law (2009), MAGNA CARTA FOR MICRO, SMALL AND MEDIUM
ENTERPRISES (MSMES): REPUBLIC ACT NO. 6977, AS AMENDED
https://pnl-law.com/blog/magna-carta-for-micro-small-and-medium-
enterprises-msmes-republic-act-no-6977-as-amended/

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and social security benefits as other workers); priority to a unique credit
window created especially to meet BMBEs' financing needs; and technology
transfer, training in production and management, and initiatives to support
BMBE beneficiaries with marketing. Additionally, the LGUs are urged to either
reduce or significantly lower the municipal taxes, fees, and charges that are
levied against the BMBEs.

4
Moreover, according to the 2022 Philippine MSME statistics,
1,109,684 of the business enterprises nationwide are operating. 99.59% of
the business enterprises are classified as MSMEs and 0.41% are labeled as
large enterprises. 90.49% of the MSMEs are micro-enterprises, followed by
small enterprises comprises with 8.69% and 0.40% on medium enterprises.
Among the top five (5) industry sectors are the Wholesale and Retail Trade;
Repair of Motor Vehicles and Motorcycles, Accommodation and Food Service
Activities, Manufacturing, Other Service Activities, and Financial and
Insurance Activities, with a total accounting for 86.90% of the total number of
MSME establishments, the sector Accommodation and Food Service Activities
wherein the business kiosks stalls in the población area of San Manuel
belonged, ranked being top 2 with a make-up total number of 158,113
establishment. In terms of employment, MSMEs utilized a total of 5,607,748
jobs, 65.10% of the nation’s total employment. Among the three categories of
4
Department of Trade and Industry (2022), 2022 PHILIPPINE MSME
STATISTICS https://www.dti.gov.ph/resources/msme-statistics/#:~:text=The
%202022%20List%20of%20Establishments%20%28LE%29%20of%20the,are
%20MSMEs%20and%204%2C541%20%280.41%25%29%20are%20large
%20enterprises.

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enterprises the MSMEs, micro-enterprises created the biggest portion with
32.69%, followed by small enterprises with 25.35% of the employment and
the medium enterprises behind with 7.06%. The sector of Accommodation
and Food Services ranked 4 among the top five (5) most created employment
with 727,663 employees, following rank 1 as the Wholesale and Retail Trade;
Repair of Motor Vehicles and Motorcycles sector leading the first, followed by
Manufacturing, Administrative and Support Service Activities, Accommodation
and Food Service Activities and Financial and Insurance Activities.
(Statista, 52023) mentioned that the profitable food service industry in
the Philippines comprises a wide range of businesses, including cafes,
restaurants, fast-food chains, and tiny booths and kiosks. Due to the ease of
meal delivery services and the return of in-person dining, the food service
industry has begun to recover from the effects of the COVID-19 epidemic.
Furthermore, (NinjaVan, 62023) enumerated the eight (8) government
programs that are designed for MSMEs, and these programs provided by the
government were classified into three (3), government programs for general
assistance, government programs for microbusiness funding, and government
programs for continuing education. The first three government programs
mentioned are categorized as programs for general assistance, which are the;
Negosyo Center Program, a share of the Go Negosyo Act that became a law
5
Statista (2023), Food service industry in the Philippines - statistics & facts
https://www.statista.com/topics/8982/food-service-industry-in-the-philippines/
#topicOverview
6
NinjaVan (2023), 8 Government Programs for Micro-Businesses and SMEs
https://blog.ninjavan.co/en-ph/government-programs-for-micro-businesses/

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in year 2014, that helps entrepreneurs and businessmen to arrange and
makes it easier for businesses run to register, offers training, services,
information, funding, and marketing, and makes it easier to apply for grants
and other financial aid. They function as a platform for MSMEs' development,
growth, and support in every city and municipality across the country. Next is
the Barangay Micro Business Enterprise (BMBE) law that was signed in the
year 2002, which objectives meant for microentrepreneurs are to provide
income tax exemptions, assistance programs, training, and immunity from the
minimum wage law to microentrepreneurs. Next is the Go Lokal! wherein the
program is intended for the operation of the MSMEs requiring selling regional
and traditional products. Lastly is the Shared Service Facilities Program (SSF)
under the DTI, qualified microbusinesses have access to obtain tools,
machinery, equipment, and other auxiliary products as well as skills and
knowledge under a shared system, to increase production. However, every
usage of the equipment carries a fee that goes to funding maintenance and
repairs, and machines are not allowed to be removed from the site. But with to
this program, microbusinesses may increase productivity and determine
whether an equipment purchase is the right one by giving it a test run. The
government program that is under micro business funding is the Pondo sa
Pagbabago at Pag-asenso (P3) which it aims to give microbusiness
assistance in processing of loans. MSME owners can borrow up to
PHP200,000 from partner microfinance institutions under the P3 Program at
an economic interest rate of about 2.5% per month. Nevertheless, the

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program guarantees you know what you're spending on with additional
training and expertise, so this won't be just an apply-and-get-money kind of
offer. The government program that are under for continuing education is the:
Kapatid Mentor Me, a 12-week program that aims to train on development,
accounting, taxation, and more. After the microbusinesses took this program,
they would be able to access the SSF of their community. Next is the Small
and Medium Enterprise Roving Academy (SMERA) which intends to sustain
the growth of MSMEs across the nation. It creates networks and offers micro
business owners enterprise development services. To offer participants
training, it collaborates with academic institutions, financial institutions,
chambers, LGUs, and training facilities. And lastly, the MSME Disaster
Resiliency that aims to strengthen the resiliency of MSMEs in terms of
preparation for natural threats and disasters. The DTI and its partners aim to
avert this by getting business owners involved in disaster risk management
(DRM) initiatives through the MSME Disaster Resiliency project. By educating
MSME owners, this project helps them be ready for any natural disaster that
may have an impact on their company. This comprises determining the best
course of action to increase MSMEs' resilience, supplying specific MSMEs
with demand-driven technical support to increase their resilience, helping
governments create an environment that encourages SMEs to make risk-
aware and well-informed investments, and promoting the exchange of
information at the regional level. However, to be part of this program, a
business owner must initiate to comply with requirements provided by the

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Department of Trade and Industry (DTI) to avail of the benefits and assistance
provided by these government programs.
B. Foreign
Acquiring the ability to handle commercial issues is a crucial
competency for experts in any establishment. Regardless of size, businesses
may run into issues because of shifting market conditions or industry trends.
You may find out how to stop typical business problems from happening or
efficiently handle obstacles for your company by researching them. This
article explains what business problems are and goes over 11 typical issues
with possible fixes to help your company overcome these obstacles. (Indeed,
7
2022) enumerated eleven (11) common problems that businesses encounter,
which are: (1) uncertain purpose which refers to a situation or concept where
the objective or intention is unclear or not well-defined, creating ambiguity or
confusion; (2) weak brand identity which indicates that a brand lacks a distinct
and compelling image or personality. It often results in reduced recognition,
differentiation, and customer loyalty. Strong brand identities effectively convey
values, mission, and resonate with their target audience; (3) low customer
value, perceived benefits or satisfaction derived from a product or service are
7
Indeed (2022), 11 Common Business Problems and How You Can Solve
Them, Indeed
https://www.indeed.com/career-advice/career-development/business-
problem?
fbclid=IwAR3wY_YLFHRhp7MxWhcUSikNyt7sDgo_JobAaQplpnsBCD5HB0Z
s5zf600U

San Manuel, Isabela
not substantial about its cost. This can lead to dissatisfaction among
customers, impacting loyalty and hindering the competitiveness of a business.
Improving customer value involves enhancing the benefits or reducing costs;
(4) minimal future planning refers to a situation where there is a lack of
comprehensive strategies or preparations for upcoming events or
developments. It may result in challenges such as unanticipated obstacles,
missed opportunities, and a lack of direction in achieving long-term goals.
Robust future planning involves foresight, goal-setting, and proactive
decision-making; (5) no exit strategy means a lack of a well-defined plan for
leaving a particular situation or investment. In business, it often refers to not
having a clear plan for selling or discontinuing a venture. Without an exit
strategy, there's a risk of being unprepared for changes, market shifts, or
unforeseen circumstances that may arise, potentially leading to difficulties in
transitioning or maximizing returns; (6) minimal use of technology indicates
limited incorporation of technological tools or advancements in a particular
context. This approach may lead to inefficiencies, slower processes, and
missed opportunities for improvement. Embracing technology can enhance
productivity, streamline operations, and contribute to staying competitive in
various fields; (7) Static skill sets refer to a situation where individuals or a
workforce possess skills that remain unchanged or don't evolve over time. In
today's dynamic and evolving work environments, static skill sets can lead to
obsolescence, hindering adaptability to new challenges and advancements.
Continuous learning and updating skills are crucial to stay relevant in rapidly

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changing industries; (8) not using resources can refer to minimizing the
consumption of various inputs like energy, water, materials, or time. It's often
associated with sustainable practices to reduce environmental impact and
promote efficiency. This approach can be applied in various contexts, from
personal habits to business operations, to conserve resources and promote
long-term sustainability; (9) short on supplies means there is an insufficient
quantity of necessary items or resources. It indicates a shortage or deficit in
the availability of essential materials, products, or goods needed to fulfill a
particular requirement or demand. This situation can impact various aspects,
such as production, operations, or daily activities, depending on the context in
which the shortage occurs; (10) low employee performance: indicates that
individuals or a team are not meeting expected standards or achieving
desired outcomes in the workplace. This can result from various factors,
including lack of skills, inadequate training, poor motivation, unclear
expectations, or personal issues. Addressing low employee performance often
involves identifying the root causes, providing necessary support and
resources, offering constructive feedback, and implementing strategies to
improve skills and motivation; (11) high employee churn rates: refer to a
situation where a significant number of employees leave a company within a
specific period. This could be due to various reasons, such as dissatisfaction
with work conditions, lack of career growth opportunities, poor management,
or a mismatch between employee expectations and the actual workplace
environment. Elevated churn rates can have negative implications for a

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company, including increased recruitment costs and potential disruptions in
workflow. It often necessitates a thorough analysis.
For some entrepreneurs, launching a business is a noteworthy
accomplishment; nevertheless, sustaining one poses a greater difficulty. All
businesses, regardless of size, have several similar difficulties. Developing a
clientele, creating a brand, employing the best personnel, and other tasks are
among them. However, some are limited to small businesses; most large
corporations have long since moved on from these issues. ( Beattie, 82022)
stated the top five (5) obstacles that small businesses also encounter: (1)
Client dependence: refers to a situation where a business or service relies
heavily on its clients or customers for its success. The extent to which a
business depends on its clients can vary across industries. In a client-
dependent scenario, the loss of key clients or a significant decrease in
customer base could have a substantial negative impact on the business,
affecting revenue, stability, and overall viability. It underscores the importance
of maintaining strong relationships with clients and continually meeting their
needs to ensure sustained success; (2) money management, involving
effectively handling and overseeing financial resources. It encompasses
budgeting, saving, investing, and making sound financial decisions to achieve
financial goals. Proper money management includes creating a budget to
allocate income wisely, saving for short and long-term needs, avoiding
8
Beattie, A. (2022), 5 Biggest Challenges Facing Your Small Business,
Investopedia, https://www.investopedia.com/articles/pf/12/small-business-
challenges.asp

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unnecessary debt, and making informed investment choices. It also involves
monitoring and adjusting financial plans as circumstances change. Successful
money management is essential for financial stability, security, and achieving
personal or business objectives; (3). Fatigue is a state of extreme tiredness or
exhaustion, both physically and mentally. It can result from various factors
such as prolonged physical or mental exertion, lack of sleep, stress, illness, or
certain medical conditions. Fatigue can negatively impact cognitive function,
mood, and overall well-being. Chronic fatigue can be a symptom of underlying
health issues and may require medical attention. Adequate rest, a balanced
lifestyle, and managing stress are essential in preventing and alleviating
fatigue; (4). Founder dependence: refers to a situation where a company
relies heavily on its founder or founders for key decisions, strategic direction,
and overall leadership. This reliance can create a potential vulnerability for the
organization, as the departure or inability of the founder(s) to continue their
involvement might disrupt the company's stability and functioning. To mitigate
founder dependence, companies often implement strategies such as building
strong leadership teams, establishing clear organizational structures, and
fostering a culture of collaboration and decision-making beyond the
founder(s). This helps ensure the long-term success and sustainability of the
business beyond the initial founders; and lastly, (5) balancing quality and
growth: involves finding a harmonious equilibrium between maintaining high
standards and expanding or scaling a business. It means striving for growth
while ensuring that the products or services offered maintain a level of quality

San Manuel, Isabela
that satisfies customers. This balance is crucial because rapid expansion
without maintaining quality can lead to customer dissatisfaction and harm the
brand's reputation. On the other hand, focusing solely on quality without
allowing for growth might limit the business's potential. Successful
organizations navigate this balance by implementing scalable processes,
investing in innovation, and continuously monitoring and improving product or
service quality as they grow.
The government benefits from assisting small firms in their launch and
growth. Local companies contribute to the tax base by paying employee
wages and by filing company taxes. Cities, counties, states, and the federal
government all provide help in the form of grants, worker training programs,
advantageous legislation, and research opportunities in response to the
potential for economic growth and workforce expansion. Make inquiries
regarding local business incentives and the services that are offered to you by
getting in touch with the state and local economic development offices.
According to (Milano, 92019), there are five (5) ways that the government
supports small businesses, which are (1) economic development programs
that are designed to improve the general economic health of a nation. They
usually involve programs like improving infrastructure, offering incentives for
investment, developing education and skills, and creating regulations that
support entrepreneurship. These initiatives aim to raise living standards,
9
Milano, S. (2019), Role of Government in Promoting Small Business, Chron
Newsletters https://smallbusiness.chron.com/role-government-promoting-
small-business-60657.html

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decrease poverty, boost economic growth, and create jobs; (2) loan guarantee
programs: which a third party, frequently the government or a financial
institution, promises to pay back a borrower's debt should they fail to make
loan payments. By lowering the risk for lenders and facilitating loan access for
people and enterprises, these initiatives seek to promote lending; (3)
research and development (R&D) is the process by which businesses devote
time and funds to finding new information, developing novel products, or
enhancing already-existing ones; (4) infrastructure improvement funding, the
term used to describe the financial resources given by governments or
organizations to improve and maintain vital physical structures and facilities. It
involves systematic investigation, experimentation, and design to advance
technology, knowledge, or processes, ultimately fostering growth and
competitiveness. The purpose of these monies is to promote public
transportation, road renovations, utility expansions, and overall community
development while also improving quality of life; and lastly the programs for
education and training, the systematic efforts aimed at transferring information
and enhancing people's abilities. These courses and workshops, which might
vary from formal education to specialized training, are designed to give
participants the skills they need
competent in their chosen domains, encouragingadvancement both personall
y and professionally.
Developing and growing a company is crucial for business owners, but
not all businesses succeed. Innovative ideas alone may not yield the desired

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results. Continuous nourishment, business management, structure, internet
visibility, trustworthiness, and receptivity to new concepts are essential for

10
ensuring stable growth. (Latif, 2023) enumerated 7 important factors that
affect business growth, which the first is (1) being open to new ideas - is the
state of being willing and responsive to acknowledge, evaluate, and welcome
new ideas, viewpoints, or inventions. By entertaining and assessing novel or
unusual ideas and methods, one can foster inquiry, learning, and
development by remaining flexible, inquisitive, and non-rigid in one's thinking.
It's a quality that's frequently linked to inventiveness, creativity, and a problem-
solving and open-minded mindset; next is (2) the management and
distribution of funds and resources to achieve financial objectives are referred
to as budgeting and finances. By making a plan that details your anticipated
income and costs over a given time frame, budgeting helps you prioritize
spending, keep tabs on your spending, and save money for future goals; (3)
management and structure of the business departments, divisions, and
hierarchical levels make up the organizational structure, which supports
corporate operations. A well-designed structure will highlight the shared
objectives of each department. Making sure that every aspect of the company
functions effectively and efficiently together is crucial; (4) the process of
distributing, selling, and promoting goods and services to consumers is known
10
Latif, F. (2023), 7 Important Factors That Affect Business Growth, Linkedin
https://www.linkedin.com/pulse/7-important-factors-affect-business-growth-
farhan-latif/?fbclid=IwAR0uumquiaJqil62H1drjgiRQC5dtPiNt-
SAKfN8OcSgiDXsA-mSmBACjI8

San Manuel, Isabela
as marketing. It entails a variety of approaches, methods, and actions meant
to comprehend customer requirements, provide value, and cultivate
connections to profitably meet those needs; (5) green and sustainable
practices are methods that try to reduce adverse effects on society and the
environment while fostering long-term ecological equilibrium. For the benefit
of present and future generations, these policies aim to minimize pollution,
preserve natural ecosystems, and conserve resources; (6) Clearly articulating
objectives entails developing and communicating SMART (specific,
measurable, achievable, relevant, and time-bound) goals effectively. It's
important to convey these goals clearly and concisely so that all parties
involved are aware of what must be done; and lastly is the brand image which
describes how customers see and feel about a specific brand in general. It
includes the thoughts, feelings, and associations that consumers have with a
brand because of their interactions, experiences, and exposure to its
messaging, goods, and general image.
Every enterprise owner generally aims for growth profitably ( 11Roomi,
2023). Roomi signified the four key factors that influence business growth that
every entrepreneur has to understand for their business to grow which are (1)
behavioral and personal traits as defined to as a business leader’s
characteristics, capabilities, and attitude; (2) the business’ structure and
management that has been also mentioned by ( Latif , 2023), which it focuses
11
Roomi, M. A. (2023), Factors Affecting the Growth of Small Businesses
https://blog.som.cranfield.ac.uk/bgpblog/factors-affecting-the-growth-of-small-
businesses

San Manuel, Isabela
on the goal and management, on how they manage to decide on their duties
and operations; (3) the external factors such as the changes and variables in
cultural, political and economic conditions of the country that affects the
backbone of the economy and lastly; (4) the location which varies in area,
spread and movement of demand in local markets will likely to impact growth
opportunities.
Related Studies
A. Local
Financial management practices are one of the essentials that

12
contribute to the growth of a business. (Barbosa, 2021) stated that micro,
small, and medium enterprises (MSMEs) are the backbone of the economy,
particularly in Tanauan, Leyte, as it contributes to economic growth and
further development. For micro and small businesses to succeed, one of the
functional areas of management that is essential is financial management.
Meeting financial goals involves managing a company's finances. However,
some studies revealed by (Barbosa ,2021) including in South Africa that
MSMEs were not known by doing financial management practices such as
financial planning and control, financial analysis, and investment appraisal.
The case of (Barbosa, 2021) focuses on the financial management practices
of MSMEs in Tanauan, Leyte. With the utilization of descriptive statistical
Barbosa, R. (2021). Financial management practices of micro and small

12
enterprises in Tanauan, Leyte, Philippines. TARAN-AWAN Journal of

Educational Research and Technology Management, 2(1), 60-69.

San Manuel, Isabela
measurement according to financial management practices according to their
costing, budgeting, internal control, working capital management, and long-
term financing, Barbosa (2021) revealed that among the 146 enterprise
owners, 97.26% of them are MSMEs concluded that most venture owners
chose to establish their business with minimal cost of capital. 62.33% of them
have been operating for less than five (5) years and the rest have been
operating for more than 5 years, indicating that mostly of MSEs have just
begun their businesses and entrepreneurs seek government support to
sustain their business operations. Businesses were likely engaged in trading
as a nature of business with 82.19% of the respondents while the least is
agriculture accounting for 1.37% of the respondents. Among the respondents,
most of the ventures were sole proprietorships accounting for 98.63%,
indicating that less complex and minimal requirements are favorable for
business owners. (Barbosa, 2021) also revealed that most of the owners
didn’t attend specialized accounting training and financial management. On
the other hand, in terms of financial management practices, it is shown that
costing and budgeting were often practiced, while internal control, working
capital management, and long-term financing were rarely practiced. (Barbosa,

13
2021) indicated that MSE owners in Tanauan, Leyte do not follow generally
accepted guidelines for managing and controlling their company's finances.
Given that these MSEs are still developing in terms of years of operation,

13


San Manuel, Isabela
financial management expertise, and asset size, there may be some risk to
continuity and sustainability in such a situation. MSEs must follow appropriate
financial management procedures in terms of long-term financing, internal
control, budgeting, working capital management, and costing in light of these
limitations, to guarantee the proper allocation and accounting of limited
resources.
Businesses also experience factors and challenges that usually come
with the operation of the business, it can be controlled or uncontrolled. Capital
and resource constraints (14Agustin, 2016; 15Manalang, 2021) and heightened

16
competition (Agustin, 2016; Abling et. al 2019) are the main challenges
encountered by business owners including stall owners, followed by
constraints in knowledge and skills (Manalang, 2021).
14
Agustin, C. P. (2016). Business Management Practices of Stall Owners at
The Tuguegarao City Mall of The Valley. International Journal of Advanced
Research in Management and Social Sciences, 5(2), 46-68.
https://scholar.google.com/scholar?
hl=en&as_sdt=0%2C5&q=stall+owners&btnG=#d=gs_cit&t=1704607835220&
u=%2Fscholar%3Fq%3Dinfo%3AEztb9WJmOCMJ%3Ascholar.google.com
%2F%26output%3Dcite%26scirp%3D0%26hl%3Den
15
Manalang, M. (2021). Exploring Necessity Entrepreneurs in the Philippines.
https://www.researchgate.net/publication/363504395_Exploring_Necessity_E
ntrepreneurs_in_the_Philippines?
_tp=eyJjb250ZXh0Ijp7InBhZ2UiOiJwdWJsaWNhdGlvbiIsInByZXZpb3VzUGF
nZSI6bnVsbH19
16
Abling, C. G., Barrera, G. C., Lapasanda, C. A., Padilla, K. M., Pili, M. V.
(2019) EFFECTS OF HEIGHTENED COMPETITION TO THESELECTED
FOOD STALL OWNERS AT BESTLINKCOLLEGE OF THE PHILIPPINES, MV
CAMPUS
https://www.academia.edu/39831975/EFFECTS_OF_HEIGHTENED_COMPE
TITION_TO_THE_SELECTED_FOOD_STALL_OWNERS_AT_BESTLINK_C
OLLEGE_OF_THE_PHILIPPINES_MV_CAMPUS_CHRISTIAN_G_ABLING

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In the case of the stall owners in Tuguegarao City, stall owners have
difficulty raising their capital resources due to the unavailability of assistance
from the government (Agustin, 2016). However, stall owners see to it that in
terms of social responsibility, their entrepreneurial practices satisfy the
customers. Stalls are generally in form of the sole proprietorships which are
either being managed by the owner or a family member of the owner, and the
major problem of stall owners is the low price imposed from pricing strategy
due to competition. According to (Agustin, 2016), stalls are not so enterprising
and hardly sustain the needs of a family, so stall owners need to study further
how to improve their status and conditions.

17
In the case of (Manalang, 2021) on exploring the necessity
entrepreneurs are defined the people who became entrepreneurs by force not
by choice inside the Philippines, with specific participants who met which are
the qualifications of being unemployed at the same time starting their
ventures, showing proof of being low-skilled, having inadequate resources or
resources that are constrained, and lastly, individuals that became
entrepreneurs only to meet their basic needs. Three respondents were
qualified, and the three cases were mentioned. A barber who became a
necessity entrepreneur because of his wife who pushed him to become a
barber; a 47-year-old single mother that forced to be a manicurist after the
17
https://www.researchgate.net/publication/363504395_Exploring_Necessity_E
ntrepreneurs_in_the_Philippines?
_tp=eyJjb250ZXh0Ijp7InBhZ2UiOiJwdWJsaWNhdGlvbiIsInByZXZpb3VzUGF
nZSI6bnVsbH19

San Manuel, Isabela
pandemic impacted and bankrupted her made-to-order delicacies business; a
32-year-old male food kiosk owner that runs his food stall to sustain his
family’s basic needs for less than a year; and lastly, a 35-year-old drug store
owner for four years and became necessity when his wife impacted his
decision to establish a drug store. Among the four respondents, Manalang
utilized the Resource Mobilization Framework by (Desa & Basu, 2013) which
it is defined as materials and skills that can be used for resource optimization
and bricolage. While skills bricolage refers to allowing or promoting the use of
self-taught abilities on the job, materials bricolage involves repurposing items
that have been forgotten, ignored, worn out, or intended for a single use.
Meanwhile, skills optimization involves employing prior professional expertise
and formal education for the project, whereas materials optimization refers to
purchasing standard components for a project where these components fit
together easily. It is shown in the framework of (Desa & Basu 2013) on the
categories of the necessity entrepreneurs, necessity entrepreneurs that utilize
materials and skills bricolage are labeled as Proposition 1A and Proposition
1B, and the opportunity entrepreneurs that utilize material and skills
optimization are labeled as Proposition 2A and Proposition 2B. Manalang
(2021) used a qualitative approach for data collection with the utilization of
semi-structured interviews. During data analysis, the barber and the
manicurist mentioned that they have their prior skills which is hair cutting in
men’s hair and the manicurist obtained TESDA’s seminar and training,
(Manalang, 2021) labeled them as Proposition 1B as necessity entrepreneurs

San Manuel, Isabela
used skills resource bricolage in forming their business. On the other hand,
the food kiosk owner and the drug store owner were labeled as Proposition 2A
and Proposition 2B, both opportunity entrepreneurs that use material and
skills resource optimization in forming their business, since the two cases
mentioned that the capital they used were from their savings and their
suppliers and getting assistance from their relatives with the expertise of the
specific venture. (Manalang 2021) concluded that bricolage commonly occurs
in necessity entrepreneurs through prior industry skills and available materials
an individual has. Necessity entrepreneurs also experience mobilizing limited
resources. Additionally, Filipino entrepreneurs usually look to close family for
support or assistance, seeing that the stereotype of Filipino families as having
"close family ties” is shown.

18
On the other hand, in the case of (Abling et al., 2019) regarding the
heightened competition that occurs on food stall owners at Bestlink College of
the Philippines, MV campus which competition is defined as very common
rivalry among business owners, generally a situation which businesses are
trying to be more successful than each other. Owners must make sure that
their competitors are not going to steal their customers. ( Abling, et.al 2019)
found that the fewer rival in the business is better. However, more competitors
18
CAMPUS

San Manuel, Isabela
will make it more difficult for businesses to gain a higher profit. Stall owners
must make different strategies and techniques to compete for their customers'
loyalty. A good sense of understanding and manner are very important once
the owner's employees communicate with their customers, it may affect their
sales whether it may rise or decrease.(Abling, et.al2019) concluded on
recommendations that food stall owners must improve the quality of their
meals and dishes, promote their stall, add a variety of goods, and most
important it is affordable, and stall owners must prioritize cleanliness in their
everyday business for it will attract more customer and result for a higher
profit.
19
Based on the conducted assessment of ( Quimba & Rosellon 2019)
regarding the effect of government incentives through providing evidence that
these government supports has significance on MSME innovation which
innovation is defined as the accelerator of productivity and competitiveness as
a crucial factor of MSMEs for growth to generate which is inclusive growth, a
society built on trust, and a resilient and globally competitive economy which it
is stated to be the country’s vision that has to be met in the year 2040. It is
mentioned that MSME innovations increase employment and business
prospects, both of which have the potential to reduce poverty and inequality in
the future (Albert et al, 2011; Llanto & Del Prado, 2016; Pachouri & Sharma
Quimba, Francis Mark A.; Rosellon, Maureen Ane D. (2019) : Impact of

19
government incentive on MSME innovation, PIDS Discussion Paper Series,

No. 2019-27, Philippine Institute for Development Studies (PIDS), Quezon
City https://www.econstor.eu/bitstream/10419/240978/1/pidsdps1927.pdf

San Manuel, Isabela
2016) cited by (Quimba & Rosellon, 2019). However, the factors affecting the
innovation of MSMEs are classified into two (2): the internal factors that
describe the variables within enterprises, such as traits and competencies of
the business owner or entrepreneur, the strategy and planning for innovation,
the organizational and innovative culture, financial resources, process
revaluation; learning process and capability, and market orientation; and the
external factors that describe outside of the enterprises such as networks
customer/supplier integration, university/research institution links, and
integration institutional public support. Furthermore, with the utilization of the
collection of data of profiles of MSMEs provided by the 2015 Survey of
Innovation Activities of Establishments (SIAE), a survey that consists of 891
establishments inside the Philippines with the scope of sector industries
including food and other manufacturing, information, and communication
technology (ICT) and business process outsourcing (BPO), MSMEs consists
of 73.3% of the respondents. Additionally, the utilization of Propensity of Score
Matching, a statistical tool that is utilized to determine the effect of
government financial support in innovation activities. The study includes
covariates such as firm size, age, ownership/equity status, registration with an
Investment Promotion Agency, intellectual property protection application,
market awareness, location, industry classification, the share of innovation
expenditure to sales, knowledge management, and organization and

San Manuel, Isabela
marketing strategies. (Quimba & Rosellon, 201920) found that receiving
government incentives for innovative activities impacts the decision to
undertake organizational and marketing innovation of the MSMEs .( Quimba &
Rosellon 2019) also found a positive effect on product innovation and a
negative effect on process innovation. However, the impact on total innovation
expenditure is negative and not statistically significant. The study also finds a
significant negative effect on the acquisition of machinery, equipment, and
software, suggesting that financial support may have allowed enterprises to
increase expenditure towards activities related to organization and marketing
activities. (Quimba & Rosellon, 2019) concluded that according to the 2015
SIAE survey, knowledge management, organizational innovation, and
marketing innovation are practiced by a higher percentage of MSMEs in the
Philippines than product or process innovation, which is only 33% of them.
Government incentives have a beneficial effect on marketing and
organizational innovation, but they hurt spending on software, hardware, and
machinery. The innovative capacities of MSMEs are influenced by various
factors such as differences in geography, inadequate connections between
MSMEs and academic institutions, scarcity of resources, and additional
barriers. (Quimba & Rosellon, 2019) concluded that the policy
recommendations include strengthening the technological capacity of

20
government incentive on MSME innovation, PIDS Discussion Paper Series,

No. 2019-27, Philippine Institute for Development Studies (PIDS), Quezon
City https://www.econstor.eu/bitstream/10419/240978/1/pidsdps1927.pdf

San Manuel, Isabela
MSMEs, enhancing industry-academe linkages, offering training courses for
skills development, and studying the provision of financial support for
innovation activities. Government financial support has a positive impact on
innovation outcomes, but there is a lack of evidence on which type of
incentive should be offered.
Way back in 2016, in the case of (Agustin, 2016), stall owners in
Tuguegarao City struggled with their capital resources due to unavailable
support from the government. On the other hand, in the case of (Manalang
2021), some government supports were provided, including free training
offered by TESDA and allowance to self-employed necessity entrepreneurs.
Additionally, (Manalang, 2021) suggested that these programs that provide
free training and allowance should be maximized to help every Filipino to lift
their selves from poverty.
Persuasive to customers to buy at their store, creating significant
artistic to attract customers, helping the business name be recognized by
customers as more clients will be attracted, a business having a distinctive
feature which also attracts more customers and increasing competitiveness
advantage of the business operation (21Magboo et. al., 2019), use of social
media as growth hacking (Guillen & Lim, 2023) and imposing pricing strategy
21
Magboo, J. H. T., Añonuevo, M. K. R., Castillo, N. C. H., Gulfo, P. D. T.,
Lacay, H. M. G., Encio, H. A., Refozar, R. F. G., Creative Marketing Strategies
of Food Park Businesses in Batangas, Philippines, Asia Pacific Journal of
Academic Research in Business Administration, Volume 6, No. 1, April 2020
https://research.lpubatangas.edu.ph/wp-content/uploads/2020/06/APJARBA-
2020-04.pdf

San Manuel, Isabela
were mainly the strategies used by small businesses to push their ventures to
their growth. On the case of food park businesses in Batangas, Philippines,
about their creative marketing tactics. With the use of descriptive research
methodology and participants of 53 business owners/managers of food parks
in Lipa City and Batangas City that offer food and beverages. Comparing the
food parks in Batangas City to Lipa City, Lipa City is the pioneer in food park
establishment, and as a result, most of its stalls have already closed. Most
business owners that employ innovative marketing techniques have been in
operation for more than a year. The company owners' marketing techniques
are successful enough to draw clients. restaurant parks. Businesses in Lipa
City are more innovative in their approaches to customer experience and
visual merchandising, while those with an average consumer age of 31 and
up have creative branding tactics. In terms of visual merchandising and
customer experience, companies who are typically older than 31 have more
inventive branding strategies, Specifically, the strategies included are:
persuading customers to buy at your store, displaying a creative logo to
attract customers, assisting the business' name in being recognized by
customers to attract more clients, having a unique feature that attracts more
customers, and increasing the competitiveness advantage of the business
operation, which it also resulted to customers being committed in returning
because of the excellent customer service, attracting customers with the good
presentation of food, customers were pleased on the food they eat, the foods
that were provided are affordable and lastly, customers have met their

San Manuel, Isabela
22
expectations from these businesses. However, (Magboo et. al., 2019) found
out that branding, product and services, and promotion were not significant as
they are grouped to profiles while customer experience and visual
merchandising are significant to the given profiles.
Strategies are also one of the determinants for the growth of a
business. The study of (Guillen & Lim 232023), explored the impact of COVID-
19-induced digitalization on Philippine MSMEs and assessed the potential of
Facebook advertising and growth hacking for their growth. Among the 100
Micro, Small, and Medium Enterprise (MSME) owners surveyed in Metro
Manila, Guillen & Lim (2023) found that effective execution of these strategies
which is through Facebook advertising and growth hacking Strategies
significantly influences their revenue, profitability, customer acquisition, and
retention. Challenges like limited resources hinder adoption. With the
utilization of the HP Growth Engine model used by Van der Veen and
Schoemaker (2018) of Hewlett Packard, Guillen & Lim (2023) establishes
positive linkages between Facebook advertising, growth hacking, and MSME
22
Magboo, J. H. T., Añonuevo, M. K. R., Castillo, N. C. H., Gulfo, P. D. T.,
Lacay, H. M. G., Encio, H. A., Refozar, R. F. G., Creative Marketing Strategies
of Food Park Businesses in Batangas, Philippines, Asia Pacific Journal of
Academic Research in Business Administration, Volume 6, No. 1, April 2020
https://research.lpubatangas.edu.ph/wp-content/uploads/2020/06/APJARBA-
2020-04.pdf
23
Guillen Jr., N. B. & Lim, C. T. (2023). Unlocking Growth Opportunities for
Philippine Micro, Small, and Medium Enteprises through Facebook
Advertising and Growth Hacking Strategies in the Post-Pandemic Era.
International Journal of
Multidisciplinary: Applied Business and Education Research. 4(8), 2884 –
2893. doi: 10.11594/ijmaber.04.08.26 https://ejournals.ph/article.php?
id=20140

San Manuel, Isabela
growth. Statistical analysis supports their strategic integration, revealing
significant associations between variables. The proposed framework indicates
substantial growth opportunities post-pandemic. Specifically, Facebook
advertising correlates strongly with attracting new customers (Get), retaining
existing ones (Keep), and maximizing customer value and market share
(Grow). Utilizing targeted ads, personalized content, and customer insights
can enhance loyalty and repeat purchases. The study underscores practical
implications for MSMEs, advocating embracing digital marketing, improving
literacy, and fostering collaborations. Leveraging Facebook advertising and
growth hacking can empower Philippine MSMEs to seize post-pandemic
growth opportunities.
Retail strategy is defined as a thorough marketing plan that covers
price, sales incentives, retail channels, and shelf presentation for a certain
good or service. On the case of the food vendors in Silang, Cavite conducted
by (Bayan & Valdez 2015), the study found that half of the 150 street food
vendors were sole proprietors, and 35% had been operating for a year.
Additionally, 23% earned more than P1,500 per month. The participants
consistently employed a strategy of repeated sales, emphasizing product
uniqueness and excellent appearance. They also analyzed competitors,
preferred an ambulant vending style, considered location important, used a
cost-based pricing strategy, and offered discounts to customers. Promotion
was primarily through word of mouth, and vendors sold their products seven
days a week. Some stored food at home, while others did not. Hygiene was

San Manuel, Isabela
considered very important, and vendors valued their customers highly.
Vendors selling drinks and beverages had higher gross and net profit margins.
The years of operation, income, and type of promotion were significantly
different from repeated sales and price assessments. The gross profit margin
was significantly related to storage practices, while the net profit margin was
related to working days and storage practices. The study found no significant
differences in retail strategies based on demographic profiles or between
retail strategies and profitability. Therefore, none of the selected variables had
a major influence on street food vending profitability.

24 25
Moreover, on the case of (Agustin 2016) and ( Abling et al 2019),
their studies signified that business owners are also imposing marketing
strategies to continue their business operation, including the imposing of
pricing strategy, one of the factors why stall owners outshine their competitor
by imposing affordable and realistic prices to attract their customers,
unfortunately, it was also found out that it hurts their business operation which
24
Agustin, C. P. (2016). Business Management Practices of Stall Owners at
The Tuguegarao City Mall of The Valley. International Journal of Advanced
hl=en&as_sdt=0%2C5&q=stall+owners&btnG=#d=gs_cit&t=1704607835220&
u=%2Fscholar%3Fq%3Dinfo%3AEztb9WJmOCMJ%3Ascholar.google.com
%2F%26output%3Dcite%26scirp%3D0%26hl%3Den
25
CAMPUS

San Manuel, Isabela
they experience difficulty to sustain their basic needs (Agustin, 2016). On the
other hand, since competition is crucial for the food stall owners at Bestlink
College of the Philippines MV campus, stall owners must develop unique
strategies and techniques to compete for the loyalty of their customers. A
business owner's employee's ability to comprehend and behave well with
customers is crucial since it can influence sales, either positively or negatively
(Abling et. al., 2019)
B. Foreign
Even small businesses worldwide experience challenges that
negatively impact their businesses. Financial constraints, time limitations, lack
of knowledge and skills, and absence of a robust business plan ( 26Shuaib,
26
Sayedi, N. S. Operating Small Businesses: An Empirical Study of Kiosk
Shops in Zaria. Proceedings of Nigeria’s Economic Development Conference
(NEDECO) with a theme Nigeria’s Economic Challenges since Independence:
Issues and Prospects from Multidimensional Perspectives (pp: 362-381)
organized by Department of Economics and Developmental Studies held on
Mondayhttps://www.researchgate.net/publication/328389395_Marketing_Chall
enges_Facing_Leaders_Operating_Small_Businesses_An_Empirical_Study_
of_Kiosk_shops_in_Zaria/citation/download

San Manuel, Isabela
27
2016; Kumar & Singh, 2023), competition among modernity (Achmad,
28
2015) and struggle with sustainability (Garcia, 292019)
All company initiatives are formed with the primary goal of creating
tangible products or services providing services for profit. A kiosk business is
a retail shop that sells a variety of products or services to consumers. A kiosk
is a temporary construction made of wood and shingle sheets and iron sheets,
or a permanent structure made of blocks. Individuals who are A kiosk's
activities are piloted by one to three people, including the leader or head. In
most circumstances, just one person is visible overseeing the business of a
kiosk at a time. Money/venture is one of the marketing challenges that CEOs
operating kiosk enterprises face finance, time, insufficient knowledge and
skills, and a perceived lack of a defined business plan as well as a
performance evaluation. The study's goals are to uncover motivating forces.
The relevance of this study in our research is the different challenges faced by
kiosk businesses (30Shuaib, 2016).
27
Kumar, S. & Sinh P. (2023) An Analysis of Government Support Programs
for Small Business Development and Growth
https://www.researchgate.net/publication/374567587_An_Analysis_of_Govern
ment_Support_Programs_for_Small_Business_Development_and_Growth?
fbclid=IwAR1pbocPcON29H4avc89D7-
f1whcBN9d3DPo1KzAThLPeSMO8uvZ40nQdFo
28
Achmad, S. (2015). The Impact of Indomaret Operated on Traditional Small
Kiosks Sales in Manado City. Jurnal EMBA: Jurnal Riset Ekonomi,
Manajemen, Bisnis dan Akuntansi, 3(3).
https://ejournal.unsrat.ac.id/index.php/emba/article/view/9334
29
Garcia, R. C. (2019). Sustainability Indicators of a Small Restaurant
Business: A Case of a Coffee Shop in Thailand. Available at SSRN 3418787.
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3418787
30
Sayedi, N. S. Operating Small Businesses: An Empirical Study of Kiosk
Shops in Zaria. Proceedings of Nigeria’s Economic Development Conference

San Manuel, Isabela
The study by (Shuaib, 2016), it addresses the challenges faced by
leaders operating kiosk businesses in Zaria, a city in Nigeria. The main
identified challenges encompass financial constraints, time limitations, lack of
knowledge and skills, absence of a robust business plan, and the dearth of
performance reviews. The research also explores the motivations behind
individuals establishing kiosk businesses, pointing to the significance of
entrepreneurship knowledge acquired from higher education and the success
of peers in similar ventures. Additionally, Shuaib (2016) referenced other
study findings such as Kalidas, Kelly, and Marsden's study in 2014, focusing
on New Zealand venture capital, reveals challenges in securing new equity
capital due to the absence of proven historical returns; Boadu's 2014 research
in Ghana highlights the contributions of venture capital companies, including
fresh funds, skills/training, access to business opportunities, and advisory
services, with a positive impact on job creation; and (Kariv and Coleman's
2015) study that explores the influence of small loans on new businesses,
finding no significant differences based on gender, ethnicity, or employment
status in the early years of a firm. Moreover, with the theoretical framework
rooted in motivational theory and loanable fund theory. Motivational theory
suggests that individuals are driven by various motivations, including success
(NEDECO) with a theme Nigeria’s Economic Challenges since Independence:

Issues and Prospects from Multidimensional Perspectives (pp: 362-381)
organized by Department of Economics and Developmental Studies held on
Mondayhttps://www.researchgate.net/publication/328389395_Marketing_Chall
enges_Facing_Leaders_Operating_Small_Businesses_An_Empirical_Study_
of_Kiosk_shops_in_Zaria/citation/download

San Manuel, Isabela
stories of others. The loanable fund theory emphasizes the demand for funds
for investment, hoarding, and consumption, considering interest rates and
savings. Through a cross-sectional mixed-method approach, combining
quantitative and qualitative research and data gathering from a sample size of
31 respondents from 73 kiosks in the specified area ensures a representative
understanding of the challenges faced. Demographic findings reveal that most
kiosk leaders in the studied area are male, married, and fall within the 18-40
age bracket. Educational qualifications show that managing a kiosk business
doesn't necessarily require higher educational qualifications. Many kiosk
leaders have 6-10 years of working experience, with parental training being a
primary source of knowledge/experience. Venture capital is often obtained
through personal savings, and most kiosk businesses start with N20,000 or
less, which is equivalent to 1,233.46 PHP. (Shuaib 2016) concluded by
emphasizing the profitability objective in business and the need for kiosk
leaders to address marketing challenges, including electricity shortages,
parking issues, and limited capital.( Shuaib 2016) recommended that it
include blocking kiosk fronts to prevent illegal parking, acquiring generators
for alternative electricity, stocking a variety of items, maintaining personal
savings, and encouraging formal education for effective communication and
business capacity.

San Manuel, Isabela
Moreover, on the case of traditional small kiosks in Manado City

31
Indonesia, (Achmad, 2015) focused on analyzing the impact of Indomaret, a
modern retail store, on traditional small kiosks in Manado City, specifically in
the Malalayang sub-district. The study aimed to understand the effect of
Indomaret on the sales of existing small kiosks in the area. With the utilization
of a quantitative method, which involved gathering data through interviews
with small kiosk owners near Indomaret, with total of 15 small kiosk owners
were interviewed as informants for the research. (Achmad 2015) indicated
that over 60% of the informants experienced a negative impact on their sales
due to the presence of Indomaret. (Achmad 2015) suggests that the
competition from modern retail stores like Indomaret poses a significant
challenge to small kiosks, making it increasingly difficult for their owners to
sustain their businesses. Previous research studies in other countries, such
as India and Malaysia, have also shown that modern retail harms traditional
retailers. Achmad (322015) concluded that the presence of minimarkets like
Indomaret has led to reduced sales and profits for small kiosks in Manado
City. Empowering small kiosk owners and helping them compete and adapt to
changing market conditions, Achmad (2015) recommended that the
31
Achmad S. (2015). The Impact of Indomaret Operated on Traditional Small
32

San Manuel, Isabela
government provide support through structured training programs, business
guidance, access to capital, and legal protection through Local Regulations.
This would enable small kiosk owners to tap into growth opportunities and
improve their access to information, capital, and relationships with
manufacturers or suppliers.
Long Street Kiosks also called LSK, the LSK project is an initiative of
the Western Cape government in South Africa that provides informal traders
which is defined as persons who sell products and services without official
registration or regulation, with an opportunity to operate in a formal market
setting. The project is managed by the Department of Economic Development
and Tourism (DEDAT) and involves partnerships with the Department of
Transport and Public Works (DTPW) and the University of the Western Cape's
Centre for Entrepreneurship and Innovation (UWC-CEI). The project provides
traders with kiosks in the Cape Town CBD rent-free for one year, along with
access to business support services from UWC-CEI. This support includes
mentorship, business skills development workshops, and training. The goal is
to help traders transition from the informal to the formal economy and
increase their sustainability. The LSK project is a pilot project with a duration
of three years. Each year, ten new traders are selected to participate. The
University of the Western Cape's Centre for Entrepreneurship and Innovation
(CEI) partnered with the Department of Economic Development and Tourism
Affairs (DEDAT) to support informal traders through a six-month training
program. The program covered various topics like organization, finance,

San Manuel, Isabela
marketing, and customer relations. Traders received a certificate and a
business plan upon completion. The summary suggests that a customized
approach, with more resources and partnerships, could be beneficial for future
trader support programs (Kanayo & Duncan, 332019).
Furthermore, upon investigating how government assistance programs
affect the start-up and growth of small and medium-sized businesses (SMEs).
It emphasizes the importance of SMEs in the globalization of the economy
and society and recognizes their contribution to value creation, employment,
and innovation. Governments worldwide implemented various programs to
support SMEs to address issues like limited funding and restricted access to
resources and information. Kumar & Singh ( 342023) surveyed 68
geographically diverse SMEs to examine the role of government support

35
programs in fostering small business success. (Kumar & Singh 2023) found
that most respondents (76.5%) assert that government assistance programs
33
Duncan, C., Kanayo, O., & Djemilou, M. (2019). The Impact of Skills and
Training on the Growth and Development of Informal Traders: A Case Study of
the Long Street Kiosk in Cape Town. https://scholar.google.com/scholar?
hl=en&as_sdt=0%2C5&q=growth+of+business+kiosk&btnG=#d=gs_qabs&t=1
703332270589&u=%23p%3DrGO0M_BnMvQJ
34
Kumar, S. & Singh P. (2023) An Analysis of Government Support Programs
35
Kumar, S. & Singh P. (2023) An Analysis of Government Support Programs

San Manuel, Isabela
have positively impacted their growth, while a smaller proportion (8.8%)
disagrees. Some respondents (14.7%) remain neutral, indicating potential
gaps in awareness or satisfaction with available programs. The survey shows
that there is improvement even though overall perception is favorable. Due to
factors including qualifying requirements, bureaucratic roadblocks, lack of
knowledge, or discontent with the relevance and quality of the support, some
SMEs may find it difficult to receive or benefit from government assistance.
Kumar & Singh’s (2023) study illustrates how important it is to understand the
various needs of small businesses and design solutions to meet those needs.
In examining the influence of a stalled economy on the development of
commercial banks, Rui (362021) found that a stalled economy significantly
influences the development of commercial banks. The profitability of banks is
directly impacted by reduced consumer spending and increased loan defaults.
Lending activities are hindered as banks become more cautious in extending
credit, leading to a decline in economic activity. Furthermore, regulatory
frameworks may be adjusted to stabilize the financial system, but these
changes can introduce new challenges for banks. Understanding the
influence of a stalled economy on commercial banks is crucial for
policymakers, regulators, and bank management to develop effective
strategies to mitigate the negative effects and promote economic recovery.
36
Rui, L. (2021). The influence of stall economy on the development of
commercial banks. Academic Journal of Business & Management, 3(3), 79-
84. https://scholar.google.com/scholar?
hl=en&as_sdt=0%2C5&q=stall+businesses+&btnG=#d=gs_qabs&t=17036785
13339&u=%23p%3D1l6cDUb2zj0J

San Manuel, Isabela
However, the case of Malauari, et. al, (372022) found that small
business owner-managers in Tanzania did not take record keeping seriously
and used performance assessment-based mental records, making it difficult
for small businesses to calculate their profit efficiently. Malauari, et. al, (2022)
suggested that business owners need to learn about the financial record
keeping track of their business to ensure ongoing assessment of performance
and sustainability of their business. On the other hand, record-keeping and
financial management techniques are not significant in influencing growth.
Marketing promotional strategy, the service/product mix, the service

38
environment, the physical environment of the service (Garcia, 2019), initial
capital, sectoral engagement, market linkage, financing, company location,

39
and business experience (Meressa, 2019), and the trading skills (Tang &
Isnandaar, 402017) were the factors that have significance influencing growth.
37
Malauri, B., Mpogole, H., & Wiketye, E. (2021). Financial Record Keeping
Practices in Micro and Small Businesses in Tanzania. SEDME (Small
Enterprises Development, Management & Extension Journal), 48(3), 285-298.
https://doi.org/10.1177/09708464211073488
38
39
https://doi.org/10.1177/09708464211073488
40
Tang, B., & Isnandar, A. (2023). Bugis Ethnic Migration Strategy Increasing
Sembako Kiosks Business in Kayu Putih Village, Kupang City. International
Journal of Social Science Research and Review, 6(6), 271-278.
https://www.ijssrr.com/journal/article/view/1302

San Manuel, Isabela
In the case of a coffee shop in Thailand, small firms typically struggle
with sustainability. Therefore, Garcia’s (412019) study evaluated the
sustainability indicators of a small restaurant business, specifically the
Montreux Café and Farm coffee shop in Thailand. Marketing promotional
strategy, the service/product mix, the service environment, the physical
environment of the service, and the service delivery system were the four
indicators that were carefully addressed. Garcia (2019) utilized observations
and interviews to conduct qualitative research. As the reviews and remarks
were gathered, Garcia (2019) discovered that for the coffee shop to survive
for five years or more, attention must be paid to these four factors, the
marketing promotional strategy, the service/product mix, the service
environment, the physical environment of the service, and the service delivery
system. For the small restaurant business to become sustainable, Garcia
(2019) concluded with their recommendation that they use social media for its
marketing and promotional plan and focus more on the service/product mix,
physical atmosphere, and service delivery system that customers would
anticipate encountering.
41

San Manuel, Isabela
In the study of Tang & Isnandar ( 422023), the Bugis ethnic migration
strategy has played a crucial role in the increasing business of Sembako
kiosks in Kayu Putih Village, Kupang City. The entrepreneurial spirit and
trading skills of the Bugis people have enabled them to establish successful
businesses in their new location. The Bugis migrants' contribution to the local
economy through the establishment of Sembako kiosks has not only
increased the availability of essential food commodities but has also created
employment opportunities for the local population. The friendly and welcoming
attitude of the Bugis migrants has fostered positive relationships with the local
community, further enhancing the growth of Sembako kiosks in Kayu Putih
Village.
On the other case, on the case of Meressa (432020) examined the
growth determinants of micro and small-scale enterprises in Benishangul-
Gumuz Regional State of Ethiopia using regression analysis. Findings
indicate that growth is significantly influenced by seven explanatory variables:
initial capital, sectoral engagement, market linkage, financing, company
location, and business experience. However, it is discovered that the following
42
Sembako Kiosks Business in Kayu Putih Village, Kupang City. International
Journal of Social Science Research and Review, 6(6), 271-278.
https://www.ijssrr.com/journal/article/view/1302https://scholar.google.com/
scholar?
start=20&q=business+kiosks&hl=en&as_sdt=0,5&rlz=#d=gs_qabs&t=170384
5907788&u=%23p%3DWeqXB3n1H2YJ
43
https://doi.org/10.1177/09708464211073488

San Manuel, Isabela
factors are not significant: gender, education, ownership structure, record
keeping, financial management technique, and adoption of information and
communication. Businesses with larger starting capital and easier access to
land expand more quickly than those with lesser capital outlays. Businesses
with financial resources expand more quickly than those with little credit, but
they have more difficulty getting formal institutions to provide debt financing.
Compared to early-established corporations, newly established businesses
expand more quickly. According to the report, businesses with slower capital
growth should take steps to strengthen their customer relationships, formalize
business transactions, and enhance financial management procedures to
boost their growth and support the local, state, and federal economies. To
increase their market share, business owners should also maintain
marketplaces and exhibitions in metropolitan areas.
Synthesis
Owners build their own businesses to generate income and sustain
their family’s basic needs. The small businesses faced challenges and
constraints on their operation, mainly struggling to the sustainability due to the
capital and resource constraints, the unavailability of assistance from the
government, followed by constraints in knowledge and skills. Additionally,
competition also commonly emerges among businesses, resulting to one’s
business being competed and overpassed by rival businesses, on the other
hand, technological advancement also impacted the competition among

San Manuel, Isabela
kiosks industry as modern retailers surpasses other traditional kiosks.
However, other businesses were not significant in practicing financial
management, but manages to maximize their sales through utilization of
social marketing strategies.
The circumstances experienced by businesses throughout their
operation are equally relevant and significant to the local community mainly
the business kiosks owners, including customers as the market of the
business kiosks. The particular issues threating businesses especially small
businesses are imposed to risks to struggling with sustainability, and an
assistance from local government unit would help reduce the issues that
imposes threats to the small businesses.
Chapter 3
METHODOLOGY OF RESEARCH
This chapter presented the research procedure which includes the
research design, respondents of the study, data gathering instruments, and
data gathering procedures.
Research Design

San Manuel, Isabela
The study was a descriptive-correlational research design in nature. This
method is used to allow the researchers to thoroughly investigate the
background of the research problem before further research can be carried
out. Moreover, this is the most appropriate research design to use as it
described the variables of the study.
Respondents of Study
The respondents of the study are taken among the kiosk owners in the
Población area of San Manuel consisting of 14 kiosk owners.
Research Instrument
To get the appropriate data, the researcher used a survey
questionnaire. The questionnaire was adopted and revised from the work of
Maria Asuncion Araiza Ortiz on his national survey titled ‘’Small and Medium
Enterprises in the Philippines.’’
Statistical Treatment
The data gathered from the kiosk owners are treated by appropriate
statistical tools.
Frequency and Percentage Count. This is used to give a general
description of the respondents’ profile. Using the formula: Percentage =
(Frequency / total Frequency) x 100%.

San Manuel, Isabela
Weighted Mean. This is used to measure the overall growth of
business kiosks and the level of profitability. Using the formula:
Likert Scale. This is used to measure the level of profitability of the
business monthly with a description of never increasing to always increasing
accordingly, and the insights or perspectives of the kiosk owners in terms of
their issues and needs with a description of strongly disagree to strongly
agree.
Pearson r. This is used to measure the relationship between the
issues and needs, and the profitability of the kiosk owners according to the
level of profitability.
Data Gathering Procedure
The researcher devised a chronological procedure for the data
gathering procedure, with the following specific procedure:
1. The researcher constructed an adapted and revised questionnaire
validated by the research adviser. The researchers wrote and asked
permission letter to the school principal, letting the researchers gather
data outside school.
2. The questionnaires are distributed to the 14 respondents. The
researcher conducted the research in the población area of municipal
of San Manuel through survey questionnaire.
3. The researcher explained the importance of their study to the
respondents of their study. In the questionnaire, Likert scale was used

San Manuel, Isabela
to determine the rate of the respondents according to their level of
profitability, and their insights of issues and needs with the given rate:
strongly agree to strongly disagree to this statement.
4. Participants were given time to response and the researchers collected
their survey questionnaires.
5. The data gathered from this research instrument were tallied and
computed with the mean score and standard deviation to the likert
scale based statements for interpretation to the frequency of items
checked by the participants.
Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presented the data collection analysis and findings of the
study. The descriptive-correlational research design with questionnaire as the
primary research instrument was utilized to determine the relationship

San Manuel, Isabela
between the level of profitability and issues and needs among the business
kiosk at San Manuel Isabela.
Demographic Profile
The profile of the business kiosks were identified upon in terms of, the
address of the business kiosk’s owners, the initial capital, and the average
sales per day generated by each business kiosks.
Table 4.1
Frequency and Percentage Distribution of the Business Kiosks
in Terms of the Owner’s Address

San Manuel, Isabela
Address Frequency Percentage
Within San Manuel 12 85.71%
Outside San Mauel 2 14.29%
Total 14 100.00%
Table 4.1 presents the Frequency and Percentage Distribution of the
business kiosks in población area in terms of the address of its owner.
As shown in table 1.1, majority of the kiosk owners were residing within
the San Manuel, comprising 85.71% (12 respondents), followed by kiosks’
owners whose reside outside San Manuel comprising 14.29% of the (2
respondents).

San Manuel, Isabela
Table 4.2
Frequency and Percentage Distribution of the Business Kiosks
in Terms of Initial Capital
Frequenc Percentag
Initial Capital
y e
5,000-10,000 pesos 4 28.57%
10,001-15,000
2 14.29%
pesos
15,001-20,000
8 57.14%
pesos
Total 14 100.00%
Table 4.3 presents the Frequency and Percentage Distribution of the
business kiosks in terms of their initial capital at the Población area, San
Manuel Isabela.
As shown in table 1.3, 57.14% (8 respondents) of the business owners’
started their venture with an initial capital ranges from 15,001 to 20,000
pesos, followed by 28.57% (4 respondents) of the kiosks owners whose
started their ventures with an initial capital ranges from 5,000 – 10,000 pesos,
and the least comprising 14.29% (2 respondents) kiosk owners started with
an initial capital ranges from 10,001 – 15,000 pesos.

San Manuel, Isabela
Table 4.3
Frequency and Distribution of the Business Kiosks in Terms of their
Average Sales per Day
Average Sales Per Day Frequency Percentage
500-700 pesos 5 35.71%
701-1,000 pesos 2 14.29%
1,001-3,000 pesos 2 14.29%
3,001-5,000 pesos 5 35.71%
Total 14 100.00%
Table 4.3 presents the frequency and distribution of the business
kiosks in terms of their average sales per day.
The result revealed that two particular average sales per day which are
the amounts ranges from 500 – 700 pesos and 3,001 – 5,000 pesos have
both frequency and percentage distributed, as 35.71% (5 respondents) of the
respondents generate about 500 – 700 pesos of sales per day and the other
also generate 3,001 – 5,000 pesos of sales per day. Followed also with the

San Manuel, Isabela
two same frequency and percentage distributed encompassing both 14.29%
(2 respondents) of the respondents generate sales in a day, ranges from 701
– 1,000 pesos and 1,001 – 3,000 pesos.
Table 4
Business Kiosks’ Level of Profitability
Weighte Standard Descriptio

Statements
d Mean Deviation n
1. Number of customers buying
in the kiosks changes Often
3.64 0.842
significantly in the past Increasing
month.
2. The rate of the current
Often
profitability of the business 3.64 0.745
Increasing
kiosks.
3. The rate of profitability trend
Often
of the business kiosks over 3.64 0.929
Increasing
the past year.
4. The level of profitability
observed in monthly profits Often
3.57 0.852
compared to the previous Increasing
month.
5. The rate of the profitability of
the business kiosk impacted
Often
by external factors (e.g., 3.50 0.760
Increasing
market conditions,
competition)
Overall Weighted Mean 3.60 0.471 Often

San Manuel, Isabela
Increasing
Table 4 shows the result of mean, standard deviation and description
in terms of the level of profitability of the business kiosk owners in the
Población area, San Manuel, Isabela, indicating that the level of profitability
among business kiosks are often increases, with an overall mean score of 3.6
and a standard deviation of 0.471.
The first statement reveals a mean of 3.64 and a standard deviation of
0.842, which implies that majority of the business kiosks are phenomenally
experiences often significant increasing number of customers buying in their
kiosks in the past month. Additionally, the second statement revealing a
mean of 3.64 and a standard of deviation of 0.745, which implying that
majority of the kiosks owners currently observed an often increase in their
profitability, in their general business operation. In the third statement
revealing a mean of 3.64 and a standard deviation of 0.929, implying that
products phenomenally sold by the kiosk owners are still in trends for the
customers around población which it also significantly impacts the profitability
of a kiosk. Therefore, kiosk owners are gaining advantage of using market
trends phenomenally revolving in local community, resulting to increasing
customers availing for the products they’re selling. For the expansion of the
second statement connoting that their current profitability often increases, the

San Manuel, Isabela
fourth statement revealing mean of 3.57 and a standard deviation of 0.852,
which implies that they also observed a significant increase of their profitability
often compared to their profitability last month. Lastly, the fifth statement
revealing a mean of 3.50 and a standard deviation of 0.76 which implies that
despite the kiosk owners are affected by external factors phenomenally
(including market conditions mainly inflation and heightened competition, and
the weather conditions such as typhoons that affect the profitability of the
business as businesses tend to close their stalls as the weather conditions
such as typhoons strikes), these conditions do not significantly affect their
profitability, and instead, their level of profitability were observed significantly
often increasing, in terms of its general business operation.

San Manuel, Isabela
Table 5
Issues and Needs of Business Kiosks
Standard
Weighted Descriptio
Statement Deviatio
Mean n
n
1. My business kiosk operations face
significant challenges that need to be 3.64 1.390 Agree
addressed
2. My current operational processes of Strongly
the local business kiosk are efficient 4.43 0.646
Agree
and well-organized.
3. My business kiosk is adaptable to
changing market trends and able to 3.79 1.250 Agree
meet evolving customer demands.
4. The technology used in local
business kiosk operations often
2.64 1.550 Neutral
leads to disruptions or challenges of
kiosk
5. There is a need for improved
efficiency in the operational
3.36 1.500 Neutral
processes of the local business
kiosk.
6. The local government provides
supports on your current
2.21 1.480 Disagree
infrastructure such as accessibility
and utilities
7. The local government unit provides
government support in terms of
financial incentives or subsidies 1.86 1.290 Disagree
could positively influence my kiosk's
profitability
8. In terms of taxation, I find the current
system supportive of small kiosk
2.43 1.500 Disagree
businesses, or do I see room for
improvement.
9. I believe that an increased 2.93 1.540 Neutral
government support in training

San Manuel, Isabela
programs and resources is essential

for the owners of business kiosk and
its operations
10. The government assistance in
securing affordable insurance options 2.29 1.440 Disagree
would benefit my kiosk.
Overall Weighted Mean 2.94 0.770 Neutral
Table 5 shows the result of mean, standard deviation and description
in terms of the issues and needs of the business kiosk owners in the
Población area, San Manuel, Isabela, indicating that issues and needs among
business kiosks are neutrally concerning, revealing an overall mean of 2.94
and a standard deviation of 0.77.
The issues and needs with highest mean of 4.43, is the second
statement “my current operational processes of the local business kiosk are
efficient and well-organized” suggests that mostly kiosk owners are strongly
satisfied with the flow of their daily operational management in their
businesses, primarily the customer services along población area including
the preparation of their products, and tracking of cash flows. Following with
the third statement with a mean of 3.79 and standard deviation of 1.250 “my
business kiosk is adaptable to changing market trends and able to meet
evolving customer demands” extension to the third statement indicated in the
Table 2 also suggests that majority of the kiosk owners in población area
agree that they can adapt changes in market trends, in order to maximize
their profits respectively.

San Manuel, Isabela
However, this table also revealed that kiosk owner encounters concern
in their businesses. The first statement “my business kiosk operations face
significant challenges that need to be addressed” illustrating a mean of 3.64
and standard deviation of 1.390, stating that kiosk owners agree faces
challenges in their daily business operation. The following statements
describing issues that kiosk owners might encounter: the fourth statement “the
technology used in local business kiosk operations often leads to disruptions
or challenges of kiosk” revealing a mean of 2.64 and standard deviation of
1.550 indicating that majority of the owners do not see technology as major
concern. Hence, the description is neutral. The fifth statement expanding the
second statement “there is a need for improved efficiency in the operational
processes of the local business kiosk” illustrating a mean of 3.36 and
standard deviation of 1.500 described as neutral suggesting that majority of
the owners are contented for their current efficiency of their daily business
flow operations. The sixth statement “the local government provides supports
on current infrastructure such as accessibility and utilities” expressing an
average of 2.21 and standard deviation of 1.480 with its description disagree,
indicating that majority of the owners are not receiving any infrastructural and
utilities support from the local government. The seventh statement expanding
the sixth statement “the local government unit provides government support in
terms of financial incentives or subsidies could positively influence my kiosk's
profitability” exhibiting a mean of 1.86 and standard deviation of 1.290
indicating a disagree description stating that majority of owners also have not

San Manuel, Isabela
received any financial incentives or subsidies that can help or support their
business towards maximization of their profits.
Furthermore, the results also show the perspective of the kiosk owners
toward how government assistance would benefit them, which it indicated in
the following statements: the eighth statement “in terms of taxation, I find the
current system supportive of small kiosk businesses, or I see room for
improvement” revealing a mean of 2.43 and a standard deviation of 1.500
indicating a description disagree, shows that majority of owners do not find
the current taxation supportive of their kiosks venture. The ninth statement “I
believe that an increased government support in training programs and
resources is essential for the owners of business kiosk and its operations”
illustrating a mean of 2.93 and standard deviation of 1.540 indicating a neutral
description describes that majority of owners neither find government support
in terms of training programs and resources helpful for the efficiency of their
business operations. Lastly, the tenth statement “the government assistance
in securing affordable insurance options would benefit my kiosk” depicting an
a mean of 2.29 and standard deviation of 1.440 indicating a disagree
description, which implies that majority of owners do not find affordable
government insurance beneficial to their business kiosks.

San Manuel, Isabela
Table 6
Variables r-value Meaning df p-value Decision Interpretation

Level of
Profitabilit Weak Accept the
No Significant
y and -0.454 Negative 12 0.103 null
Relationship
Issues and Correlation hypothesis
Needs
The Relationship between the Issues and Needs, and the Level of
Profitability of Business Kiosks
Table 6 presents the relationship between the issues and needs and
the profitability of the business kiosks in the población area, San Manuel,
Isabela. Based on the results, it is revealed that there is a weak negative
correlation between the two variables “Issues and Needs” and the “Level of
Profitability” with the computed r-value of -0.454 indicating that there is no
significant relationship between the two variables. Therefore, the decision in
this study is to accept the null hypothesis indicated in the statement of the
problem.

San Manuel, Isabela
Correspondingly, r-value is the measure of the strength and direction of
the two variables through linear correlation. In addition, an r-value with a value
symbolizing −1 < r < 0 depicts negative correlation whereas -1 is connotated
as perfect negative correlation, 0 indicates no correlation, and 0 < r < 1
reveals positive correlation, whereas 1 is connotated as perfect positive
correlation. Since the computed r-value of the both variables have a value of
approximately -0.454 which is close to the 0, therefore the correlation is weak
negative.
Chapter 5
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary of the findings, conclusions and
recommendations based on the data analyzed in the previous chapter. The
study is to determine the growth of business kiosks of the población in San
Manuel, in terms of the kiosks’ profile, level of profitability and issues and
needs.
Summary of Findings
The researcher used descriptive-correlational method to determine the
growth of a business kiosks of the población in San Manuel, based on the
demographic profile of the business kiosks in terms of its nature of business,
level of profitability, and the issues and needs. The study hypothesizes that

San Manuel, Isabela
there is no significant relationship between the issues and needs, and the
level of profitability of business kiosks. The study was conducted in the food
court adjacent to the church, with the 14 identified respondents. Using the
Likert Scale indicated in the questionnaire, the researchers were able to
gather the data regarding on their insights in their level of profitability and
issues and needs concerning in their business kiosk daily operations. The
data gathered undergo analyzing through the use of frequency and
percentage distribution of the kiosks in terms of their profile, using the mean
and standard deviation to depict description respectively and the Pearson R to
determine the relationship between the issues and needs and the level of
profitability.
The findings revealed that business kiosks in the población area were
recognized as residents of San Manuel, some of them were residents outside
San Manuel. Furthermore, most of kiosk owner starts their business with a
beginning capital ranges at 15,001 - 20,000 pesos, and most of the kiosks
generate sales a day between 500 – 700 pesos and 3,001 – 5,000 pesos.
The level of profitability is based how kiosk owners describe their level
profitability, ranging from never increasing to always increasing, respectively.
Data revealed that the profits generated observed by kiosks owners in
población area covering a certain period significantly increases. Majority of
the business kiosks are phenomenally experiencing often significant
increasing number of customers buying in their kiosks in the past month.
Additionally, the kiosks owners currently observed an often increase in their

San Manuel, Isabela
profitability, in their general business operation, both past month and current
month. The products phenomenally sold by the kiosk owners are still in trends
for the customers around población which it also significantly impacts the
profitability of a kiosk. Therefore, kiosk owners are gaining advantage of using
market trends phenomenally revolving in local community, resulting to
increasing customers availing for the products they’re selling. External
occurrences such as varieties of market conditions, the profitability of the
kiosks were not significantly affected by these external factors. In overall,
responses of the owners are closer to each other.
Moreover, the issues, and needs are based on the insights of
the kiosk owner, or how they see their operational functions as concern to
them. mostly kiosk owners are strongly satisfied with the flow of their daily
operational management in their businesses, primarily the customer services
along población area including the preparation of their products, and tracking
of cash flows. Moreover, kiosk owners in población area agree that they can
adapt changes in market trends, in order to maximize their profits respectively.
However, kiosk owners also face challenges in their daily business operation.,
but technology were not seen as major concern in the business operation.
Furthermore, majority of the owners are not receiving any infrastructural and
utilities, financial incentives and subsidies, and training programs and
resources support from the local government, even the current taxation and
insurance options are not beneficial to the kiosks. The data revealed that the

San Manuel, Isabela
kiosk owners have neutral insights regarding on the issues and needs in their
business kiosks.
Lastly, through the use of Pearson R, the researcher will be able to
determine the relationship between the issues and needs, and the level of
profitability. According to the findings, data revealed that there is no significant
relationship between the two variables analyzed.
Conclusions
Based on the indicated findings, the following conclusions were drawn.
The researchers concluded that:
1. The level of profitability of the business kiosks do not always effectively
increasing.
2. The kiosk owners are self-reliable of their resources and capital, and
preferably they do not rely on any government assistance.
3. The kiosk owners are seen as resilient as there were external factors
could impact their business.
4. The kiosk owners were seen as profit-oriented.
5. The kiosk owners were seen as opportunity seekers, based on the
findings they always follow the local market trends in order to gain
profit from them.

San Manuel, Isabela
In a comprehensive conclusion, the kiosk owners tend to strategize
their own feasible and effective tactics in order to achieve their vision.
Therefore, the growth of the business kiosks is not only based on their issues
and needs, but to their effective and efficient strategies in terms of how they
strategize adapting opportunities including nurturing the needs and trends of
the local community, and managing their internal operation, in order to gain
profit as their primary goal.
Recommendations
The results of study revealed that there is no relationship between
issues and needs and level of profitability. Therefore, the researchers highly
recommend that future researchers need more focus on factors affect the
level of profitability of a business kiosk.
For business owners, the researchers suggest that they also need to
focus more on improving their internal operation and maintain their strategic
way on how the manage their small business.
For lessor, the researchers recommend that lessors should lessen the
cost of rent of every business kiosk and allocate the decreased portion as an
additional capital to help their business operation.

San Manuel, Isabela
For local government unit, the researcher highly suggest that they need
more focus and support on small business to help boost their business, which
significantly contributes to the growth of our local economy.
Lastly for customer, the researchers highly suggest they should
promote and support kiosk business to help them continuously run their
business and achieve growth as well.
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CALLANG NATIONAL HIGH SCHOOL

San Manuel, Isabela

SENIOR HIGH SCHOOL DEPARTMENT

THE PROBLEM AND ITS BACKGROUND

is easy to establish with minimal time and requires a minimal amount of

capital to start and expand business kiosk operations (1Kenton, 2023).

New technologies are emerging. Owners need to provide customers

effective ways to promote their products, Facebook platform is the most

popular social media to promote their products by creating pages and

Mainly, food court is a marketplace in the Municipality of San Manuel,