Business resilience is the ability to quickly recover from difficulties and continue operating by applying innovative strategies. The article aims to document the resilience level of micro, small, and medium enterprises (MSMEs) in the Pacific towns of Southern Leyte, Philippines, and capture its causal determinants amid the health crisis using descriptive correlational research design. Using a research-made questionnaire, cross-sectional and primary data were collected from a random sample of MSMEs and were summarized using statistical measures. The significant determinants (...) of the resilience of MSMEs were determined using the Chi-square test for independence via cross-tabulation of categorical data. Results depicted that, on average, MSMEs during the pandemic are "resilient", particularly in their situational awareness, keystone vulnerabilities, and adaptive capacity as they combat the disruption of the health crisis. The Chi-square test reveals that age, civil status, business job position of the MSMEs' personnel, and the estimated monthly income of the enterprise are the highly significant factors that affect the resilience of MSMEs during the health crisis. In particular, younger age, single status, and owner of the enterprise are more active and creative in digital business technology, which increases their resilience in response to challenges brought about by the pandemic. Moreover, enterprises with lower incomes do adopt innovative business strategies that improve economic resilience and profit. Furthermore, the study suggests that enterprises must consider strategic plans and goals to enhance their capability in risk management as they will face future crises. (shrink)

Abstract: The emergence of women entrepreneurs and their contribution to the national economy is quite visible in India. Women’s entrepreneurship has been recognized during the last decade as an important untapped source of economic growth. According to of statistics women in India 2010, proportion of female main workers to total population in percentage is 16.65 in rural areas and 9.42 in urban areas this shows overall less contribution of women in work but more percentage of women workers in rural areas. (...) According to the quick result of the Fourth All India Census of MSMEs (2006-07), there are 26 million MSMEs in India which provides employment to about 60 million people. The sector contributes about 40 % GDP, beside 45% to the total manufacturing output and 40 % to the exports from the country. There could be many opportunities identification hidden inside the challenges for small business concerns. This paper examines various opportunities and challenges for Women Entrepreneurship Development in Micro Small and Medium Enterprise. More precisely the paper explores, rewards for starting a small business, myths about small businesses, new opportunities, four forms of entrepreneurship, identification practices among first generation and major challenges in small business. (shrink)

The fear of the unknown is the lived reality of the handloom industry in India. Handloom is the second largest employment provider in the country, after agriculture. According to the 2019-20 National Census of Handloom Weavers, there are 31.44 lakh households engaged in weaving and allied activities, out of which 87% are in rural areas. The objective of this article is to study the social enterprises that are looking for innovative ways to receive the handloom sector in the post-pandemic period. (...) Further its aim to study the digital impact on the handloom sector, especially on women. (shrink)

This study aimed to determine the sustainable marketing strategies for micro, small, and medium enterprises (MSMEs) amidst the COVID-19 pandemic. In this research technique, a quantitative descriptive survey was utilized to examine 363 MSMEs in designated cities and municipalities in Pangasinan, such as Binmaley, Calasiao, Dagupan City, Mangaldan, San Carlos City, Santa Barbara, and Urdaneta City, all registered with the Department of Trade and Industry (DTI). According to the findings, manufacturing is the primary industry for most respondents; they (...) are sole proprietorships with less than PhP3 Million in assets, have 1-9 employees, and have been in operation for less than three years. The sustainable marketing strategies implemented by the MSMEs in terms of product, place, price, promotion, physical evidence, people, and process are considered extremely important. The level of effectiveness in sustaining marketing strategies of MSMEs is considered very effective. The respondents assessed the problems encountered by the MSMEs in sustaining marketing strategies as extremely serious. It can be concluded that the majority of the respondents were in the manufacturing business, a single type of business organization, and, capitalization comprises not more than 3 million. Most of them have a minimal number of employees and operate for a short time. For the sustainable marketing strategies implemented by the MSMEs product, place, price, physical evidence, people and process are extremely important while promotions are very important. The effectiveness of 7ps of marketing is considered very effective. The respondent’s problems encountered by the MSMEs in sustaining marketing strategies as extremely serious. (shrink)

The COVID-19 pandemic health protocols have adversely impacted the economic profit and business operations of micro, small, and medium enterprises (MSMEs). This study aimed to evaluate the business strategies employed by MSMEs as they are facing the public health crisis in Bato, Leyte, Philippines. A random sample of 200 MSMEs were surveyed using a structured questionnaire. Some descriptive statistics and Chi-square test for independence were used to summarize and determine the relationship among variables, respectively. Results showed that (...) dominantly more of the MSMEs are operated by owner-managers during the pandemic. On average, most (97.5%) of the enterprise operating are micro and operates for about 3 years. About 63.5% of the MSMEs during the pandemic has adopted a new strategies to cope with COVID-19’s negative impact and most of them are micro in nature. The major business strategies adopted to survive the adverse impact of the pandemic are as follows: following health protocols (50%), finding suppliers in nearby towns (33.8%), seeking alternative sources (26%), increasing prices of items sold (24.5%), and local outsourcing (22.5%), among others. It is concluded that age is a significant factor in implementing business strategies (p-value<0.019). This implies that owner-managers with higher age (average is 40 years old) are more likely to adopt business strategies. Moreover, as they are experiencing vulnerability to the pandemic such as economic profits being significantly reduced, then they are more likely to implement strategies (p-value<0.001). Short and long term plans are considered in order to survive and sustain its business operations. Hence, the study recommends that the government should help and enhance the capability of enterprises in managing risk as well as ensuring MSME’s continuity amidst the pandemic. (shrink)

Cottage industry has a long and traditional history in India. A number of crafts had been developing since then. In true sense, Indian villages were self sufficient where an amalgamation of versatile cottage industries were evident resulting availability of almost all products of domestic requirement in the particular village itself. The inception of British rule has done a lot of harm to the concept of cottage industry in rural India. Mahatma Gandhi presented khadi as a symbol of nationalism, equality and (...) self-reliance. His emphasis at first was on khadi as providing relief to our poverty- stricken masses. But one finds a change in his emphasis from 1934, more especially from 1935, when he began on insisting on khadi for the villager's own use, rather than merely for sale to others . Even after almost seven decades of independence the cottage industry in rural India is still to gather the required momentum. Ministry of Micro, Small & Medium enterprises has evolved during the last decade as a pivotal institution in the country to patron the entrepreneurs-both individuals and clusters to move ahead with their trade. The relatively new concept of cottage industry clusters formed by the Government’s patronage is pouring into the rural India. Newer schemes (viz. MSME) to enhance the productivity of rural cluster of artisan in the view of modernizing the approach and subsequent effect in the livelihood in India is the theme of this article. (shrink)

In this study, I demonstrated that there is a corporate social contract between firms and their host communities. The implication is that the idea of the social contract places corporate social responsibility (CSR) on a conditional pivot, whereby the host communities have to fulfil their own side of the contract in order to merit CSR projects. I examined the implication of the social contract for corrupt and unaccountable host communities. I based my analysis on two philosophical frameworks, namely: one, Constructive (...) Approach CSR (CA-CSR), and two, Restorative Approach CSR (RA-CSR). CA-CSR is hinged on the deontological and utilitarian moral frameworks, while RA-CSR is based on the restorative justice framework. Further, I developed ‘CSR Calculus’ (V = f1+n + K) to determine the value of CSR-due for a host community, in response to Milton Friedman questions of arbitrariness in the formulation of CSR projects. I also demonstrated how the CSR Calculus can be applied to determine the value of CSR owed communities by Micro, Small and Medium scale Enterprises (MSMEs). Finally, I used the ethic ‘leave a better community’ derived from the Annang proverb – Assidsip ye Akwot-kwot ete yak mfin ami afon akan mkpong (Assidsip and Akwot-kwot say make today better than yesterday) to signpost the corporate social contract and demonstrated why it is essential for every firm to commission and decommission its operations in socially responsible manner such that it can bequeath a better future society. (shrink)