IMPACT OF COVID-19 IN BUSINESS

A Comprehensive Overview of Business Performance in the Philippines

Before and After COVID-19

BSA2A-GROUP 5
 I. INTRODUCTION
i. Country Analysis

This country analysis provides an analysis of multiple factors concerning the

comprehensive overview of the country before and after COVID19. These factors
include information regarding the country’s Economic Indicators, Government Policy,
Political Scenario and Economic Outlook. The purpose of this is to understand the past
and current environment of the country because of the pandemic and to compare and
contrast each. In addition, we also evaluate any breaks or trends in the data that are
present.
 ii. Brief of the Country

Since the end of the Second World War, the Philippine economy has had a mixed history
of growth and development. Over the years, the Philippines has gone from being one of the
richest countries in Asia (following Japan) to being one of the poorest. Growth immediately
after the war was rapid, but slowed over time. 
2016 saw the election of President Rodrigo DUTERTE, who has pledged to make
inclusive growth and poverty reduction his top priority.  The administration wants to reduce
the poverty rate to 17% and graduate the economy to upper-middle income status by the end of
President DUTERTE’s term in 2022.
However, the need to finance rehabilitation and reconstruction efforts in the southern
region of Mindanao following the 2017 Marawi City siege and the current COVID19 crises
may compete with other spending on infrastructure.
 II. THE COUNTRY
i. Political Analysis
Before After
The Duterte government’s top priorities include: During COVID-19, many protocols and laws are
• combating illegal drugs and crime
provided by the government include:
• promoting rapid infrastructure development
• sustaining economic growth and making it more inclusive • wearing facemasks and face shields
• enhancing peace and development in Mindanao • disbursements include COVID-19 initiatives
• and reorienting the Philippines’ foreign relations
that are continuously being implemented and
delivered by various government agencies
To support these goals, the government has:
• significantly increased spending on infrastructure • administration’s strategy to flatten the curve
• raised the salaries of government employees
• the progress Amass testing
• expanded existing social development programs
• revived the stalled peace process with the Moro National
• chief executives are demonstrating proactive
Liberation Front (MNLF) and the Moro Islamic Liberation and exemplary governance
Front (MILF)
• entered into negotiations with the communist insurgent
• and established a closer relationship with China

Before
• economic growth slowed in the first half of 2019,
driven by a rapid deceleration in investment
growth due to contraction in public spending and
weaker global economy
• Philippines expects to sustain progress in poverty
reduction
• economy remains strong and is projected to grow
• Introduced universal healthcare
• free education from pre-school up to a basic
university degree level
• combating drug trafficking, maritime piracy and
Islamist terrorist groups
• the country is building closer ties with its
neighbors, Indonesia and Malaysia
ii. Economic Analysis
After
Economy may lose between P276.3 billion and P2.5
trillion, depending on how the coronavirus pandemic develops
in the next few months
Risks remain tilted to the downside, with Capital
Economics seeing a longer downturn for the global economy
due to the following factors:
• direct virus-related disruption that lasts longer than
expected
• risk of lengthier recession or even another financial crisis as
companies turn insolvent
• central banks have limited monetary space
• higher unemployment
• downturn in consumer spending
 iii. Social Analysis
Before After
In response to the COVID-19 pandemic, the Philippine
There have been various problems for
government is pursuing a four-pillar strategy to safeguard
decades in areas like:
Filipinos from its impacts. These are: 
• birth control • Pillar 1: Emergency support for vulnerable groups and
• Corruption individuals 
• Pillar 2: Expanded medical resources to fight COVID-19 with
• Pollution
an increased budget 
• Traffic • Pillar 3: Fiscal and monetary actions to finance emergency
• the oligarchy bordering on dynastic rule initiatives and keep the economy afloat with an increased
budget 
• Pillar 4: An economic recovery plan to create jobs and sustain
growth, which will be funded by pillar 3
The Social Amelioration Program (SAP) is under the first
pillar of providing emergency support or lifeline assistance to
vulnerable groups. While the delivery of SAP under the DSWD
was relatively successful, it also encountered problems and
challenges along the way.
  iv.  Technological Analysis
Before
• 4th place in southeast Asia in being technologically
ready
• currently stands is not as favorable as compared to
other countries in the region
• will make steady progress in improving cyber
security, creating e-government portals and raising
internet connectivity speed,
• demand for tech products, services, and automation
across sectors is on the rise. 
• the use of smartphones and social media has
permeated every socio income class in the
Philippines
• educational organizations have blended traditional
learning methods with technologies to increase the
digital literacy of the average Filipino
After
Filipinos in innovation exploded when inventing
or designing things to ensure safety and the health of
the citizens. These locally made machines that helped
the government in responding to the threat of COVID-
19 are:
• “Go clean disinfection chamber”,
• Trams+
• LISA robot; and
• The project RAMDAM.
This just leaves us the conclusion that Philippines
can cope up with the technological requirements and be
world class in developing machines and softwares to
aid us the this battle against COVID-19.
 v.  Legal Analysis
Before After
 vi.
Before
• tropical climate and friendly population, the Philippines
provides a great environment for foreigners willing to work in
the country
• Salaries are not as high as in other countries of the region, but
the authorities are committed to not only improve the country's
economy but also to develop more sustainable cities, especially
in Manila
• tourism is nonetheless on the rise thanks to
smart ways to promote the Philippines
• enabling a growing number of visitors to explore Manila,
Boracay or the Philippine UNESCO world heritage sites.
• on some rainy days, thick haze would blanket the sprawling
metropolis of the Philippine capital, leaving the city skyline
barely visible.
• unfortunately, Filipinos have become used to Metro Manila’s
air pollution
Environmental Analysis
After
• air quality improved during the COVID-19 lockdown in
March many were surprised to learn that the majestic Sierra
Madre mountain range was visible from the heart of the
metropolis
• photos of clear skies, breathtaking sunsets and the Sierra
Madre as a backdrop to the sprawling city went viral just a
week after the government suspended public transportation
and non-essential businesses in an effort to curb the spread
of the virus
• By following in the footsteps of other nations battling the
COVID-19 pandemic, the Philippine government
inadvertently helped reduce air pollution in Metro Manila
 III.       SWOT ANALYSIS
i. Strengths ii. Weaknesses
• Social Media • Competitor 
• 24/7 Marketing • Distraction 
• Strong Customer Relationship • Limited Knowledge
• Creativity  • Limited Customer
• inadequate infrastructure levels
• large population that is young
• low fiscal revenues
• qualified and with good command of
English • governance shortcomings and high corruption
perceptions
• Tourism is also one of the strengths of the
• high levels of income inequality
Philippines with thousands of beautiful
islands and a lot to offer • terrorism in the South of the country
 III.       SWOT ANALYSIS
iii. Opportunities iv. Threats
• Customers Loyalty • Strong Competition with other Business
• Social Media Presence • Market Demand
• Innovation of the Product • Changing Consumers Preferences
• Market Trends • Conflict of Channel
• Availability of the Price and the Quality of • Supplier Dependence
the Product
• threats to economic sustainability was
• Target Customer obvious
• Online Business • current academic status for learning
• Solid Current Business Location
• Partners
 IV. GUIDELINES AND RECOMMENDATION
IN ENTERING THE MARKET
i. The International Market
Before the Pandemic After the Pandemic
• rise of digital behavior such as remote working
• Many companies are beginning to see
and learning, telemedicine, and delivery
themselves as international rather than services
national acting on a global arena
• including regionalization of supply chains and a
• the world market continues its upswing further explosion of cross-border data flows
• with the last year’s major events, which Coronavirus has accelerated three of the key
composed of the US and China Trade geopolitical trends:
war, North Korea-U.S. Nuclear Talks, • de-globalization
US and Iran Tension but despite of that • the inevitable growth of nationalism and “my
the global order was in flux well before nation first” 
the COVID-19 crisis • how the world will now see China
 ii.Market entry strategy
Often, business owners have the ambition to venture internationally. By selling your
product or service in another country, you can introduce your company to huge markets,
increase your sales and profits, gain brand recognition, reduce the risk of only operating in one
market and extend your product’s life cycle. There are several things to consider before
entering the international market.

• Choosing the country • Franchising

• When to enter • Joint Venture
• Scale of Entry • Foreign Direct Investment
• Exporting • Wholly Owned Subsidiary
• Licensing • Piggybacking
 V. CONCLUSION
i. Analytical Summary
In entering the Philippine Market, as a foreign investor, exporting strategy is the most
recommended strategy. Even before the pandemic, the country greatly favored the imported
brands and goods, and will continue to do so in this pandemic. The rising trend of online
shopping will promote the import of international products, and will be the best business
opportunity, at least, in the next few months or years.
In the perspective of a Filipino business venturing into the international market, since our
country is known for the great craftsmanship and labor group, it is better to manufacture the
needed products here. Although the technologies are somewhat lacking in comparison to
technologically-advanced countries, the labor and quality of raw materials makes up for it.
 ii. Concluding statements
As a limited-resource country during a progressing pandemic, we are applying recommended interventions including travel
restrictions, community quarantine, risk communication, and testing despite limitations in resource and capacity. Our country’s
approach has been similar to that of South Korea and Singapore – gradual control through effective use of public health best practices.

We may have have limited number of critical care beds in the country to care for patients who need ventilators for acute respiratory
distress caused by viral pneumonia. But we have a government that is willing to listen to advice from the scientists and so have
implemented community quarantine as a way of slowing down transmission and ‘flattening the epidemic curve’. The next few weeks
should tell how effective these efforts to control COVID-19 will be.

In conclusion, Covid-19 looks like a “bend but won’t break crisis” for globalization. International flows are plummeting, but
globalization — and opposition to globalization — will continue to present business opportunities and challenges. Careful attention to
the drivers of globalization’s future can help companies navigate through and even profit from globalization’s turbulence. A volatile
world of partially connected national economies expands possibilities for global strategy even as it complicates the management of
multinational firms. Now is the time for global corporations to show their value by harnessing the best of the world’s capabilities to end
the pandemic and bolster the recovery.
 THANK YOU!
BSA2A GROUP 5
Birosel, Satchel Adrienne
Catalino, Jerome  Ornedo, Alyza Angela
Duhig, Chris King Viloria Roman, Tricia Kate.
Jabel, Jay Ann Transfiguracion, Cayla Mae
Licay, Lois Marie Usudan, Usudan
Yan, Dem Anjelo Lyn