Republic of the Philippines

UNIVERSITY OF SANTO TOMAS

Alfredo M. Velayo - College of Accountancy
Manila, Metro Manila

EMPOWERING YOUTH ENTREPRENEURS

AS DRIVERS OF THE PHILIPPINE’S
ECONOMIC GROWTH

In Fulfillment of the
Final Requirements for the Course
Economic Development

Submitted by:
GONZALES, REGINA SANDRA O.
MANALO, ALTHEA NICOLE I.
MANGULABNAN, MARY RISLINE T.
MATUTINAO, MICHELLE C.
SALIC, Masideng Wajid H.A.

May, 2025

Submitted to:
Sir Gerardo M. Castro, Ph.D.
Economic Development Professor
 PROBLEM AND ITS BACKGROUND
This chapter introduces the study by outlining its significance, rationale, purpose, and
scope, providing readers with a clear understanding of the research's objectives and context. It
includes the background of the study, the problem being addressed, the specific goals of the
research, and the importance of the study in advancing knowledge in the field. Additionally, this
chapter covers the scope and limitations of the research, as well as the delimitations set by the
researcher. Key terms used in the study are also defined to ensure clarity. Overall, this chapter
serves to set the stage for the detailed exploration to follow, helping readers grasp the study's
aims and intentions.

1.1. Background of the Study

Entrepreneurship has become a key driver of economic growth and innovation, both
worldwide and in the Philippines. The Philippine society believes that entrepreneurship is a great
way to improve one’s economic and social status, which is why many people are encouraged to
try and start their own businesses. And since the country has a large domestic market and high
consumer spending, Filipinos are taking advantage of this opportunity to start their own
businesses (Global Entrepreneurship Monitor, n.d.). Additionally, according to Licaros-Velasco
et al. (2013), almost forty eight percent (48%) of Filipinos believe there are good opportunities to
start a business, and eighty five percent (85%) view starting a business as a desirable career path,
while more than seventy nine percent (79%) highly respect successful entrepreneurs.

According to a study conducted by Leonardo (2024), entrepreneurs hold a multifaceted

and essential role within society. They are not only responsible for creating employment
opportunities, but they also drive innovation, stimulate local and national economies, and
introduce new products and services that can significantly enhance the quality of life for
individuals and communities. Through their innovative ideas and business ventures,
entrepreneurs contribute to a dynamic and competitive economic environment that fosters
continuous growth and development. Their efforts serve as a foundation for economic resilience,
especially in developing countries like the Philippines, where entrepreneurial activity can help
address unemployment and poverty. In fact, according to the Philippine Statistics Authority
(2025), unemployment rate in the Philippines during 2025 dropped down to three point eight
percent (3.8%) which is the lowest since the year 2005. Moreover, entrepreneurial endeavors are
vital to economic progress on a global scale, as they often lead to the establishment of
sustainable business models and practices (Thurik et al., 2004).

These contributions align with international development frameworks, such as the United
Nations’ Sustainable Development Goals (SDGs). Specifically, entrepreneurs play a significant
role in advancing Goal 8: Decent Work and Economic Growth, by promoting inclusive and
sustainable economic development, full and productive employment, and improved labor
conditions. In doing so, businesses not only help their local economies thrive but also contribute
meaningfully to solving pressing global challenges, reinforcing the idea that entrepreneurship is
a key driver of long-term, sustainable progress for societies around the world (Aerni, 2021).

For many young Filipinos, particularly those from Generation Z, entrepreneurship is seen
as a viable career choice and an alternative source of income. These young entrepreneurs are
shaping the future of business industries, especially as the business world adapts to technological
advances and changing market demands. Gen Z entrepreneurs, born between 1997 and 2012, are
uniquely positioned in an age of rapid digital transformation and global connectivity. They bring
fresh ideas, tech-savviness, and a desire to innovate, filling market gaps in new ways (Etrata et
al., 2022). Many of them are also focusing on sustainability and social responsibility, aiming to
create businesses that not only generate profit but also positively impact society and the
environment (UN-DESA, n.d.).

However, despite the opportunities, Gen Z entrepreneurs face many challenges along
their journey. These challenges include limited access to funding, a lack of industry experience,
difficulties navigating legal and financial systems, and the lack of support from the government
policies. The fast-changing business landscape, with rapid technological changes and market
shifts, requires young entrepreneurs to be adaptable and resilient. Gen Z entrepreneurs face these
challenges while also dealing with the unique circumstances of growing up during economic
uncertainty, the COVID-19 pandemic, and the rise of the gig economy (International Trade
Centre, 2022).

This paper aims to thoroughly examine the challenges that Generation Z entrepreneurs
face as they work to launch and grow their own businesses. With a particular focus on their
unique personal experiences, the study aims to gain insights into the different challenges that
they faced, including limited access to financial resources, lack of prior business knowledge, and
insufficient or poorly enforced policies. Additionally, the research will aim to identify other
obstacles not previously mentioned, offering a broader understanding of the entrepreneurial
landscape for Gen Z. By exploring the ways these young business owners address and overcome
such challenges, the study will showcase the creative approaches, tools, and resources they
utilize to succeed. Ultimately, the goal of this research is to offer practical and actionable advice
for other aspiring Gen Z entrepreneurs. Through the sharing of effective strategies and lessons in
resilience, the study seeks to become a helpful resource for navigating common setbacks, making
strategic choices, and improving the chances of achieving sustainable success in a competitive
business environment.

1.2. Statement of the Problem

This study aims to identify the challenges that young entrepreneurs, particularly from
Generation Z, face when starting their own businesses. It will analyze their experiences in
encountering these challenges and the strategies they used to overcome them, providing insights
that can assist aspiring young entrepreneurs. Additionally, the study seeks to compare the
challenges faced by these young entrepreneurs with the common challenges identified in existing
literature.​
Specifically, it aims to answer the following:
1.​ What challenges did the young entrepreneurs face when they started their own
businesses?
2.​ Are these challenges similar to those commonly identified in other studies?
3.​ How did the young entrepreneurs overcome the challenges they encountered?

1.3. Objectives of the Study

​ This study aims to identify the challenges faced by young entrepreneurs, especially those
from Generation Z, when starting their businesses. And examine their experiences with these
challenges and the strategies they used to overcome them, offering valuable insights for other
aspiring entrepreneurs. Additionally, the study will compare the challenges encountered by these
young entrepreneurs with those commonly discussed in existing research.
​ Considering the research question above, below are the objectives of this study:
1.​ Determine the challenges that the young entrepreneurs faced when they started
their own businesses.
2.​ Identify if these challenges are similar to those commonly found in other studies.
3.​ Determine the actions the young entrepreneurs did in order to overcome the
challenges they encountered.

1.4. Significance of the Study

​ The findings of this research may be highly significant and beneficial for the following:
1.​ Aspiring Business Owners. This study will provide valuable, real-world insights
into the common and unique challenges faced by Generation Z entrepreneurs,
offering practical strategies and lessons from those who have successfully
navigated the early stages of business. Aspiring entrepreneurs can learn from
these experiences to better prepare for potential obstacles, make informed
decisions, and increase their chances of success in launching and sustaining their
own ventures.
2.​ Society. By supporting the growth of young entrepreneurs, the findings of this
study can contribute to broader economic growth and development, job creation,
and innovation. Successful entrepreneurship leads to increased business activity
and productivity, which benefits local communities and the national economy.
Moreover, it helps build a more dynamic, adaptable, and resilient society capable
of addressing economic and social challenges.
3.​ Workers. As young entrepreneurs build and grow their businesses, they create
employment opportunities for others. The success of these ventures can lead to
the development of inclusive and stable workplaces, potentially offering better
 working conditions, fair wages, and new career paths. Understanding how
entrepreneurs overcome challenges also contributes to stronger business
foundations, which positively impacts employee stability and growth.
4.​ Future Researchers. This study will add to the growing body of literature on
entrepreneurship, particularly within the context of Generation Z. By comparing
firsthand experiences with existing academic findings, it can highlight emerging
trends, gaps, and new angles for exploration. Future researchers can use this work
as a reference or starting point to further investigate generational entrepreneurial
behavior, policy impact, or sector-specific challenges.

1.5. Scope and Limitation

This study aims to identify the various challenges that young entrepreneurs face when
starting their own businesses, as well as the steps they take to overcome these difficulties, with
the goal of providing helpful guidance to other aspiring young entrepreneurs. The research will
focus on documenting all the challenges experienced by the interviewees and comparing them
with common challenges found in existing literature specifically, financial exclusion and lack of
access to capital, limited access to practical training and inclusive entrepreneurial education, and
weak support systems and policy implementation. It will also examine the actions the
interviewees took to address these issues.

A qualitative research approach will be used, involving the collection and analysis of
non-numerical data through semi-structured interviews. This method was chosen to allow for a
deeper understanding of the topic, as it centers on the personal opinions and insights of young
entrepreneurs. To gather data, the researchers will use a non-probability purposive sampling
technique. This means that participants will be intentionally selected based on specific criteria
relevant to the study, such as being young entrepreneurs with firsthand experience in starting and
running a business. Additionally, the study will incorporate snowball sampling, where initial
participants are asked to refer to others who meet the study’s criteria. This technique helps to
expand the sample by leveraging participants’ networks, allowing the researchers to reach a
broader group of relevant entrepreneurs, especially those who may be harder to identify through
conventional methods. 6 to 12 young business owners will be interviewed, which is considered a
sufficient sample size based on the recommendations of various experts and research texts (Ellis,
2016; Kumar et al., 2020; Saunders et al., 2017). This approach allows the researchers to focus
on gathering rich, qualitative data from individuals who can provide valuable, detailed
information. The data collection will take place in Metro Manila, Philippines, to ensure the study
remains manageable and feasible for the research team. The study will be conducted during the
second semester of the academic year 2024–2025.

1.6. Definition of Terms

1.​ Economic Growth - This refers to the rise in a country’s ability to produce goods and
services over time. This is usually tracked through an increase in Gross Domestic Product
 (GDP). When an economy grows, businesses expand, people earn more, and there is
more activity in the market. However, growth doesn’t always mean everyone’s living
conditions are improving (Australia, 2023).
2.​ Economic Development - This means improving a country’s overall well-being, not just
increasing its income. It includes better access to education, healthcare, infrastructure,
and job opportunities. This process helps reduce poverty and supports a higher standard
of living. It focuses on both social and economic progress (Panth, 2020).
3.​ Entrepreneur - Someone who brings together resources to carry out this process, usually
facing a lot of uncertainty and financial risk. Entrepreneurs may work alone, with
co-founders, or in partnership with existing organizations like companies or universities
(Center for American Entrepreneurship, 2019).
4.​ Entrepreneurship - It is the act of taking advantage of a business opportunity, either by
introducing a new product or process to the market or by making major improvements to
something that already exists, such as a product, service, or production method. This is
often done by starting a new business (a start-up), but it can also happen within an
existing small business that makes big changes in its offerings or strategies (Center for
American Entrepreneurship, 2019).
5.​ Generation Z - Are people born approximately between 1997 and 2012. They are known
for being digital natives, having grown up with technology like smartphones and social
media. This generation values creativity, diversity, and social causes. They also tend to
prefer flexible work and digital platforms (Slepian, 2023).
6.​ Social Responsibility - It is the idea that individuals and organizations should act in ways
that benefit others and the environment. For businesses, this could mean helping
communities, being eco-friendly, or treating workers fairly. People can also show social
responsibility through volunteer work or ethical choices. It’s about making a positive
difference beyond personal gain (Cree, 2015)
7.​ Sustainable Development Goal 8: Decent Work and Economic Growth - It is one of the
United Nations’ 17 Sustainable Development Goals. It promotes inclusive and
sustainable economic growth, productive employment, and decent work for all. The goal
aims to reduce unemployment, improve working conditions, and support fair wages. It
encourages businesses and governments to support strong, fair economies (Martin, 2019).
8.​ Sustainability - It is about meeting today’s needs without harming the future. It balances
environmental protection, economic growth, and social responsibility. A sustainable
approach focuses on long-term solutions rather than short-term gains (United Nations,
n.d.).
9.​ Unemployment- Unemployment happens when people who are willing and able to work
cannot find a job. It can affect individuals’ income, mental health, and overall well-being.
High unemployment also negatively impacts the economy. Governments and businesses
work to reduce unemployment through job creation and economic policies (Murphy,
1997).
 10.​Young Entrepreneurs - They are individuals, often in their teens to early 30s, who start
their own businesses. They bring fresh ideas, creativity, and new perspectives to the
business world. Many use technology and social media to build their brands (Van Der
Westhuizen, 2024).

Refences:
Australia, S. C. B. O. (2023). Economic growth | Explainer | Education. Reserve Bank of
Australia. https://www.rba.gov.au/education/resources/explainers/economic-growth.html

Aerni, P. (2021). “Business as Part of the Solution”: SDG 8 Challenges Popular Views in the
Global Sustainability Discourse. DECENT WORK AND ECONOMIC GROWTH, 67.

Cree, V. E. (2015). Responsibility in social work. In Elsevier eBooks (pp. 581–586).

https://doi.org/10.1016/b978-0-08-097086-8.28078-1

Martin. (2023). Economic Growth - United Nations Sustainable development. United Nations
Sustainable Development. https://www.un.org/sustainabledevelopment/economic-growth/

Panth, P. (2020). Economic Development: Definition, scope, and Measurement. In Encyclopedia

of the UN sustainable development goals (pp. 1–13).
https://doi.org/10.1007/978-3-319-69625-6_38-1

Slepian, R. C., Vincent, A. C., Patterson, H., & Furman, H. (2023). “Social media, wearables,
telemedicine and digital health,”—A Gen Y and Z perspective. In Elsevier eBooks (pp.
524–544). https://doi.org/10.1016/b978-0-12-824010-6.00072-1

Thurik, R. and Wennekers, S. (2004), "Entrepreneurship, small business and economic growth",
Journal of Small Business and Enterprise Development, Vol. 11 No. 1, pp. 140-149.
https://doi.org/10.1108/14626000410519173

Murphy, K. M., & Topel, R. (1997). Unemployment and Nonemployment. The American
Economic Review, 87(2), 295–300. http://www.jstor.org/stable/2950934

United Nations. (n.d.). Sustainability | United Nations.

https://www.un.org/en/academic-impact/sustainability
Van Der Westhuizen, T. (2024). Introduction to Youth Entrepreneurship. In: Practical Tools for
Youth Entrepreneurs. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-44362-6_1

What is Entrepreneurship? - Center for American Entrepreneurship. (2019). Center for

American Entrepreneurship. https://startupsusa.org/what-is-entrepreneurship/
https://psa.gov.ph/statistics/labor-force-survey
 I.​ Review of Literature

2.1. Entrepreneurship in the Philippines

According to the history of entrepreneurship in the Philippines, it demonstrated

entrepreneurship as a continuously evolving field, shaped by technological advancements,
changing market demands, and the increasing impact of innovation and digital platforms.
Moreover, entrepreneurship in the Philippines has an extensive and vibrant history dating back to
pre-colonial times. Early entrepreneurial activities included agriculture, trade, and craftsmanship.
Over time, entrepreneurship has evolved to adapt to changing economic landscapes and global
trends (Santiago, 2023). Urban areas like Metro Manila and Cebu City have seen substantial
growth with innovation, technologies, and entrepreneurial talent which thrives to be startup
ecosystems of the county. Moreover, in the ventures striking in the country today, the Philippines
has seen entrepreneurship thrive in information technology and business process management
(IT-BPM), food and beverage, retail, tourism, and sustainable and social entrepreneurship
(Santiago, 2023). Overall, the entrepreneurial landscape in the Philippines continues to evolve,
supported by a growing ecosystem of public and private sector initiatives aimed at fostering
inclusive and sustainable development.

Statistics revealed that entrepreneurship is a vital driving force in the Philippines to

economic growth, job generation, poverty alleviation and community development especially
through micro, small, and medium enterprises (MSMEs), which make up the majority of
businesses in the country. The 2023 List of Establishments (LE) of the Philippine Statistics
Authority (PSA) recorded a total of 1,246,373 business enterprises operating in the country. Of
these, 1,241,733 (99.63%) are MSMEs and 4,640 (0.37%) are large enterprises. Micro
enterprises constitute 90.43% (1,127,058) of total establishments, followed by small enterprises
at 8.82% (109,912) and medium enterprises at 0.38% (4,763) (DTI, 2024). Moreover, these
establishments are mostly under the industry sectors of Wholesale and Retail Trade; Repair of
Motor Vehicles and Motorcycles, Accommodation and Food Service Activities, Manufacturing,
Other Service Activities and Financial and Insurance Activities (DTI, 2024). This overwhelming
presence of MSMEs highlights their crucial role not only in creating livelihoods but also in
promoting inclusive growth by reaching underserved communities and sectors.

2.2. Youth as an entrepreneur in the Philippines

The research of the Enderun Colleges (2024) concur that youth entrepreneurs possess a
distinct and innovative approach to entrepreneurship, characterized by their adaptability,
creativity, and ability to utilize modern technologies and respond to emerging trends. According
to Republic Act No. 8044, also known as the Youth in Nation-Building Act, the “Filipino Youth”
are defined as those who are from 15 to 30 years old. Moreover, this time’s Filipino youth grew
up with the advancements of technology, social media and early access to the internet which
according to Enderun Colleges (2024) makes the Gen Z stand out for creativity, adaptability and
desire for change. With the effect of the internet, Gen Z are known to be more socially aware and
aspire for their businesses to generate a positive social and environmental impact. They also
adopt a global perspective tapping into global markets and diversifying customer bases (Enderun
Colleges, 2024). Thus, tech-savvy and socially aware, Filipino youth are emerging as innovative
entrepreneurs. Their global mindset and drive for impact position them as key contributors to
business and social change.

Many studies revealed that 54% of Generation Z wanted to start their own business
venture. However, developing entrepreneurial skills, business acumen, and technical knowledge
remains challenging for aspiring entrepreneurs. The Philippine government recognizes the
importance of entrepreneurship. Thus, entrepreneurship is increasingly becoming important to
policymakers who aim to strengthen youth disposition towards entrepreneurship through
education and various programs (Rivera, 2019). Young entrepreneurs in the Philippines got the
support of the government upon the enactment of the Youth Entrepreneurship Act (Republic Act.
No. 10679), which aims to develop the entrepreneurship skills of young Filipinos and encourages
them to become productive individuals through entrepreneurship (Cada, 2023). During 2024,
YEP in one region already produced 361 graduates with a growing number of future graduates
expected as the program continues to expand and gain support.These developments highlight that
the youth are not only interested in entrepreneurship but are also actively participating when
given the right opportunities and support, showing strong potential to shape the country’s future
business landscape.

2.3. Relationship between youth entrepreneurship and economic growth

The research of Das (2022) highlighted the importance of youth entrepreneurship as a

key factor in enhancing economic competitiveness and fostering regional development. The
youth could introduce fresh ideas and incorporate technologies which as stated in Das (2022)
could lead to more diversified economic activities, reduce dependency on agriculture and
stimulate innovation and job creation with the state. This increased diversification promotes
economic stability as it widens and strengthens the economic base of a society (Mandalu, 2023).
Which can also spur development in underserved or marginalized regions, promoting inclusive
economic growth and reducing regional disparities (Sabita, 2024). Aforementioned, youth could
introduce fresh ideas and are often equipped with strong educational backgrounds. Thus, their
ventures often serve untapped markets and offer innovative solutions, which can improve the
efficiency of local industries. This innovation contributes to economic growth by creating new
industries and driving sustained innovation in existing ones (Mandalu, 2023). Furthermore,
successful youth entrepreneurs can stimulate economic growth by generating wealth, increasing
productivity, and attracting investment to their communities (Sabita, 2024). It enhances the
country’s global competitiveness by encouraging a forward thinking and innovative driven
economy, attracting both local and foreign investments.

As well as that, the study by Egorov et al. (2019) emphasized that the innovation and job
creation driven by youth entrepreneurship play an important role in expanding employment
opportunities and lowering unemployment rates, thereby contributing significantly to sustained
economic growth. It is known that the indicators characterizing the economic situation in the
country are the dynamics of the unemployment rate, the capacity and the conjuncture of the labor
market, the ratio of supply and demand to labor (Egorov et al., 2019). In this context, youth
entrepreneurship helps balance labor market dynamics by providing opportunities that may
otherwise face limited job prospects, such as recent graduates or those lacking formal work
experience. When young individuals establish their own businesses, they generate employment
not only for themselves but also for others, thereby helping to reduce the unemployment rate
within their communities. Therefore, by empowering young entrepreneurs, nations can reduce
the challenge of youth unemployment and harness the potential of their young population for
economic development. Occupation transition from salaried employment to self employment
drives the growth and development of both developed and emerging countries (Savita, 2024)

2.4. Barriers to Youth Entrepreneurship in the Philippines

Young entrepreneurship has huge potential to catalyze innovation, generate jobs, and increase
inclusive economic growth in the Philippines. Young budding entrepreneurs, though, are
confronted with a maze of challenges that limit their capacity to start, grow, and expand their
ventures. These are not just individual issues but are firmly rooted in the country's
socioeconomic systems, education systems, and institutional setups. Youth entrepreneurship in
the Philippines holds significant potential for driving innovation, reducing unemployment, and
fostering inclusive economic growth. However, young Filipinos face a range of systemic and
socioeconomic challenges that hinder their entrepreneurial pursuits. Access to funding remains a
primary barrier, with many young entrepreneurs lacking collateral, credit history, or guarantors
required by traditional financial institutions. According to Bernardino and Santos (2020), most
youth rely on family savings or informal loans, narrowing the sustainability of their ventures. In
addition to financial exclusion, there is limited awareness of alternative funding options such as
crowdfunding and venture capital. These financial constraints are compounded by a lack of
practical entrepreneurial education. Jardim et al. (2021) found that while entrepreneurship is
included in the curriculum, it often remains theoretical, focusing on definitions and business
plans rather than real-world application through simulations, pitching sessions, or mentorship. As
a result, many young people enter the business world ill-prepared for its complexities.

Compounding these barriers is the limited institutional and government support for youth-led
startups. While policies such as the Youth Entrepreneurship Act (RA 10679) aim to promote
youth entrepreneurship, their inconsistent implementation across regions results in unequal
access to opportunities. According to the United Nations (2023), many local government units
lack dedicated programs, and weak information dissemination leaves young people unaware of
existing support. Furthermore, support from NGOs, private institutions, and government
agencies often lacks coordination, leading to fragmented initiatives that fail to address the
broader needs of aspiring youth entrepreneurs. Li et al. (2020) also point out that access to
incubation programs and skill-building opportunities is limited, especially for those outside
urban or elite settings. Based on the findings of Shayan et al. (2022), establishing a
well-integrated national strategy that aligns government policies, private sector efforts, and youth
participation is essential to create a sustainable, inclusive entrepreneurial ecosystem for the
country’s future.

This part investigates the most critical barriers that impede the expansion of youth business
enterprises—towards a range from insufficient access to capital and entrepreneurial training to
the deficiencies of government and institutional support—while emphasizing the call for holistic,
inclusive, and youth-oriented reforms.

Subtopic 1: Financial Exclusion and Capital Inaccessibility

Philippine youth entrepreneurship is obstructed by various systemic and socioeconomic hurdles

preventing many promising young people from fulfilling their dreams into reality. Foremost is
access to funds or capital, more difficult to manage for those lacking assets, a credit background,
and guarantors favored by conventional banks and other financing establishments. Based on
Bernandino and Santos (2020), young business owners often depend on family savings or
word-of-mouth loans, which narrow the scope and sustainability of their ventures. Without
special financial inclusion programs for youth, most cannot start or grow their businesses. The
financial exclusion together with limited awareness of funding options such as venture capital or
crowdfunding limits the entrepreneurial capacity among Filipino youth.

A second central aspect of financial exclusion for Filipino youth entrepreneurs is the high
collateral demands made by financial institutions. In the words of Amasadun et. al. (2022), the
Philippine traditional banks are still very risk-averse and insist on tangible assets like property or
cars as collateral to secure a loan. Young entrepreneurs, usually in the early stages of their
professional life without significant personal assets, are disproportionately hurt by such
demands. It also goes on to elucidate that the institutional lending process is not designed to
assess alternative indicators of creditworthiness such as entrepreneurial skills or innovative
business models, hence the systematic marginalization of young people in the formal credit
market. This institutional bias not only deters youth from entrepreneurial undertakings but also
creates a vicious cycle in which only affluent backgrounds can enjoy and maintain business
opportunities.
Additionally, young entrepreneurs experience regulatory and bureaucratic hurdles that increase
their capital inaccessibility. An Audretch et. al. (2023) study found that the complicated and
expensive process of registration, licensing, and tax payment in the Philippines
disproportionately impacts younger and small-scale entrepreneurs who have no legal and
financial advisory support. These institutional barriers, in addition to absorbing the scarce
financial resources of young potential entrepreneurs, also extend the duration needed for the
establishment of legal activities, deterring prospective entrepreneurs from lower socioeconomic
classes. In the absence of reforms to simplify procedures and lower related costs, formal
financing is still far from reach for many young entrepreneurs, perpetuating financial exclusion.

Subtopic 2: Limited Access to Practical Training and Inclusive Entrepreneurial Learning

The contribution of education to the creation of successful young entrepreneurs cannot be

overemphasized. According to most studies, entrepreneurship education is still conceptual and
old in most Philippine universities and schools. A study conducted by Jardim et. al. (2021),
discovered that entrepreneurship forms part of curricula in senior high school, but it largely
focuses on book definitions and business plans instead of actual implementation. Few students
get to do activities such as business simulations, mentorship, or pitching sessions, which are
known to increase entrepreneurial preparedness. Consequently, young people graduate without
the assurance or exposure necessary to deal with actual business problems.

In addition, few chances for skill-building outside the conventional education system hamper
young people's participation in entrepreneurship. Li et. al. (2020) identified through a study that
a small proportion of out-of-school youth can access skills training, workshops, or incubation
programs that usually take place in urban settings or elite institutions. This lack of access further
consolidates inequality within the entrepreneurial scene, where access to hands-on learning is
limited to those who have the correct connections or reside in the correct location. Strengthening
government, private sector, and school collaboration has the potential to democratize access to
entrepreneurial practical experience.

In line with these results, Mico and Cungu (2023) had a systematic review of the effects of
entrepreneurship education and discovered that interventions focusing on "learning by doing" —
ie, launching small businesses, market research, and competitions — increase entrepreneurial
intention and behavior among young people. Nevertheless, they emphasized that such
opportunities are not disseminated evenly, tending to benefit more students who attend
better-ranked institutions or possess initial social capital. The research determined that
entrepreneurship education to be genuinely transformative needs to actively incorporate
experiential learning opportunities available to large numbers of students, particularly from
marginalized groups.
Likewise, a study conducted by Nate et. al. (2022) investigated the place of entrepreneurial
learning environments and reiterated the vital need for mentorship, networking, and exposure to
entrepreneurial ecosystems. Nate et. al. (2022) noted that although conventional lecture-style
approaches provide theoretical information, actual entrepreneurial learning comes from
interacting with practitioners, team projects, and working with actual market conditions.
Unfortunately, these aspects are lacking in less-resourced schools and community programs.
Rae's research calls for developing inclusive entrepreneurial ecosystems that go beyond the
formal education sector and reach out into communities so that a wider range of young people
can meaningfully engage in entrepreneurial endeavors.

Subtopic 3: Fragmented Support Systems and Weak Policy Implementation

Institutional and policy support is key to establishing an enabling environment for youth-led
startups in the Philippines. Government policies such as the Youth Entrepreneurship Act (RA
10679) were intended to assist young entrepreneurs through training and support.
Implementation at the local level is, however, inconsistent. According to a policy review by the
United Nations (2023), several local government units have no youth entrepreneurship programs,
and therefore there is unequal access to opportunity across regions. In addition, youth are not
aware of available support measures as information flow is weak.

Another important challenge is the fragmentation of support mechanisms for young

entrepreneurs. Though different NGOs, private corporations, and government departments
provide training, funds, and incubation, these initiatives tend to be uncoordinated. This
uncoordinated effort results in duplicating initiatives in certain areas and total lack of initiatives
in others. As underscored by Shayan et al. (2022), a co-ordinated national strategy that integrates
stakeholders, amalgamates the opinions of youths, and enshrines sustainability is necessary in
order to gain fully from youth entrepreneurship in adding value to domestic economic
development.

In spite of the increasing popularity of entrepreneurship among young Filipinos, there are still
huge institutional gaps. Weverse (2024)discovered that startups led by young people often face
the administrative red tape of registering businesses and accessing government programs. Their
research on youth entrepreneurship in Southeast Asia identifies that even if programs are
available, complex application processes, absence of mentorship, and inadequate coordination
among agencies discourage young entrepreneurs from making full use of them. In the Philippine
context, local government units (LGUs) tend to lack the capability or initiative to translate
national policies such as the Youth Entrepreneurship Act into localized, implementable
programs. Weverse contend that a decentralized but standardized strategy—where local
innovation is promoted but benchmarked against national standards—may minimize regional
differences in support access and effectiveness.
Moreover, a paper by Abbas et. al. (2025) illuminates the "policy-practice gap" in youth
entrepreneurship programs in the Philippines. What their study reveals is that even as policy
documents tend to project elaborate visions of youth enterprise development, implementation is
hindered by funding deficiencies, changing political priorities, and sparse inter-agency
coordination. Young entrepreneurs they interviewed in their research expressed a sense of
disconnection from the institutions designed to assist them, citing insufficient transparency and
little youth involvement in policy making.Abbas et. al. (2025) highlight that for support systems
to be truly effective, youth need to be included not just as beneficiaries but as active stakeholders
in the formulation and implementation of entrepreneurship programs. Improved feedback loops
between policymakers and young entrepreneurs can make programs more responsive and ensure
that they adapt over time to respond to actual needs of the youth sector.

Abbas, M. H., Bullut, M., & Ali, H. (2025). Decoding sustainable entrepreneurship current
research and future direction through application of machine learning-based structured
topic modeling on intellectual corpus. Journal of International Entrepreneurship.
https://doi.org/10.1007/s10843-025-00387-8
Amadasun, D. O. E., & Mutezo, A. T. (2022). Influence of Access to Finance on the Competitive
Growth of SMEs in Lesotho. Journal of Innovation and Entrepreneurship, 11(1).
https://doi.org/10.1186/s13731-022-00244-1
Audretsch, D. B., Belitski, M., Chowdhury, F., & Desai, S. (2023). Regulating Entrepreneurship
Quality and Quantity. Research Policy, 53(2), 104942.
https://doi.org/10.1016/j.respol.2023.104942
Bernardino, S., & Santos, J. F. (2020a). Crowdfunding: An Exploratory Study on Knowledge,
Benefits and Barriers Perceived by Young Potential Entrepreneurs. Journal of Risk and
Financial Management, 13(4), 81. https://doi.org/10.3390/jrfm13040081
Jardim, J., Bártolo, A., & Pinho, A. (2021). Towards a Global Entrepreneurial Culture: A
Systematic Review of the Effectiveness of Entrepreneurship Education Programs.
Education Sciences, 11(8), 398. https://doi.org/10.3390/educsci11080398
Li, C., Ahmed, N., Qalati, S. A., Khan, A., & Naz, S. (2020). Role of Business Incubators as a
Tool for Entrepreneurship Development: The Mediating and Moderating Role of
Business Start-Up and Government Regulations. Sustainability, 12(5), 1822.
https://doi.org/10.3390/su12051822
Miço, H., & Cungu, J. (2023). Entrepreneurship Education, a Challenging Learning Process
towards Entrepreneurial Competence in Education. Administrative Sciences, 13(1), 22.
https://doi.org/10.3390/admsci13010022
Nate, S., Grecu, V., Stavytskyy, A., & Kharlamova, G. (2022). Fostering Entrepreneurial
Ecosystems through the Stimulation and Mentorship of New Entrepreneurs.
Sustainability, 14(13), 7985. https://doi.org/10.3390/su14137985
Shayan, N. F., Mohabbati-Kalejahi, N., Alavi, S., & Zahed, M. A. (2022). Sustainable
Development Goals (SDGs) as a Framework for Corporate Social Responsibility (CSR).
Sustainability, 14(3), 1222. https://doi.org/10.3390/su14031222
Weverse. (2025, February 21). Recommendations for Promoting Youth Entrepreneurship | Kilsah
Consulting. Kilsah Consulting.
https://kilsahconsulting.com/promoting-youth-entrepreneurship
 METHODOLOGY
This chapter explains the various methods used in this study to collect data relevant to the
research. It includes the research design, sampling techniques, target respondents, research
locale, instrumentation, how the data was presented and analyzed, ethical considerations, and
explanations as to why the chosen methods are used are provided in this chapter.

3.1. Research Design

​ According to Tenny et al., 2022, qualitative research is all about exploring complex
issues by looking into the deeper meanings behind people's actions, thoughts, and experiences.
Rather than focusing on numbers, it uses non-numerical data like interviews, focus groups, or
observations to gain insight into the “why” and “how” behind behaviors and decisions, it focuses
on understanding the context behind the topic, and provides an in-depth understanding of the
problem, concepts, and opinions. It also utilizes inductive reasoning wherein instead of
beginning with hypotheses, researchers start with broad and open-ended questions, and as they
collect and analyze data, patterns and themes emerge, which help shape new theories and deeper
understanding of the topic. Since this study focuses on determining the challenges that youth
entrepreneurs face when starting up businesses, the researchers chose to use this design in order
to determine and gain a better understanding of their experiences that will be able to help
aspiring young entrepreneurs to start their own businesses.
​ According to Bliss, 2016, phenomenological research is an inductive type of qualitative
research that focuses on assessing and understanding the common experiences of people about a
certain phenomenon. Given that the researchers aim to study the shared experiences of different
young entrepreneurs when starting their own businesses, the researchers concluded that using
this approach is the most appropriate among the others for this paper.

3.2. Population and Sampling

In this study, the respondents are primarily young entrepreneurs in the Philippines,
specifically those who started their own businesses. The researchers utilized a non-probability
sampling technique, which is the purposive sampling method. According to Etikan et al. (2016),
purposive sampling is also called judgment sampling, where the researchers choose qualities or
characteristics that the participants should possess for them to be considered as a respondent in
the study. In other words, the researcher selects what information is necessary to have and then
searches for individuals who can and are willing to supply it due to their knowledge or
experience. In addition, Campbell et al. (2020) cited that the reason for using a purposive
strategy is based on the idea that, given the goals and objectives of the study, particular types of
people may have unique and important perspectives regarding the concepts and problems under
consideration and, as a result, those people should be included in the respondents of the study.
Many things can hinder the researchers from finishing the data collection, one of which is to look
for respondents who will voluntarily participate in the study and the struggle of finding young
business owners, that is why researchers used the purposive non probability sampling technique,
specifically the snowball sampling technique. Snowball sampling technique is when initial
respondents are asked to recommend someone they know who are potential respondents for the
study, this is useful when the target population of the study is not accessible or hard to reach and
find (Parker et al., 2019). Since the researchers will utilize purposive sampling, the following are
the criteria for a respondent to be valid:
a.​ The respondents are the one who established their own business.
b.​ The respondents must be young business owners in Metro Manila, Philippines.
c.​ The respondents must be from ages ** to ** to participate in the study.
​ Due to the lack of data indicating the precise population of young business owners in the
Philippines, the researchers have chosen the said method to collect the data. Despite the large
number of respondents that were referred for this study, the researchers only interviewed
respondents until the data collected reached the point of saturation. Through a phenomenological
research approach, which is an investigative strategy in which the researcher pinpoints the
essence of participants' descriptions of a phenomenon as they relate it to their own personal
experiences, the researchers interviewed five (5) respondents, as the results of the interview had
already reached the point of saturation. ​

3.3. Respondents
Since this study focuses on the experiences and challenges of youth entrepreneurs when
starting their own businesses, the individuals who will contribute to this phenomenological
research are young entrepreneurs in the Philippines, who started their own businesses, and are
from the ages ** to **. As aforementioned, the study gathered qualitative data from five (5)
interview respondents. In phenomenological research, a sample size of six up to ten or eight to
twelve is deemed sufficient according to guidelines and suggestions from different experts and
textbooks (Ellis, 2016; Kumar et al., 2020; Saunders et al., 2017). But only five respondents
were interviewed, because the point of saturation had already been reached. According to Ellis
(2016), this type of research does not require a higher number of respondents because too many
responses can lead to the study losing sight of its essence. This is also supported by Mason
(2010; as cited in Kumar et al., 2020) and Morse (2000; as cited in Kumar et al., 2020) through
discussing homogeneity and saturation within the population. In a phenomenological study,
participants with the same experiences are being interviewed; one participant already provided
the researchers with a large amount of data and insight about the topic. Thus, having five
respondents will allow this study to gather just enough rich, focused, and in-depth information
without going too much beyond the point of saturation.

3.4. Research Locale

This research was conducted within Metro Manila, Philippines, a highly urbanized and
densely populated region consisting of several cities. The researchers faced difficulty in
identifying and gathering a sufficient number of respondents in just one specific area. To address
this challenge, snowball sampling was employed as the primary method for gathering
respondents. Through this approach, initial respondents were encouraged to recommend other
individuals who met the study's criteria. As a result, additional respondents were successfully
identified through these referrals. While the participants came from various cities across Metro
Manila, their geographic distribution remained within the boundaries of the metropolitan area.
This widespread yet localized reach made Metro Manila an appropriate and practical setting for
the study, allowing the researchers to collect diverse perspectives while maintaining a consistent
regional focus.

Figure #
Location map of research locale

​
Note. Image is courtesy of Google Maps

3.5. Instrumentation
The researchers will utilize an interview guide divided into four (4) sections to collect
data. Consent forms are given to the interviewees before being interviewed to ensure the
confidentiality of responses and the interviewees’ anonymity, as well as other ethical
considerations that this study will strictly follow (See Appendix A). This will also give them an
overview of what the interview will be about and assurance that it will only be used for research
purposes. The interview guide will be semi-structured. Therefore, 12 main questions will be
asked, and the researchers may add follow-up questions to specify further an answer made by a
respondent or fully answer the research questions (See Appendix B for the research instrument).
 The first part of the interview will start with getting the profile of the interviewees, which
includes their names, ages, pronouns, and occupations. The interviewees will be given the option
to use a pseudonym if they prefer to remain anonymous. On the other hand, the second part
focuses on the history of the respondent’s business. In this part of the interview, the respondents
will be asked about the history of their businesses, focusing on when their business started, what
inspired them to start, what are the steps they took to start a business. These parts will serve as
the opening questions that will encourage the respondents to be comfortable in relying on their
own knowledge and experiences when answering.
The third part focuses on the respondent’s knowledge and challenges on startup
businesses. In this part of the interview, the interviewees will be asked questions about their
experiences and challenges that they have encountered when they were starting their own
businesses, they will also be asked on how they were able to overcome these challenges.
The fourth part focuses on the common challenges that were common in the literature.
These challenges are primarily focused on financial challenges, training and knowledge
challenges, and policy challenges. If ever these challenges were not stated or included in the
answer of the respondent in the third part of the interview, these questions will be asked to them,
if they have encountered it in their experiences as they start their businesses, then they will be
asked on how they were able to overcome these challenges.

3.6. Data Gathering Procedure

For this study, one-on-one live interviews were used to collect the necessary data. These
interviews were conducted both online and face-to-face. This method of data collection involves
individually questioning participants about their actions, interests, perceptions, and experiences
related to the research topic. By using this approach, researchers are able to gather in-depth
information from a smaller group of participants, while also capturing a range of different
experiences (Stofer, 2019). According to Virginia Tech (2018), the data gathered from interviews
provides a richer understanding of participants' responses, allowing researchers to learn more
about the participants' opinions, behaviors, experiences, and perspectives on the subject of the
study. The data collection process begins with obtaining permission to conduct the study,
followed by the development of interview questions tailored to the study’s objectives. Once the
interview questions are set, the dates for data collection are decided, and participants are
informed about the ethics, research topic, and data collection method. On the scheduled day, the
one-on-one interviews are conducted, and the collected data is prepared for analysis. Finally, the
researchers will analyze the gathered data. Figure # outlines the steps to be followed during the
data gathering process for this research.

Figure #.
Flowchart of Data Gathering Procedure
3.7. Data Analysis
Qualitative studies commonly use thematic analysis (TA) as a way to examine data. This
method is popular because it can be applied to a wide range of research questions and topics. As
explained by Braun and Clarke (2006; as cited in Castleberry & Nolen, 2018), TA is a process of
"identifying, analyzing, and reporting patterns (themes) within data" (p. 808). It helps break
down the data into key themes and draw conclusions based on those patterns. In this study, the
researchers will use interpretative phenomenological analysis (IPA). This method focuses on
gaining a deeper understanding of the personal experiences shared by participants (Smith et al.,
2015). According to Smith and Osborn (2015), IPA allows participants to share detailed accounts
of their experiences, and researchers must be skilled in listening closely, showing empathy, and
identifying meaningful ideas that come up during interviews. Using IPA will help the researchers
explore the complex, often hard-to-express psychological and emotional experiences of the
participants. It allows for a more focused, in-depth analysis of how individuals make sense of
their personal situations. This approach supports the study by highlighting participants' lived
experiences, making it easier to connect their responses with the research findings. In addition,
reliable external sources will be used to support and validate the participants' responses and to
strengthen the study’s conclusions.

3.8. Ethical Consideration

According to Rensik (2020), ethics is the field of study that focuses on moral principles.
He claimed that ethical standards apply to everyone who engages in scientific research and other
intellectual or creative endeavors and serves the purposes or goals of study. Furthermore, ethical
norms encourage the principles of justice, respect, accountability, and trust. In addition, various
ethical standards contribute to ensuring that researchers may be held accountable.
Moreover, the World Health Organization (n.d.) points out the significance of abiding by
ethical standards to safeguard study participants' welfare, rights, and dignity. Consequently, an
ethics committee should assess all studies to ensure that the proper ethical standards are
observed. The research's ethical consideration includes the following:
1.​ Informed consent. Manandhar and Joshi (2020) emphasized that informed consent in
research is a process where the researcher and participant share information. Participants
should be given clear, understandable details to help them decide freely if they want to
 join. The process should avoid any pressure and use a local language that participants can
easily understand. They should also be given enough time to consider their decision.
More than just signing a form, participants need a full understanding of the study and any
possible risks before agreeing to take part.
2.​ Voluntary Participation. According to Siegel (2023), participants must be able to make
their own choices freely and be in a position to do so. Yale University (n.d.) also states
that taking part in research is entirely voluntary. Participants can choose not to join for
any reason and, even after signing a consent form, can stop at any time or skip questions
they don’t want to answer. Choosing not to participate or to withdraw will not affect any
services they would normally receive.
3.​ Confidentiality and Anonymity. Researchers are responsible for protecting the privacy
of participants throughout the entire research process. According to the Human Research
Ethics of University College Dublin (2021), this includes making sure participants remain
anonymous at all times. Ryerson University's Research Ethics Board (2017) also states
that researchers must maintain the level of confidentiality promised during the consent
process, as much as the law allows. Participants should be informed about how their
information will be kept private and what steps will be taken to protect it. Keeping
personal details anonymous offers the highest level of confidentiality.
4.​ Risk of Harm. The Human Research Ethics Committee (2021) describes risk in terms of
its scope, likelihood, and duration, with research generally aiming to involve minimal
risk. Researchers must inform participants of any potential risks during the consent
process, including common (inconvenience), mild (embarrassment, confidentiality
issues), and serious (adverse effects) risks. The National Ethics Advisory Committee
(2021) stresses that researchers must continue to monitor risks throughout the study and
make immediate decisions about whether to continue, adjust, or stop the research if the
risks outweigh the benefits.
5.​ Validity and Reliability. As stated in the study of Mohajan (2017), validity refers to how
true or accurate the results are, while reliability refers to how stable and consistent the
findings are. Both concepts help improve transparency and reduce the chance of
researcher bias. Ensuring reliability and validity in research is important to make sure the
data is trustworthy, accurate, and can be repeated in future studies.
6.​ Acknowledgement of Works. Castleton University (n.d.) explains that researchers must
credit the original author and make it easy for readers to find the source when quoting or
paraphrasing someone else's ideas. This is done by properly citing the source in a
bibliography or reference list. Acknowledging sources not only adds credibility to the
research but also helps avoid plagiarism, which occurs when someone uses another
person’s ideas without proper citation.
REFERENCES:
Bliss, L. A. (2016). Phenomenological research: inquiry to understand the meanings of people's
experiences. International Journal of Adult Vocational Education and Technology, 7(3), 14–26.
https://doi.org/10.4018/ijavet.2016070102

Campbell, S., Greenwood, M., Prior, S., Shearer, T., Walkem, K., Young, S., & Walker, K.
(2020). Purposive sampling: complex or simple? Research case examples. Journal of research in
Nursing, 25(8), 652-661. https://doi.org/10.1177/1744987120927206

Ellis, P. (2016). The language of research: Phenomenological Research. Wounds UK, 12(1),
128–129.

Etikan, I., Musa, S. A., & Alkassim, R. S. (2016). Comparison of convenience sampling and
purposive sampling. American Journal of Theoretical and Applied Statistics, 5(1), 1- 4.
https://www.academia.edu/download/55796997/Comparison_Convenience_and_Purposive_Sam
mpling-2016_4p.pdf

Kumar, S., Kumar, R., Govindaraj, M., & Prabhu, N.R.V. (2020). Sampling framework for
personal interviews in qualitative research. PalArch’s Journal of Archaeology of Egypt /
Egyptology, 17(7), 7102–7114.

Manadhar, N. & Joshi, S. K. (2020). Importance of consent in the research. International Journal
of Occupational Safety and Health, 10(2). https://www.nepjol.info/index.php/IJOSH

Mohajan, H. (2017). Two criteria for good measurements in research: validity and reliability.
Munich Personal RePEc Archive.
https://mpra.ub.uni-muenchen.de/83458/1/MPRA_paper_83458.pdf

National Ethics Advisory Committee. (2021). Research benefits and harms. NEAC.
https://neac.health.govt.nz/national-ethical-standards/part-two/8-research-benefits-and-harms/

Parker, C., Scott S., & Geddes A. (2019). Snowball Sampling. Sage Research Methods
Foundations. https://doi.org/10.4135/9781526421036831710
Resnik, D. B. (2020). What is ethics in research & why is it important? National Institute of
Environmental Health Sciences.
https://www.niehs.nih.gov/research/resources/bioethics/whatis/index.cfmRyerson

Saunders, B., Sim, J., Kingstone, T., Baker, S., Waterfield, J., Bartlam, B., Burroughs, H., &
Jinks, C. (2017). Saturation in qualitative research: Exploring its conceptualization and
operationalization. Quality & Quantity, 52(4), 1893–1907.
https://doi.org/10.1007/s11135-017-0574-8

Stofer, K. A. (2019). Preparing for One-on-One Qualitative Interviews: Designing and

Conducting the Interview. 4, 4. https://doi.org/10.32473/edis-wc338-2019

Tenny S., Brannan J.M., & Brannan G.D. (2022). Qualitative Study. StatPearls
https://www.ncbi.nlm.nih.gov/books/NBK470395/

University of Ryerson. (2017). Guidelines on anonymity and confidentiality in

research.
https://www.torontomu.ca/content/dam/research/documents/ethics/guidelines-on-anonymity-and-
confidentiality-in-research.pdf

University of Castleton. (n.d.). Information ethics: citing sources and fair use.
https://www.castleton.edu/library/information-literacy-graduation-standard/information-literacy-t
utorial/information-ethics-citing-sources-and-fair-use/

University College Dublin. (2021) Guideline: harm and risk in research.

https://www.ucd.ie/researchethics/t4media/HRECG3%20Harm%20and%20Risk%20in%20Rese
arch%20%20-%20140921.pdf

Yale University (n.d.). Rights as a Research Participant.

https://your.yale.edu/research-support/human-research-protection-program/information-research-
participants/rights-research

World Health Organization (n.d.). Ensuring Ethical Standards and Procedures for Research with
Human Beings.
https://www.who.int/activities/ensuring-ethical-standards-and-procedures-for-research-with-hum
an-beings
 INTERVIEW GUIDE

Section 1: Introduction

INTRODUCTION OF INTERVIEWERS:
“Good day, we are 1st year students taking Bachelor of Science in Accountancy from the
University of Santo Tomas - UST - Alfredo M. Velayo - College of Accountancy, Group 1 of
section 1A7. Today, we will be conducting an interview for our action research titled,

“Empowering Youth Entrepreneurs as Drivers of the Philippines’ Economic Growth”

●​ The research interviewer/s will then introduce themselves one-by-one, in alphabetical

order. (If present, the leader will be the first to introduce, also stating their positions)

RESEARCH SUMMARY AND OBJECTIVES:

“This study explores the experiences of Generation Z entrepreneurs in the Philippines as they
navigate the challenges of starting and managing their own businesses. Recognizing the
significant role entrepreneurship plays in economic growth, innovation, and job creation, the
research focuses on the unique struggles faced by young entrepreneurs, such as limited access to
funding, lack of experience, and inadequate policy support. Through in-depth, qualitative
interviews with selected Gen Z business owners in Metro Manila, the study aims to identify
common obstacles, assess how these compare with existing literature, and uncover the creative
strategies these entrepreneurs use to succeed. The goal is to provide practical insights and
guidance for aspiring young business owners and contribute to improving the entrepreneurial
ecosystem for future generations.

ETHICAL CONSIDERATIONS:
Ethical considerations are among the most essential parts of the research. Ethics ensure that no
one acts destructively toward society or a person. To ensure your safety and well-being, we will
strictly abide by the following ethical considerations:

Informed Consent: The participants will be adequately informed about the purpose of the study
and how the findings will be utilized for them to be fully aware of any possible risks and
negative consequences of their participation. If you have any questions or concerns regarding
this study, feel free to raise them to us.

Voluntary Participation: The participants are free to decide whether they will engage in or
decline participation in the research procedure. Thus, there will be no coercion for the
individuals who do not want to pursue involvement in the research process.
Risk of Harm: The researchers will consider all the potential risks and injuries associated with
the research process that can harm the participants, such as physical, psychological, social,
financial, or economic factors. Hence, researchers will assure the participants that the risks
mentioned will be avoided and prevented

Confidentiality & Anonymity: The researchers ensure that the confidentiality of the
participants will be secured and protected. The respondent's personal information will only be
available to the researchers and not to anyone else. Participants will also have the freedom to
choose to maintain their anonymity by not disclosing their names on the interview proper. The
study will abide by the provisions of the Data Privacy Act of 2012, Philippines.

Assess Relevant Components: The researchers will solely evaluate those aspects pertinent to
the study being conducted.

Acknowledgement of Works: The researchers will use the APA reference system in order to
properly acknowledge the work made by other authors in any section of the research.

Validity: The researchers, in any circumstances, will neither edit nor change the participants'
responses."

Recording of the Interview:

We will also be recording the audio of the interview for more accurate future reference in the
analysis of this study. The recording will be stored in the personal laptops of the primary
investigators and all the files will be kept inside a password protected folder. Only the primary
investigators will have access to the data itself, and the password of the said folder that contains
all the recordings will not be given to anyone aside from the primary investigators of this
research.

Data will be destroyed once the study has been completed, expectantly by the end of the
academic school year 2024-2025. This is so that it can still be revisited if ever there are any
corrections needed to be applied, and new insights needed to be explored during this study.

Additional reminders:
Allow us to reiterate that the information that you will be sharing will be kept confidential. Your
identity as a source of data will not appear on any report, and no information identifying you will
be published. Only we, as the primary investigators, will know the identity associated with the
information collected for this study, and will not reveal it to anyone else. This includes the
anonymity of your company; the name of your company will not be mentioned in this study.

BENEFITS OF THE INTERVIEW:

“The participants in this study will be interviewed to gain insights into the challenges they faced
when starting their own businesses, as well as the strategies they used to overcome these
difficulties. While no financial compensation, incentives, or tokens will be provided, following
the guidelines set by the research ethics committee, the participants will benefit in other
meaningful ways. They will have the opportunity to share their personal experiences, challenges,
and successes, which not only validates their entrepreneurial journey but also contributes to a
broader understanding of the realities Gen Z entrepreneurs face today. By participating, they help
expand academic knowledge and may influence the development of future business policies or
support systems. The study could also shed light on gaps in existing resources, such as funding
opportunities, training programs, or institutional support, potentially guiding improvements by
government agencies, educational institutions, and non-governmental organizations.”

INTRODUCTION OF THE INTERVIEWEE:

“Kindly introduce yourself, please state your Name, Age, Pronouns, and Occupation. You may
opt to use a pseudonym instead of your real name if you find that more comfortable."

“Can you please tell us something about the history of your business, such as the name of your
business, your age when you started it, its location, year of establishment, product or services
offered, your inspiration to start, and the steps you took in order to start your business.”

●​ The research interviewer/s will then ask the interviewee if they are ready to proceed with
the interview proper.

Section 2: Interview Proper

INTRODUCTION:
“This interview will compose of ten (10) questions, categorized into three (3) topics. The said
questions will focus on your personal opinions, views, and experiences, so you may comfortably
answer according to your own knowledge.”

A.​ Challenges and Problems Encountered during Business Startup:

●​ This section will focus on identifying as many challenges that the interviewees’
experienced when starting their businesses, and also understanding the overview of what
the problem encountered is.
What are the problems or challenges that you encountered when you were starting your
business? Please enumerate as many as possible that you can remember.
 What are these problems all about?

How have these challenges or problems affected the process of your business startup?

B.​ Common Challenges from Existing Studies:

●​ This section will focus on identifying if the interviewees encountered the common
challenges that can be found in existing studies.
Did you encounter any challenges due to the lack of financial resources? If yes, how
did the lack of funding or capital affect the process of your business startup?

Did you ever encounter any challenges due to a lack of experience and knowledge on
how to start your business? If yes, how did the lack of experience and knowledge affect
the process of your business startup?

Did you ever encounter any challenges due to the government or institutional barriers?
If yes, how did these government barriers affect the process of your business startup?
C.​ Actions Taken to Solve the Problem:
●​ This section will focus on identifying the actions that the interviewees took when faced
with the problem in order to overcome them.
What specific actions or strategies did you take to overcome each of the challenges you
mentioned earlier?

What specific resources (e.g., people, tools, programs, platforms) helped you the most
to overcome these challenges?

Looking back, what would you have done differently during the early stages of your
business startup?

ALISISN NALANG BA NATIN TONG TANONG NA TOH?

What advice would you give to other young or aspiring entrepreneurs based on your
experience?

Section 3: Closing

●​ The interviewer/s will ask the participants if they have further comments and/or
experiences they want to share.
●​ The interviewer/s will be thanking the interviewees for taking part in the interview and
contributing to the research paper.
 INTERVIEW ANSWERS:

(INTERVIEW 1)​
Okay so hello uhm kindly introduce yourself please state your name, age, pronouns and
occupation. You may opt to use pseudonyms instead of your real name if you find this more
comfortable. Okay. Hi, guys. So, I am Precious Carl Cruz, 19 years old. She, her, and business,
entrepreneur, and student, tsaka, ano pala, financial advisor. So, ayun,

Okay, thank you. Can you please tell us something about the history of your business, such as
the name of your business, your age when you started it, its location, your establishment,
product and services offered, and your inspiration to start it, at saka yung steps you took to start
the business? Okay, sige. Bali kasi, magkwento muna ako bago ko sagutin ang mga tanong ko
para at least kapag sinagot ko na yung mga tanong,

Yes, alam niyo na kung ano yung background ko. So, yun. Bali, yung marami kasi kaming family
businesses. And more on food. Talaga. Yun yung line namin. Yung father ko naman, more on sa
farm. Meron ko siyang poultry, tsaka feeds, tsaka sa buket. So, yun yung sa father ko. Sa
mother ko naman, more on sa food. And then,

Tsaka ano pala, online. So yun, nung nag-start lahat to nung pandemic, so yun, yung mga
businesses namin, nung pandemic, napilitan kami yung isara. And then, ang ginawa ko, doon
ako nag-start tumulong. Ayoko nga pala guys, gusto nyo magsalitahan para at least maging
interactive na interview.

So, feel free lang na magsalita. Para di din ako kabahan. Okay. Para mas maganda yung mga
isa dito. Okay. So, yun. Nung pandemic, dun ako nag-start tumulong. Pero bago ako nag-start
tumulong ng pandemic, may catering business kasi kami. So, ang pinakauna ko talagang, ano,
na itinu, ano, parang position, ano,

Dishwasher. Like, every catering namin, ano, sabi ni Mama, nag-umpisa ka dyan. So,
dishwasher ako dati kapag may catering kami saka scooper. Before pandemic yun. So, yun.
Nakakatuwa naman. Nakaka-enjoy. Kasi parang elementary pa lang ako yun. Naging
dishwasher ako saka scooper. Every, ano namin, events. So, yun. And then, after nung
nag-pandemic na, yun,

doon na siguro yung parang calling doon na pumasok sa business. So, yun, eto. Nag-start
kaming mag-online sell no pandemic. Yun yung in-start ni Mama para at least kumikita pa rin
kami kahit yung business namin ay mga nakakasaray, mga, ano namin, mga food stalls sa mga
malls. So, ayun.

Sa akin, pinamanage ni Mama. And then, nakakatuwa kasi yung experience ko na yun, like
truck-truck ng mga electric fan, map, na ipadenta namin sa market ni Mama. And then, after
nun, after pandemic, since normal na nakakalabas ng mga tao, medyo nakapunta na sila sa
mall. So, hindi na yung

online selling namin, ang ginawa ko, pinasok ko naman siya sa Lazada and Shopee. So,
nakakatuwa dahil umabot ng millions yung sales. Talagang nag-click siya. Kasi buong Pilipinas
eh. So, like everyday, 100 na parcels. Ayan, ito sa picture. And then after nun, so medyo
minana nga yung online selling.

nag-trending yun yung mga tao sabik sa food park. So, ayan, nakaka-facemask pa kami. Medyo
mahigpit pa, pero pinayagan na yung mga food park. So, doon sa amin, merong longest food
park sa gilid ng daan na merong riot yun. So, ayan, nag-start ako

Sariling, yan, sariling business ko na yan. Walang tulong nila ako talaga. So, yun, nag-try ako
mag, yung ano, mag-sumama sa food park. Kasi, ano eh, marami yan eh. Mga pinsan ko, lahat
kami, mga nagpipinta kami dyan. And, yung mga, yan, mga ginamit ko dyan, puro, ano lang
yan, mga stock namin sa bahay. Kasi nga, may catering business kami. So, kaysa nakatampak,
so, hiniram-hirampo. And then, may mga truck naman kami. So,

everyday yan, isang truck na wagawit binadala tapos inuuni din. And nakakatawa dahil sa loob
ng kulang one month, ang naging sales ko dyan ay umabot ng kulang kalating milyon. And then,
50% doon sa akin. Actually, hindi lang 50% kasi kami din yung nagpo-produce yung mga side
dishes.

So, mas mataas pa sa 50% yung mark-up talaga. And then, ako rin yung cashier dyan actually.
And then, ako din yung nag-manage. Ako nag-conceptualize lahat. So, naka-POS din na. Alam
mo ba yung POS? Yung sa mga 7-Eleven.

POS na machine ba? Oo, point of sale machine yun. Ah, okay. So, yun, POS lang kasi nga
nag... Ano din ako ng POS? Nag... Nag... Nag-apprentice din ako ng POS pero hindi siya BIR
accredited kaya hindi ko masyado pin-remote. So, more on, ginamit ko na sa business. And
then, ayun, after nun, doon na nag-start,

na mag-expand sa Okoy King. So, yun, nag-manage, nag-start ko na rin i-manage yung okoy
namin. Ang ano dyan talaga, nag-umpisa kami nung pandemic din dahil kasama sa ino-online
namin yung okoy na yung do-it-yourself. Sila yung nagluluto sa bahay.

kilos na yung kalap ng okoy, ng kalabasa. Araw-araw, yung ano namin na pinoproduce. Lahat
na yun, mano-mano. Nung pandemic, ha? And before pandemic, si Okoy King ay isa lang yung
isa lang yung branch niya talaga. So, nung pandemic, napilitan kami magpa-customize ng
machine, mag-invento ng machine namin. Kasi nga, hindi na namin kinakaya na 100

pataas, nakalabasan na manong-manong namin kinakayot. Kahit ako, ano, sumasama na ako
nun sa pagkakayot, gano'n. Yung mga, ano namin, mga staff namin, sobrang pagod na pagod
talaga. So, hindi na tayo kami gumawaan ng customized machine. And, yun nga, blessing din,
nung pandemic na yun, nagawa kami ng machine. And then, after pandemic, nagkaroon kami
ng opportunities

para mag-expand. So, yun, nag-try ako mag-branch out muna kay mama. So, sabi ko, ma,
magbubukas ako ng tatlong branch ng OKC. Tapos, tinect namin yung logistics. So, kung ano,
kung kaya ba na mag-deliver. Kasi, no preservatives yan. So, tinry namin. Nag-test kami.
Nag-open ako ng three branches yun sa akin yun.

And then, so, apat na yung branches namin. Hindi pa kami nagpapapranchise na. Expand lang
talaga kami. At, yun. So, yung unang tanong is, ano yung problema or challenge na 5 or 3 years
para masabi, established na yung business. So, siguro, yun yung pinaka-challenges na kayo.
Kung, along the way, kung paano ko, ah,

may encounter sa business talaga kung paano ko masusustain na maging maganda yung
magkaroon ng matatag na foundation and yun din sa mindset mo rin as an entrepreneur
kailangan talaga matatag yung loob mo kasi kahit anong strategies yan kung ikaw sa sala
magpapadala ka konting ano lang ah

Masisira yung discard mo kapag nagpapadala ka talaga sa akin. So, kailangan kapag
nag-assert ka talaga para malagpasan mo lahat ng mga problema and challenge, mag-uupas
yan sa sarili mo, sa katabi ng loob mo. And then, yung mga strategies along the way na
pag-aaralan mo yan, lalo na

Yung business mo, kabisado mo. So, alam mo yung target market mo, alam mo yung
operations mo, kabisado mo yung operations mo, yung production, kabisado mo. So, kailangan
lang talaga mag-a-adapt ka sa mga changes sa environment.

Ay, Precious, may follow-up question lang ako. Doon sa ano, yung sa problems or challenges,
ay kasi sabi mo naman, di ba, parang less naman yung pag-start. Pero yung, parang yung
process nung pag-start mo ng business, mayroon yung encounter ka bang challenges doon? O
naro yung paghahanap ng... Ay, oh, basta yung pag-start mismo. Like, nung...

from scratch? Like, kung ano yung ginawa mo? May mga na-encounter doon, challenges doon?
Siguro, personally, parang hindi naman talaga masyadong mahirapan. Pero alam mo, siguro,
kung titingnan ko yung ibang negosyante, kapag talagang nag-start sila from, ano talaga, from
zero na, you know, wala sila.

wala sila pang background, nag-office pa lang talaga, nagpapakilala. Siguro, ang challenge sa
mga nakikita kong ibang startup na mga entrepreneur, kung paano nila magiging trust ng
market nila, kung paano nila mapapasikat yung business nila, kung paano nila mapigil yung
brand nila. Siguro yun. Kasi, yung product namin, yung Ohoy, ano kasi siya? Monopoly.
So, wala tayo na kaming kalaban. And, yun yung isa sa competitive advantage namin. And, pag
tinitin ako, yung ibang mga nagsistart ng business nila, mga real estate, ano pa pa, t-shirt, ano
pa ba yung mga madalas dyan? Coffee shops, yung product nila, madaming kalaban. Tsaka,

Yun nga, hindi katulad sa amin na monopoly. So, siguro, kapag nagsistart ka talaga, kapag
na-observe ko, na-challenge talaga yung paano mo maipapakilala yung business mo, paano pa
sisikat,

Paano ka makakakuha ng sales, paano mo makapatulayan sa ibang, sa lahat ng mga bilihat ng

kape, sa lahat ng mga bilya ng milk tea, kung ano yung pinakamasarap, kung ano yung
affordable, yun siguro. And then siguro sa operations, kung paano ka makakapag-serve ng
magandang customer service.

suki mo sila. Repeat purchase, ganun. Repeat orders. So, yun yung pinaka-goal mo pag
mag-start ka. So, ito pa, precious follow-up question. Sabi mo nga kanina, diba, medyo hindi ka
naman nahirapan when it comes to financial resources dahil andyan naman yung magulang mo.
Ngayon,

pag-usapan naman natin yung due to lack of experiences and knowledge mo nung yung sarili
mo na lang na business yung pinupundar mo. Kumbaga, you stand on your own na. May mga
challenges ka bang na-experience doon and paano mo hinarap yung mga problema na yun?
Siguro, ang challenge sa akin kasi natataka ko nun yung emotionally

yung mga problems na normal lang ngayon talaga sa gabi mo siya. Itong paano ko
susolusyonan yung mga problema sa, kumari, sa employees. Mayroon kasing mga employees
talaga na bigla-bigla nalang absent, ganon, or iba-iba yung ugali talaga ng mga employees
dahil, syempre, na tayo may sari-sari yung pinagdadaanan sa buhay. Alam nyo, ano,

yung siguro mong isa sa challenge sa akin, kung paano ko tinindig yung team ko, yung mga
staff ko sa business, na hindi sila masasaktan, the same time, yung mabobotify na sila. Yun, isa
sa challenge, yung HR talaga. And then, sa ano naman, sa

situations, minsan kasi merong mga customer na hindi mo may iwasan, may satisfy, or merong
mga reklamo talaga. So, paano mo maharapin yun as a business owner? Ganun. Yun siguro
yung challenge sa akin, yung nag-uundi sa akin. And, yung pinaka-challenge pala talaga is
yung mindset.

talaga na like, ano, makikipaglaban talaga sa kahit anong hamon, finances. Kasi sa negosyo
kasi, hindi, hindi naging manakas. May mga time na yung, yung bank account namin, bumaba
ba talaga? Pero, part talaga yun. Kasi, ano rin naman eh, dadating din yung point na
magbabawi ng mga linggo. Ano mong i-handle yun?
Nasaan ko na rin malugi. Like, yung invest ko, talaga, naubes. So, paano mo i-handle yun?
Yun, yun yung maling challenge sa akin. O maling... Pero, when it comes to ano naman, sa
mga, sa government, yung paghingin ng mga permits...

May na-encounter ka din bang mga problema doon and naka-affect talaga siya sa business
startup? Katulad nung sinabi mo kanina doon sa TOS ba yun? Pagdating naman sa mga
papers, okay naman kami. Siguro sa tax. Mayroon kasi kami isang business na
mapagkatawaan ng PIR. So ang nangyari, parang napag-imitan ka. Kasi kalakasan namin nun,

mga businesses namin, lahat, malakas. Parang napag-ingitan kami, yung, alam mo, minsan
talaga yung mga nasa, ano, gobyerno, malakas yung trip eh. So, yun, parang napag-tripan
kami, ginawan kami ng issue sa BIR, pinataas yung tax namin, like, pumabot ng million,
nagbabayaran namin tax, ganun. Eh, pinakita naman namin yung

namin, yearly profit, net profit, net sales, yung mismong sales namin, na hindi naman namin
kayang bayaran, hindi naman kayang tax base doon sa sales namin. Masyado lang silang,
ayun, magaling talaga pagka ikaw nakainit yung gano'ng mga sa government. Talagang gagawa
na gagawa kanila ng butas. So yun, siguro, yun yung ano lang,

sa na-encounter namin. Pero hindi naman masyado dahil hindi nga may attorney naman kami.
Lahat. Then, may mga ano naman din. Connections na ethical. Yan. Pero, alam mo, huwag mo
nilang iyaan na i-disclose. Ang nangyari doon, no choice, tinayari nilang namin. Ako matapos
na.

Naman, nag-uusap ko ng mga permit. Actually, sa Baniwag, lagi kaming unang nagbabayad ng
tax. Kaya yung number namin, 0001. 5 yung ano na kami, so 1 to 5. Ilang years na kami, lagi
nang uunang ibabayad.

Hello, Precious. So, ask ko lang din sana regarding dun sa mga challenges na mentioned mo
earlier. Ano yung mga specific resources na tumulong sa'yo to overcome these challenges?
Katulad nung people, tools, or programs and platforms na nagamit mo para makatulong sa'yo.
Challenge ba sa ari-sari?

sa business, operation, production. Oo, lahat. In general. Yung mga ano. Ah, okay. Sorry.
Kailangan talaga meron kang meron ka talagang puhunan na meron kang emergency fund
talaga. Sobrang importante. Kasi gagating ang time na

talaga yung saise mo. Kailangan mo i-cover yun. Kailangan ka naman may pera ka. Kasi ang
galing naman eh. Kapag naman nait nabawi, gagawin mo naman yung point na mapabawi.
Pero wala mo lang talaga ng emergency fund. Sa production naman, kung pala may problem
din kami sa production dati. Yung

Ang product kasi namin sa Okoiki na walang preservative. So, mabilis siyang masira. Lalo na
kapag tinabiyahin ay umitan. So, yun. Ang ginawa namin doon, yung solution ay mag-aaralan
kami ng product namin, mag-research kami. Talagang magaling yung shelf life doon ng mismo
product.

And sa operations, magagaling kasi yung mga manager namin. So, work talaga. Wait lang,
Sam. Sandali lang to. Yung team nyo, yung management. Pag may mga magaling ng manager
and supervisor, napakabili. Wagtan talaga. Suwerte ka. Kasi hindi mo na

Ipuproblemahin lahat. Ipunangakuin lahat yung mga taong nandiyan para tulungan ka. Kung
siguro, sa resources talaga kailangan mo meron kang pera. Tsaka lakas ng loob. Okay, thank
you po. Okay, doon lang guys. Ano ba kung mga tanong mo? Hello Precious, last na to. Yes.

Yung tanong namin is, ano yung pwede mo mabigay na advice para sa aspiring young
entrepreneurs dyan sa tabi-tabi based sa mga na-experience mo? Um, yun yung natutuwa
talaga ako dun sa mga nag-start talaga na walang mga nakasuporta. Yung talagang sinatala
yung nag-start. Kasi ako, kahit pa pano, dumaki kasi ako negohanti yung mga magulang ko. So,

na ano talaga, namulat ako. Kaya napuproud ako dun sa mga nagsistart na wala masyadong
advantage mula sa family. Yun, dun nakikita ko talaga na yung determination nila na nakuko, na
magkaroon ng, makakuha ng experience. Kaya ang advice ko siguro dun sa mga gustong
magstart, huwag silang matakot

Kahit wala kayong advantage o kung may advantage kayo, gamitin niyo yan. Napakalakang
tulong kapag may advantage ka. Ngayon, kung wala kang advantage, huwag kang mag-upisa
sa pinakababa. Nakakatuwa ngayon kasi kapag narating mo na yung kapag sumukses ka na,
ilulook back mo yung mga napagdaanan mo ng

Ang mga perfect na business. Talagang dami yung nag-act. Di naman itang iwasang magdamal
eh. Ang mahalaga lang talaga yung mga purpose. Tsaka may passion ka talaga dun sa
business niyo. Kasi hindi ka talaga maging value, of course. Dali mo hapagka yung problema,
part yan. Yung failures, part yan.

kapag nararanasan mo ng mga ganyan, eh, wala rin sa'yo na magpapatuloy pa lang. Kasi, nasa
puso mo nila, gusto mo talaga maging, maging negosyante. Yun. Tsaka, ano, um, sa finalises,
kailangan ma-ready ka. Pero, okay mo lang mag-office sa mga mga ganyan. And, alam nyo,

Maganda rin maging matalino kayo sa product. Mas mag-invest kayo dun sa mga kakaiba.
Yung hindi kayo magagaya. Yung kayo yung parang lagi yung unang nag-iintroduce sa market.
Pagka kasi gano'n, konti yung magiging, ano nga yung magiging competitor nyo. So, ito
probably mind you kung paano mo siya papalakasin.

Paano mo i-sustain yung isang business. So, huwag kayong masyadong maging matalina din
kayo sa product na i-benta nyo. Hindi porkit mahilig kayo sa gamit, babenta na kayo ng gamit,
kailangan check nyo rin yung target market nyo, maganda pa. May tawag dyan eh, yung
problem.
mag-invest ka talaga doon sa konti pa lang yung competitor mo para yung risk ng palug na,
yung risk na malugi ka, mababa. Ano ba? Ang inspiring naman kasi yung bata ko pa lang to sa
dami mo ng pera sa tanong.

Hindi naman ha. Alam nyo, sabi ko sa'yo, kung gusto yung ano, kung hindi nyo kaya ka na
bumababa yung bank account mo, mas maganda talaga mag-trabaho na lang mula. Kasi pag
sa trabaho, kahit anong makiari, sa sweldo ka, sa negosyo, may mga pabangkataon na
mamugulag ka talaga yung bank account mo. Bababa, tataas, babagba, tataas. Ganon.

So tapos na yung interview, wala na kaming tanong. Thank you very much sa pagsasabihin ng
tanong namin sa'yo. Okay. And last year din pala, naging ano na kami? Corporation na. So
kung dating mag-start lang kami ng pop-up store, yung awkwardness is, share ko lang, 13 years
na siya. So, ayan, established na talaga.

So, less than one minute. Thank you. Okay. So, basta yung mga sinabi ko talaga, yun lang
talaga yung nananasan ko.

TRANSCRIPT OF INTERVIEW NUMBER 2

Interviewer: Kindly introduce yourself, please state your Name, Age, Pronouns, and
Occupation. You may opt to use a pseudonym instead of your real name if you find that more
comfortable."

Interviewee 2: Hello, good evening! I am John, hindi ko totoong pangalan hahaha. I am 22 years
old, he/him, and I am currently a 3rd year college student in FEU and my business lang sa side.

Interviewer: Can you please tell us something about the history of your business, such as the
name of your business, your age when you started it, its location, year of establishment, product
or services offered, your inspiration to start, and the steps you took in order to start your
business.

Interviewee 2: Uhmm… yung business ko kasi is walang pangalan, pero ang ginagawa ko sa
business ko is nag bubuy and sell ako ng cars, so bibili ako ng iba’t ibang sasakyan sa ibang tao
then ibebenta ko naman at a higher price. Pero depende, minsan kasi is wala ng tubo or minsan
onti lang yung tubo sa benta. Sinimulan ko tong business ko nung 2020, kaso natigil sya since
nagpandemic tapos tinuloy ko ulit sya nung 2022, kasi nagsstart na ulit bumalik sa normal that
time. Tapos yung isa pa is, nagpapa customize yung mga car owners sa akin. So basically
ibibigay nila yung sasakyan nila sa akin para ipacustomize para palitan yung ibang parts na gusto
nila palitan, then ako yung mgahahanap ng parts tapos ako na rin yung naghahanap ng shop kung
saan pwede ipacustomize yung sasakyan. Yung steps naman sa pag start ng business… parang
wala naman kasi ako masyadong ginawa. May lumapit lang sakin na kakilala ko tapos kinausap
ako ng kakilala ko… binebenta kasi nya yung sasakyan nya and nagpatulong sya sa akin para
ibenta yun and bibigyan nya raw ako ng commission pag nabenta. Tapos ayun don ako nagka
idea na what if mag buy and sell nalang din ako ng sasakyan.

Interviewer: ahh… eh yung location po ng business nyo, saan po sya located?

Interviewee 2: wala kaming physical store eh… facebook marketplace lang ang gamit kong
platform para magbenta ng sasakyan.

Interviewer: ohh… so more on online business po sya noh?

Interviewee 2: yes parang ganon na nga.

Interviewer: okay so proceed na po tayo sa interview proper. So this interview po will compose
of ten (10) questions, categorized into three (3) topics. The said questions will focus on your
personal opinions, views, and experiences, so you may comfortably answer according to your
own knowledge.

Interviewer: so ang first topic po natin ay sa challenges or mga problema na naexperience nyo
nung sinisimulan nyo po yung business nyo. So ang tanong po is what are the problems or
challenges that you encountered when you were starting your business? Please enumerate as
many as possible that you can remember.

Interviewee 2: uhmm… hindi ko na kasi maysado matandaan eh peroo uhmm… siguro isa sa
problema nung sinisimulan ko yung business ko is kung saan ako kukuha ng capital para ipang
bili ng sasakyan na ibebenta ko, so ang ginawa ko ay lumapit ako sa parents ko tapos kinausap
ko sila if pwede ba muna abonohan yung unang car na bibilhin ko then ibabalik ko rin sakanila.
Syempre hindi sila pumayag ka agad since bata palang ako non, and natatakot sila kung anong
mangyari sa pera, pero ayun buti naman at napilit ko rin sila. Ayun din yung age ko pala isa sa
mga problems sa pagsimula ko ng business, kasi nasa mga… ilang taon naba ako nun? Ahh 17
years old na pala ako nun. So mejo bata pa ako nun and parang hindi pa ako masyado
pinagkakatiwalaan ng malaking pera, kaya nahirapan talaga ako pilitin parents ko. So ayun mejo
natagalan bago ako nakapag simula nung buy and sell ko. Isa pang problema is yung sa
paghanap ng maayos na sasakyan, syempre kasi used cars na yung bibilhin eh, so kailangan
talaga iexamine ng maayos, kung may mga gasgas ba, if original parin ba yung parts or may
pinalitan, pati yung mileage syempre baka sobrang laki na nun… mga ganon, tapos syempre pati
yung model kung bago ba sya or luma na. Kaya ayun mejo matagal tagal din bago ako
nakahanap ng sasakyan. Once nakahanap naman na ako ng sasakyan and binili kona, syempre
maghahanap nanaman ako ng buyer… ehh ang kaso nga lang is hindi naman kaagad
nebebenta yung sasakyan, well minsan mabilis sya mabenta, like within a week or a few weeks
nabebenta kona sya, kaso minsan matagal mabenta, umaabot pa ng ilang buwan. Kaya ayun
habang hindi pa nabebenta yung sasakyan kailangan ko imaintain, alagaan, at linisan palagi para
maganda parin sya. Marami pa eh kaso hindi kona matandaan…

Interviewer: okay na po yung sagot nyo kung hindi nyo na po matandaan yung iba. Punta
naman po tayo sa sunod na questions. So did you ever encounter any challenges due to a lack of
experience and knowledge on how to start your business? If yes, how did the lack of experience
and knowledge affect the process of your business startup?

Interviewee 2: ahh oo… syempre 17 years old palang ako nun and wala akong idea kung paano
ba magsimula ng negosyo. Lalo na hindi ko alam kung ano ba ang dapat gawin kapag
magsisimula ng negosyo. Kaya nahirapan talaga ako sa pagsimula nung business ko, hindi ko
alam kung ano ang mga need ko malaman. Buti nalang mejo basic lang yung negosyo ko kasi
buy and sell lang eh, so kailangan ko lang maging maalam sa mga sasakyan para maganda yung
mabili ko… so ang ginawa ko is ayun nagtanong tanong ako kung ano ba ang mga need ko
malaman sa mga sasakyan. Nanonood din ako sa youtube at sa social media ng mga videos
tungkol sa sasakyan. Yung mga kakilala ko rin malaki rin silang tulong kasi sila rin yung nagturo
sakin nung mga ibang bagay na kailangan ko malaman tungkol sa sasakyan.

Interviewer: ohh buti naman po may mga kakilala po kayo na nakatulong sainyo. Sa next
question naman po tayo. Did you ever encounter any challenges due to the government or
institutional barriers? If yes, how did these government barriers affect the process of your
business startup?

Interviewee: online lang yung business ko and buy and sell lang naman sya, so wala ako
masyadong problema sa government barriers. Siguro yung isa lang is yung paglipat ng name
nung name ng owner ng sasakyan, syempre since nabenta kona yung sasakyan and hindi na ako
yung owner non, kailangan ilipat na yung ownership sa buyer, kaso ang tagal ng process ng
transfer of ownership, minsan pabalik balik pa ako sa LTO kasi kulang kulang at iba iba yung
sinasabi nila sa akin.

Interviewer: ahh ang hirap naman po nun pabalik balik kayo. Pero eto po last part na po ng
interview. Dito po ang itatanong naman po namin is yung mga actions na ginawa nyo or mga
resources na ginamit nyo para makatulong sa challenges na naexperience nyo. So question po is
What specific actions or strategies did you take to overcome each of the challenges you
mentioned earlier?

Interviewee: hmm… yung sa capital, nabanggit ko naman kanina, ang ginawa ko is parang
nagpa abono muna ako sa parents ko, hindi ko alam kung utang ba tawag don HAHAHA, utang
siguro. Umutang muna ako sa parents ko ng pang bili ko ng sasakyan, then binalik ko sakanila
ng part by part, kasi syempre need ko ulit bumili ng bagong sasakyan after ko mabenta yung una.
Tapos yung sa age ko naman, syempre since bata pa ako non, parang ang hirap pa ako
pagkatiwalaan ng parents ko para pautangin, tapos yung sa buyers ko naman matatanda so baka
isipin nila hindi ako credible or pwede nila ako lokohin. Kaya ang ginawa ko don is pinakita ko
sa magulang ko na kaya ko gawin yung business na gusto ko gawin, pinakita ko na responsable
ako and hindi ko gagastusin sa kung ano ano yung pera. Sa buyers naman syempre nag aral ako
tungkol sa mga sasakyan para alam ko kung ano yung mga sinasabi ko sakanila and alam ko rin
yung mga tinatanong nila sa akin. Nag aral ako para maging credible sakanila, and para rin hindi
nila ako maloloko if ever man may plano sila. Yung sa paghanap naman ng sasakyan na bibilhin
ko, since wala ako masyado alam sa sasakyan, ayun nag aral ako ng mga sasakyan, nanood ako
sa youtube at social media ng mga videos ng mga nagbubuy and sell din ng sasakyan para
malaman kung ano ba talaga ang mga need ko malaman at hanapin kapag bibili ako ng sasakyan
para hindi panget at hindi rin ako maloko. Tapos nagtanong tanong din ako sa mga kakilala ko na
mahihilig sa sasakyan. Don naman sa paghahanap ng buyer dalawa lang ang ginagawa ko don eh
pinopost ko sa facebook market place tapos or nagtatanong ako sa mga kakilala ko kung may
kakilala ba silang naghahanap at gusto bumili ng sasakyan. Minsan naman don sa old buyers ko
sila tinanong ko kung interested ba sila or if may kilala ba silang interested. Don naman process
ng pag transfer ng ownership, ang ginawa ko is minamake sure ko na kumpleto na palagi yung
mga requirements na kailangan, and syempre inalam ko rin yung process and requirements para
hindi na ako pabalik balik.

Interviewer: Oh ang dami nyo naman pong inaral para sa business nyo HAHAHA.

Interviewee: HAHAHA oo.

Interviewer: nasagot nyo na po kasi yung iba naming tanong kaya proceed na po tayo sa last
question. Anong advice po ang maibibigay nyo para sa mga aspiring young entrepreneurs natin
na gusto magstart ng own business nila?

Interviewee: Siguro ang isa sa payo na mabibigay ko sakanila is wag nila hayaan yung age nila
para pigilan yung dream nila na magstart ng own businesses nila. And if wala sila masyadong
alam sa pagstart ng negosyo, then aralin nila, kasi ang accessible na ng mga information dahil sa
internet and kaya na natin mag research and hanap ng information about sa mga ganito, katulad
ng ginawa ko, nanood lang ako sa youtube and social media ng mga videos para malaman ko
kung ano yung mga need ko gawin. Overall siguro ang gusto ko sabihin is that hindi madali
magstart ng business pero ituloy parin natin yung dream natin and aralin lang natin.

Interviewer: ohh okay we will keep that in mind po if ever we will start our own business po.
This ends our interview na po pero before we end po, ask ko lang po sana if may additional
experiences pa po kayong gusto ishare?
Interviewee: ahh wala na.

Interviewer: sige po, thank you very much po for participating sa interview namin! Malaking
tulong po yung mga sagot nyo sa interview para matapos yung research namin.

Interviewee: your welcome! If ever need nyo pa ng ibang participants, message nyo lang ako
para matanong ko mga kakilala ko.

Interviewee: ohh okay sige po, we will do that po, thank you po ulit!

END OF INTERVIEW

​
(INTERVIEW 3)​
Interviewer: Kindly introduce yourself, please state your name, age, pronouns, and occupation.
You may opt to use a pseudonym instead of your real name if you find that more comfortable.

Interviewee: Ah, hello, ako si Ivan. Twenty-two years old ako, he/him yung pronouns ko, tas
currently, third year student ako sa Mapúa University.

Interviewer: Can you please tell us something about the history of your business, such as the
name of your business, your age when you started it, its location, year of establishment, product
or services offered, your inspiration to start, and the steps you took in order to start your
business?

Interviewee: Yung business ko po, ano, sizzling food siya. Gostoso Sizzling yung pangalan. Mga
20 or 21 ako nung nagsimula, kaya medyo bago pa lang talaga. Nandito lang siya sa Malabon,
tapos nagsimula kami noong 2023. Ang mga binebenta namin, mga sizzling meals—sisig,
porkchop, chicken, ganun. Basta sizzling, 'yun yung focus talaga. Yung inspirasyon ko, siguro
yung parents ko kasi parehas silang may negosyo, so parang lumaki ako na ganun yung nakikita
ko. Kahit na civil engineering yung course ko, nagustuhan ko pa rin yung idea ng pagkakaroon
ng sariling business. Tapos yung mga tropa ko rin, yung iba may business na, so parang
na-engganyo rin ako. Mahilig din kasi akong gumala, tas one time, habang nagroroadtrip kami
ng tropa, may nadaanan kaming nagbebenta ng sizzling porkchop. Ang laki nung serving, as in
parang kasinlaki ng kamay. Tapos hilig ko rin talaga yung pagkain, kaya ayun, pumasok sa isip
ko, “Eh ‘di kaya kung pagkain gawin kong business? Kasi parang panalo ‘to, kasi lahat ng tao,
kakain at kakain talaga.” Doon na siya nagsimula.

Interviewer: Hahaha natawa ako sa sinabi mo, pero totoo naman eh. Lahat ng tao talaga
kumakain, so ang food business, never naluluma. Anyway, bago tayo tumuloy, quick info
lang—this interview will consist of ten questions na naka-categorize into three main topics.
Mostly tungkol ito sa opinions, views, and experiences mo, so walang tama o mali, chill lang.
Sagot ka lang ayon sa alam at naranasan mo.

Interviewee: Sige, go lang!

Interviewer: So ngayon naman, uhm, gusto ko sanang malaman, ano yung mga challenges o
mga pagsubok na hinarap mo nung nagsisimula ka pa lang sa business mo? As in nung umpisa
pa lang talaga.

Interviewee: Okay, challenges. Ano… siguro yung ano, una sa lahat of course is yung capital.
Like, although may support naman ako galing sa parents ko syempre iba pa rin yung ano eh…
pa’no ba… siguro kasi from the start sabi nila sa’kin, "Tutulungan ka lang namin sa simula pero
ikaw bahala diyan," ganun. Na tinuruan nila ako na tumayo sa sariling paa sa paraan na, yung
tipong ako pa rin magde-decide kung anong klaseng business yung gusto kong gawin tsaka yung
management non bale. Tsaka syempre nahiya naman ako sa parents ko so di rin ganun kalaki
yung hiniram ko from them. Bale majority nung capital ko ay nanggaling talaga sa loan ng bank,
pero even that ano… mahaba habang process din nilakad ko for that. Second siguro is yung mga
ano… iyong mga proseso tsaka pamamalakad? Kasi nag-start ako ng business na ‘to honestly
kasi gusto ko lang makakain ng masarap ahahhahah So kumbaga, kumbaga ano need ko pa siya
aralin talaga like sa YouTube… tapos um-attend attend ako nung mga food expo, ganun.

Interviewer: Hmm, gets. So, uhm, what are these problems all about? As in, like, ano talaga
specifically yung mga naging problema mo?

Interviewee: Problems about… ayun sa ano, kumbaga investment talaga, yung capital mismo na
pambili nung mga raw materials, tapos pang-transpo pa, tsaka ayun! Pambabayad ko pa sa mga
tao kasi syempre ‘di naman to one man team eh. Mahirap pag ganun.

Interviewer: Okay, uhm, how have these challenges or problems affected the process of your
business startup? Like, nakaapekto ba siya sa daloy ng negosyo mo noong nagsisimula ka pa
lang?

Interviewee: Siguro ‘yun nga, dahil wala namang nagturo sa’kin—I mean may business yung
parents ko pero hinayaan nila ko—like binigay na nila sa’kin yung tiwala na magagawa ko yung
gusto kong business. Siguro kapag may tanong ako, sila yung lalapitan ko kasi alam ko matagal
na sila sa mundo ng business so masasagot nila yung mga tanong ko. Pero at first I’d say na
medyo nadiscourage ako. Ganun naman talaga ‘di ba? Kapag may gusto kang simulan tapos
hindi mo alam kung saan ka magsisimula. At first kasi nga bukod sa ang hirap-hirap isipin na
andami mong need gawin to reach there—the goal. So medyo nagka-delay siguro minsan? Kasi
nga napaisip din ako from time to time if tama ba ‘tong ginagawa ko. Tas hindi naman connected
yung course ko dito so parang start ka uli sa simula na ang daming need alamin at aralin para sa
business. Ayun.
Interviewer: Naka-encounter ka ba ng challenges dahil sa kakulangan ng financial resources?
Kung oo, paano nakaapekto ‘yon?

Interviewee: Oo naman. ‘Yun nga ‘gaya ng sinabi ko kanina ‘no? Feel ko… sa totoo lang lahat
ata ng business owner nararanasan ‘yun at one point. ‘Yung di mo alam sa’n kukuha ng pera,
pero at the same time kasi mapapaisip ka na andami ko ng nagastos ngayon pa ba ko titigil? So
‘yun talaga. Talagang may delay minsan. Kunwari yung akin noon mga lagpas 1 month siguro
nakatengga yung mga materyal. Yung mga utensils ganun, gaya nung sizzling plates tsaka yung
mga mantika mismo. Ayun, tagal nun nakatengga ‘tas cinontact ko na yung pinagbilhan ko sa FB
kasi plano ko na sana refund. Grabe ‘yun time na ‘yun.

Interviewer: Naranasan mo rin ba yung mga challenges dahil sa kakulangan ng experience or

knowledge? Kung oo, paano nakaapekto sa’yo?

Interviewee: Oo naman. Sa business wala naman madali. ‘Di totoo yung ano—yung sinasabi ng
mga… sino ‘yun? Si kangkong chips ba yun? Na sipag lang ganun. Minsan kasi ano—si Josh
Mojica, ayun! ‘Di ba? Napapanood mo ba sa TikTok ‘yun? Nagsasalita siya tungkol sa pagiging
business-minded pero sa totoo lang kahit may sipag at tiyaga ka darating at darating din yung
oras na mapapa-ano ka… maiisip mo “Saan ba ko magsisimula, ‘di ko naman ‘to pinag-aralan
eh. ‘Di naman ako business course, wala ‘tong connect sa pinag-aaralan ko.” So… talagang
made-delay ka. Tsaka start from the scratch talaga na kailangan mo mag-aral na related sa
gagawin mong business, from costing, to permits, to menu, lahat talaga,siyempre kailangan may
knowledge ka doon.

Interviewer: Sa government side naman, may mga na-encounter ka bang challenges? Paano
nakaapekto ‘yun sa proseso?

Interviewee: Sa government ba? Kung government siguro sa pagpila lang. Mahaba haba kasi
yung pag-register nito eh… nitong ano… restaurant. Pabalik balik, ano, talagang babalik ka…
ako ‘nun mga 2 beses ata kasi naabutan din ng cut-off eh. Sa mga BIR, ayan, meron pa munang
Barangay clearance yan tapos sa ano… sa mayor? Sa municipal. Pero tumingin lang din naman
ako sa online ng mga tips kaya siguro pwede na rin mas mabilis na. Ayos naman. Mahal lang
siguro kasi maglalabas ka talaga ng pera kasi kailangan ‘yan eh. ‘Di ka pwedeng basta-basta
magbukas tapos magbenta lang. Delikado at huhulihin ka niyan baka ma-Raffy Tulfo pa nang
wala sa oras—mapano pa tayo. Hahhaha

Interviewer: Hahaha oo nga. So with all these challenges, anong specific actions o strategies
yung ginawa mo para ma-overcome lahat ng ‘yan?

Interviewee: Yung problema ba? Yung sa puhunan? Ah… siyempre kahit may ipon ako kahit
unti, siyempre kulang pa rin ‘yon so ayun nga umutang muna—nag-loan muna ako nun sa BPI
kasi ayaw ko kasi nung nangungutang ako sa mga kamag-anak kasi ayoko rin na may personal
na pressure tsaka ‘di ko naman sigurado nun kung ano magiging ano—kung ano mangyayari sa
hinaharap—sa business ko ‘no. Kaya maigi nang nag-decide na lang ako nun na sa banko na lang
para at least ‘di masyado mabigat tsaka legal, maayos, tsaka clear ang terms. Malaki-laki din kasi
yung pera na inutang ko kaya ayun. Tapos nag-research ako—as in gabi-gabi nanonood ako ng
vlogs ng ibang food entrepreneurs. Nagbasa ako ng mga business articles. Tapos, umattend din
ako ng seminars at food expos para kahit paano, may idea ako sa mga trend at management style.

Interviewer: So, what specific resources—like tao, tools, programs, platforms—yung pinaka
tumulong talaga sa’yo para ma-overcome mo yung mga sinabi mong challenges?

Interviewee: Sa people unang-una diyan of course yung kapatid at tropa ko ‘no? Kasi nabanggit
ko sa kanila yung idea ko na mag-business bago ko pa simulan yung mga seminar, workshops,
tsaka yung expo expo ko sa… sa food expo. Sila talaga yung nagtulong sa’kin na ma-kumbaga
ba ma-bring to life ko yung idea ko na magka-restaurant na nagbebenta ng sisig, ano pa ba?
Steak, basta sizzling kasi mahilig din kami diyan nung bata pa lang kami. Dahil nga siyempre
parang kinalakihan namin yung pagkain parang… siya nagsabi kung maalat ba? Kulang ba ng
toyo o ano yung recipe o masyadong dry. ‘Yun. So, yung kapatid at kaibigan talaga kasi sila yung
sumasama sa akin sa mga pinupuntahan ko tsaka tinutulungan nila ako sa feedback. Tapos sila
rin yung moral support ko, lalo na pag nagkakaroon ako ng doubt. Sila yung nagbabalik ng drive
ko.Nasagot ba yung tanong mo? Tama ba?

Interviewer: Yes, yes, oo! Super helpful. Uhm, next is, looking back, if ever, ano sana yung
ginawa mong iba during the early stages ng business startup mo?

Interviewee: So… hm. Hm. Sigurado yung pag-invest. Yung pag-iipon nung mga—ilang taon
ka na ba?

Interviewer: Uhm… kaka-19 lang po.

Interviewee: Ah ayun nung siguro high school to early college ako siguro sana nag-ipon-ipon
ako talaga. Uso kasi yung bilyaran eh kaya medyo napadalas doon haahhaha Pero definitely
mag-se-save ako ‘no para siguro ‘di ko na sana kinailangan humiram ng pera o nakaabala sa iba.
‘Yun.

Interviewer: Okay, last question! What advice would you give sa mga young or aspiring
entrepreneurs—like ako, at sa ibang kabataan—based on sa mga experience mo sa business?

Interviewee: Ah! siguro… wag kang matakot. Ano, wag ka maniwala sa mga nagsasabi na
“mahirap ‘yan! Wag ‘yan! Ganito na lang… or hindi mo ‘yan linya,” kung gusto mo talaga,
pagtrabahuhan mo. Kasi ikaw—alam mo ‘yun? Ikaw lang nakakaalam nung gusto mong
mangyari sa business mo eh. In the first place ‘di mo naman maiisip ‘yan na itayo ‘yan kung…
kumbaga ba ano… kung walang nagsabi? Wala bang—hindi mo napansin naobserve na
kailangan siya o hinahanap-hanap ng tao. So definitely ‘no? Magtayo ka ng business na gusto
mo, kasi ikaw lang talaga makakaramdam kung ano yung gusto mo at kung ready ka na. Pero
siyempre, dapat may plano ka rin. Hindi pwedeng puro passion lang, pero syempre wag
kalimutan na dapat ano, realistic pa rin kumbaga may preparation, tsaka dapat willing kang
matuto kahit hindi mo background. Sa totoo lang, kahit bata ka pa, pwede ka na magsimula basta
handa ka.

Interviewer: Ayun po! Salamat talaga sa oras mo at sa pag-share ng story mo po, kuya Ivan.
Super insightful lahat ng sinabi mo at helpful sa amin. Good luck sa Gostoso Sizzling—parang
gusto ko tuloy tikman yang tinitinda niyo lalo na yung porkchop mo. hahhahah

Interviewee: Hahaha Tara anytime! Libre kita pag dumaan ka sa Malabon. Salamat din at sana
makatulong to sa inyo!