Received: 10 Feb 2022 │ Accepted: 8 Feb 2022 │ Published: 29 Jul 2022

International Peer Reviewed Journal

Vol. 51 · January 2023 JPAIR Multidisciplinary Research Print
Volume ISSN 2012-3981
49 (July 2022)
DOI: [Link] Online ISSN 2244-0445
DOI: [Link]

Documented Experiences among

Food Service Businesses towards
Future-Proofing the Industry
ELOIZA LOREN E. BAHILLO
[Link]
eloizabahillo@[Link]
Bicol College, Daraga Albay, Philippines

THERESA T. NASSER
[Link]
Theresatabuenanasser@[Link]
Bicol College
Daraga, Albay, Philippines

Originality: 100% • Grammarly: 100% • Plagiarism: 0%

This work is licensed under a Creative Commons

Attribution-NonCommercial 4.0 International License.

ABSTRACT

Food service businesses such as restaurants and catering services

encountered challenges during and after the COVID-19 Pandemic. This quasi-
phenomenological qualitative research approach documented the idiosyncratic
experiences of Food Service Business Owners and Managers during the
COVID-19 Pandemic, determined the challenges encountered by the Food
Service Business Owners and Managers, identified the measures implemented
by Food Service Industry during and after the COVID-19 Pandemic, and a
recommended future-proofing framework in the Food Service Business. The
researcher interviewed the selected Registered Food Service Businesses in the

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economic center of the Second District of Albay, Philippines using an open-

ended interview questionnaire and presented a consent form to the participants
for it to be recorded and documented. Scrutinized data have determined that
the point of view and experiences of the Food Service Business Owners and
Managers were relatively comparable. Consequently, Food Service Business
Owners and Managers would always be willing to adjust to the current situation
or to any business disruption that may occur, particularly on the demands of
their customers, by adopting the technological trends, which means having a
digital platform to continuously cater to their queries and orders.

Keywords — Business and Management, food service business, future-

proofing framework, COVID-19 pandemic, business disruption, quasi-
phenomenological qualitative, Philippines

INTRODUCTION

Food-related business is a good choice to have an abundant amount of

income, mainly before the occurrence of the COVID-19 Pandemic. The food
service industry in the Philippines is expanding at a 4.5% CAGR (Compound
Annual Growth Rate) during the foreseeable timeframe (2019-2024). The
Philippines’ food service business witnessed continued growth in sales because of
a healthy economy in recent years and an increase in the number of restaurants.
Additionally, the number of restaurants expanded because of a rise in the
frequency of eating out, which was affected by rising prosperity, busier lifestyles,
a preference for convenience, and the arrival of several foreign brands into the
Philippine food service market. Furthermore, the Philippines’ growing number
of value-conscious customers who are eager to try out new eateries with a variety
of menu options, including interesting international and local cuisines, as well as
those that could accommodate a busy lifestyle, will likely continue to drive this
market in the future (Dublin, 2019).
Food Service Businesses such as restaurants and catering services encountered
challenges during and after the COVID-19 Pandemic. Both small and large
businesses were demanded to change the way they operate their businesses. In
the article “Restaurants and COVID-19: Challenges and Changes affecting
the industry,” with that challenges like new risks as they follow a new safety
measure protocol, Supply shortages if the usual products that they use are out of
stock, Limited staff as required to operate at 50% capacity only, consequently,

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with these challenges they were able to adjust considering the delivery and
carryout, however, it added on their supply costs because of the packaging for the
condiments and other foods. Furthermore, the best way to adjust to a challenging
situation is to make the best of it (Previsor, 2020).
Recalling what happened before, according to the Provincial Tourism
and Cultural Affairs Office (PTCAO) in Albay, the tourism sector has been
severely hit by the coronavirus disease (COVID-19) pandemic but was able to
recover leisurely. In addition, As stated by the PTCAO chief, the government’s
declaration of community quarantine rules as a health measure to limit and
prevent the spread of the virus resulted in PHP500 million in losses for the
province’s tourist and hotel industry during the first half of the year. Recognizing
data from the previous year, the office reported that during the first half of 2019,
roughly a million local and foreign visitors arrived, spending PHP499 million
on travel services, accommodation, and dining. According to the Department of
Trade and Industry (DTI) in Bicol, various businesses claimed revenue losses of
almost PHP5.4 billion because of the region’s temporary shutdown owing to the
expanded community quarantine (ECQ). According to the regional director of
DTI, 61,522 out of the 75,000 registered businesses in Bicol were closed because
of the ECQ from March 16 to April 30, 2020. 139, 321 people were temporarily
out of work because of the two-month lockdown, while only 14,000 of the
previously stated crucial and essential businesses involved in the distribution of
power, water, food production and distribution, banking, and health services
were allowed to continue operating (Serrano, 2020).
The key factors remain in the industry, not just by considering competitors
and the present trend, but as an owner and manager, one would also consider
the possible contributions of it to the economy, community, and the future
business maneuver. In the article of Katigbak (2022), future-proofing could
imply investing in measures that make you adaptive enough to expand as needed
for yet unknown events and opportunities. In addition, it also means making
sure that something does not become obsolete. It means to be ready for things
beyond the here and now. Moreover, as a result, industries and professionals
need to make investments to ensure the future viability of their offerings. The
emphasis for several years was on enhancing the current services and skills. After
all, as technology has advanced and business demands have increased, there is
increasing focus on the future. Customer demands will increase as technology
develops, and business operations will become more complex. In having the skills
to advance into more difficult roles in the future, professionals should be fully

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equipped to fulfill the tasks and responsibilities of their current positions. It’s all
about being resilient, as well as innovative and forward-thinking.

FRAMEWORK

To direct and assist the study, the study is supported with certain theories.
These were utilized to interpret and validate the replies of the Food service
businesses with various levels of experience, to explain relevant variables, and to
analyze the study’s goal.
To direct and assist the study, the study is supported by certain theories.
These were utilized to interpret and validate the replies of the Foodservice
businesses with varying levels of experience, to explain relevant variables, and to
analyze the study’s goal.
The first theory that guided the researcher’s study was Schumpeter’s Theory
of Creative Destruction by Joseph Schumpeter; during the Pandemic the
majority of businesses were affected and closed their business momentarily, also
considering the decline of the economic status. The idiosyncratic experiences of
the Food business owners and managers made them more creative and innovative
in sustaining their business operations. In addition, the use of digital platforms
made them switch to it so they could constantly communicate and serve their
customers. The profit motivation drives entrepreneurs to develop new goods
and technology with the intention of improving their circumstances. In the
marketplace, new products and services, businesses, and sectors compete with
established ones to win customers by providing lower prices, superior functionality,
novel features, eye-catching styling, quicker service, more convenient locations,
higher status, more aggressive marketing, or more appealing packaging. Another
seemingly incongruous feature of creative destruction is how the pursuit of one’s
interests sparks advancement that benefits society as a whole (Alm & Cox, n.d.).
The second theory that guided the researcher’s study was Schumpeter’s
Innovation Theory of Business Cycle by Joseph Schumpeter; the pandemic
brought numerous challenges to everyone, especially in the Food Service Industry,
since the gatherings were limited and there were protocols that needed to be
followed. Many people created their businesses, such as takeout and delivery
orders, on a lower and more affordable price and packages; thus, it challenged the
established Food service businesses to lower their prices and compete with the
new ones. Consequently, they were forced to anticipate new ideas and inventions
to keep up with the competitors. Five innovative techniques that will help your

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company succeed are as follows: the launch of a new product, the adoption of
a novel production technique, the opening of a new market, the search for new
sources of raw materials or partially manufactured goods; and reorganization of
a company’s production procedures. Innovations are entrepreneurs’ commercial
implementations of their inventions (Kumar, 2020).
The third theory that guided the researcher’s study was the Rational
Expectations Theory by John F. Muth (1961. With all the idiosyncratic
experiences and challenges encountered by the Foodservice businesses, they have
practiced and followed specific measures to steadily open their business during
the peak of the pandemic. In addition, the Food business owners became more
connected with their businesses; hence they could not be as complacent as before.
Furthermore, they always anticipate what will happen next in the Foodservice
industry; therefore, they are committed to what will happen now in the future.
In macroeconomics, the rational expectations theory is a theory and modeling
approach that is frequently applied. In the theory, people make decisions based
on three main considerations: their human rationality, the facts at hand, and
their prior experiences. Moreover, according to the concept, people’s current
expectations for the economy have the power to directly affect how the economy
will develop in the future. Contrary to popular belief, government policy has
little bearing on financial and economic decisions (Tardi, 2020).
The study’s paradigm is described below to help you comprehend the
study of Documented Experiences among Food Service Businesses towards
Future-Proofing the Industry.

Figure 1. Paradigm of the Study

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OBJECTIVES OF THE STUDY

The main objective of the study is to document the experiences among

the Food Service Businesses towards Future-Proofing the Industry. Specifically
aims the following (1)to identify the idiosyncratic experiences of the Food
Business Owners and Managers during the COVID-19 Pandemic along with
production and operation management, sales and marketing management,
finance management, human resource management, technology adoption, (2)
to determine the Challenges encountered by the Participants along the above-
mentioned variables, (3) to identify the measures implemented by Food Service
Industry during and after the COVID-19 Pandemic along the above-mentioned
variables, and (4) to recommend a Future-Proofing Framework in the Food
Service Business.

METHODOLOGY

Research Design
The researcher used a Quasi-Phenomenological Qualitative Research
Approach, a type of approach that aims to comprehend and characterize a
phenomenon’s fundamental elements. By putting the researchers’ previous
notions about the phenomenon on hold, the technique looks into how people
interact with the world on a daily basis. In other words, phenomenology research
investigates actual events to learn more about how people interpret them, as well
as to trace what accurately occurs in the study regarding its variables. It was used
in determining and explaining the data and to consider the answers given by
the participants while gathering and analyzing the interview answers; hence, it
is scrutinized, documented, and verified. The focus of this study is Document
the Experiences among Food Service Businesses towards Future-Proofing the
Industry.

Research Site
The study was conducted in the Province of Albay, Philippines specifically
in the Economic Centers of the Second District of Albay. The Researcher chose
to study Legazpi City and the Municipality of Daraga because the most known
Registered Food Service Businesses can be found that cater both onsite and
offsite. This place was chosen to interview the selected Food Business Owners or
Managers from which the researcher has acquired information. As a result, the

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research’s core informants provided the most reliable and accurate results.
Research Respondents
The participants of the study are the selected Food Business Owners and
Managers of Legazpi City and Municipality of Daraga in the Province of Albay.
The chosen participants were the ones who catered both onsite and offsite events,
so they have the most knowledge to share their experiences during a global
business disruption which is the COVID-19 Pandemic.

Instrumentation
The researcher conducted a semi-structured interview with the selected Food
Business Owners and Managers. The interview question was composed of two
parts: Part I Profile of the Participants and Part II Researcher’s Interview Guide.
An Interview Guide was formulated by the researcher after an in-depth
reading based on the instrument and interview used by other related researcher
and is revised to suit the present study. For validity and reliability of the
instrument, which is composed of two parts, was presented to the panel members
during the proposal defense for comments and suggestions.

Sources of Data
The researcher used primary and secondary sources. The primary source of
data was gathered from the responses of the participants, which are the selected
Food Business Owners and Managers of Legazpi City and Municipality of Daraga
in the Province of Albay. The secondary data came from information surfed and
reading materials.

Data Collection
The data gathering was conducted by taking into consideration the
following procedures: a written permit to conduct an interview with the selected
participants prepared and noted by the subject Professor, Adviser, and the Dean
of the Graduate School in Bicol College. The researcher personally interviewed
the Participants with the aid of an interview guide using open-ended questions
from among selected participants and asked permission from the interviewee if
the researcher could record the interview to gather necessary data and to verify
the genuineness of the information from the participants during the face-to-face
interview. Come up with the findings and recommendations out of the reactions
that were gathered, interpret data sets by identifying common responses, and
draw implications of the conclusions and recommendations that were made.

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Sampling Technique
The researcher used purposive sampling wherein the participants of the study
were chosen based on the type of food service business and the audience that they
cater to. Therefore, the total number of participants was based on the legality of
their compliance as Registered Businesses that also have complied with other
requirements such as DTI and Sanitary Permit, whether they cater and serve in
offsite and onsite locations.

Data Analysis Plan

The study used thematic analysis (Braun & Clarke, 2006). This involved
steps of coding and the transcribing of interview tapes. The researcher had the
opportunity to review potential themes that the researcher had first identified by
reading and rereading transcripts. The second level of analysis involved a review
of these original codes. When creating overarching motifs and higher-level sub-
themes, the researcher gave considerable thought to how to preserve the diversity
of the original codes. The research questions focused on the Documented
Experiences among Food Service Businesses towards Future-Proofing the
Industry, filled in the process.

RESULTS AND DISCUSSION

The data are presented thematically below, followed by cross-referencing

based on the literature review and the implications of each outcome to the
overall course of the targeted issue. Four (4) theme topics were offered based on
the transcript of the phenomenological study: (1) The COVID-19 Pandemic:
The Food Business Owners and Manager’s Idiosyncratic Experiences, (2) The
COVID-19 Pandemic: Challenges encountered by the Food Business Owners
and Managers, (3) The Measures implemented during and after the COVID-19
Pandemic in the Food Service Industry, and (4) The Future-Proofing Framework
in the Food Service Industry.
This theme outcome is broken down into five (5) sub-variables in the
objectives: (a) Production and Operation Management, (b) Sales and Marketing
Management, (c) Financial Management, (d) Human Resource Management,
and (e) Technology Adoption.
The interview transcript from the researcher’s semi-structured interview

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served as the basis for this thematic outcome.

Part 1: The COVID-19 Pandemic: Food Business Owners and Managers’
Idiosyncratic Experiences

A. Production and Operation Management

Production focused on ordering and buying the supplies, assigning the personnel in the
kitchen and service area, food preparation, and food service and food delivery.
Along with Ordering and buying the supplies, most of the participants have
the same point of view of their experiences, such as having difficulty buying
goods both at the mall and wet market because of the long line and limited
stocks. In Assigning the Personnel in the Kitchen and Service area, since it was the
peak of the pandemic, a few of the participants mentioned that their way was by
shifting the staff and assigning them half of their normal duty days since it was
needed to skeletal scheduling. In Food Preparation, each participant gave out their
insights; a participant shared that they were able to avail of same-day delivery of
fresh goods from the mall and at the wet market. Lastly, in Food Service and Food
Delivery, most of the participants had done the same routine, such as disinfecting
the service car before and after delivery and chose to avail and partner with their
preferred delivery.

Operation Management Focused on Planning, Organizing, and Supervising

In Planning an event or function both onsite and offsite, many participants
planned preparation of the needed ingredients, utensils, cloth, seating capacity
for social distancing, and manpower loading. In Organizing an event or function
both onsite and offsite, most participants followed the protocol of having fewer
events and a number of pax and assigned at least one head waiter or supervisor
in each of their events. Lastly, in Supervising an event and function both onsite
and offsite, just a few participants have shared their experiences in supervising
the events; hence they have said that as the owner, they also supervised the events
and doubled checked all the assigned tasks of the waiters. Sales and Marketing

Management

Sales Focused on Catering Sales, Restaurant Sales, and Online Sales

In Sales Management, having their Catering Sales, Restaurant Sales, and
Online Sales in general; for a long time in the food service business, it is just now
that the participants have experienced this kind of unexpected and uncontrollable
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financial crisis.
Marketing Management Focused on Exclusive Deals or Promo, Social Media
Marketing, and Affiliate Marketing
In Exclusive Deals or Promo, many have their own experiences of delivering
it, such as by giving appreciation gifts to regular customers and giving more pax
as a freebie for their loyal and regular customers. While doing the Social Media
Marketing, it was convenient for all of them as they could post on their Facebook
account or page to promote, and most of the inquiries were coming from the
social media platforms. Lastly, in Affiliate Marketing, all the participants did not
have affiliate marketing.

B. Finance Management

Focused on Capital Budgeting, Capital Structure, and Working Capital

In Capital Budgeting many of the participants struggled with their capital
budgeting because it was a type of business’s disruption that was out of control.
For the Working Capital, just a few of the participants entertained this part since
they already mentioned their struggles with their capital budgeting. Lastly, the
Capital Structure was not used by any of the participants.

C. Human Resource Management

Focused on Hiring Staff, Tracking Employee Hours, Running Payroll, Employee

Records, and Business Licenses
In Hiring the Staff, they did not hire anyone because there was no task to be
worked on. Contradictorily, a participant hired those who have an experience
with the food business and is willing to accept and train PWDs (Persons with
disability) and working students. In Tracking the Employee Hours, they also have
dissimilar experiences as a participant did not track hours; instead, they assigned
them with a specific time of coming to work, and on the other hand, a participant
implemented an early out of their employees if there was no event or function.
For the Running of Payroll, many participants have mentioned that they have
reduced their salary. For the Employees Records, just a few of the participants have
mentioned that they just required an employee record for their regular staff, such
as requiring a resume, community clearance, and a vaccination card. Lastly, for
the Business Licenses, a certain number of participants have shared their different
experiences in applying for or renewing their business licenses as a participant said
that there was no difference prior to and during the pandemic, and a participant
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also said that the LGU’s (Local Government) have been lenient and easy.
D. Technology Adoption

Focused on Mobile Applications, Website, Digital Platforms, and Online Payment

Methods
In Mobile Applications, none of them have a mobile application. While for
the Website, just a limited number of participants had them as its purpose is
for the packages and menu and pictures of the foods and venue. On the other
hand, all the participants had an advantageous experience in using the Digital
Platforms, which were on Facebook-Page and Messenger. Additionally, a few of
the participants have also considered the use of Viber, Instagram, and Email.
Lastly, the implementation of the Online Payment Method; was also useful and
convenient both for the owner and the customer.
Ruggieri (2018) concluded that the current study emphasized the function
of business platforms in advancing novel value proposition models and mediating
between supply and demand, supporting the ongoing shift to the digital economy
in this way. The author’s multiple-case analysis provided empirical support for
some common patterns and characteristics of this sort of business that were, in
some cases, already mentioned in the literature.

Part 2: The COVID-19 Pandemic: Challenges encountered by the Food

Business Owners and Managers

A. Production and Operation Management

Production focused on ordering and buying the supplies, assigning the personnel in the
kitchen and service area, preparation of the food, and food service and food delivery.
In Ordering and Buying the Supplies, the participants’ challenges were
comparable. They have encountered various challenges, such as price increases
of the goods and commodities, and the clients refunded and canceled their
events; hence they were challenged about it since no one even booked an event
or function. In Assigning the Personnel in the Kitchen and Serving Area, a few
of the participants have stated that the first challenge or issue with it was the
transportation of their employees, and some of the staff resigned due to the
difficulty of transportation at that time, hence without them, it would be difficult
on their end to assign or re-assign the personnel. In Preparation of the Foods, a
few of them shared their challenges. A participant had difficulty finding fresh

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meat at the market since many of the consumers opted to buy canned goods at
that time. Lastly, in Food Service and Food Delivery, a couple of the participants
shared their challenges, likely the price increase of gasoline and the same food
service businesses owner they were not able to increase the menu since it was still
pandemic time.

Operation management focused on planning, organizing, and supervising.

In Planning for the events and function, the participants encountered different
challenges, such as planning for the seating capacity. Another challenge for a
participant was the on-calls who would not show up after making a plan of their
assignments and tasks. In Organizing the events and functions, the participants
also shared different challenges that they encountered likely. A participant tried to
offer a photo booth for additional activities during the events; however, the result
was they must disinfect the props every after use of the guests, so it added to their
expenses, such as buying a Lysol. Lastly, in Supervising the event or function, the
participants had certain and dissimilar challenges as a participant sentimentally
shared that they had experienced a covid-scare at one of their events which few of
their employees were exposed to that event even so, that the client had supported
the employees that could not come to work.

B. Sales and Marketing Management

Sales Focused on catering sales, restaurant sales, and online sales.

In Catering Sales, Restaurant Sales, and Online Sales, the participants were
challenged since there were no events at that time, so there were no income and
negative sales.

Marketing focused on exclusive deals or promo, social media marketing, and affiliate
marketing.
In having Exclusive Deals or Promo, the participants did not share any
challenges since it was executed well. However, for Affiliate Marketing, they have
not applied it in their business yet. However, in Social Media Marketing, few
participants had their situation, such as fear of scams and the cancellation of
reservations.

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C. Finance Management

Focused on Capital Budgeting, Capital Structure, and Working Capital.

With the Capital Budgeting and Working Capital, the participants shared
their unique challenges such as if a specific client had booked an advance event,
after a month/s of the said event it had an unexpected increase of the goods that
would be used on that event, therefore the management could not be able to
increase the package anymore that was availed of the client, so they have to stick
with their old price.

D. Human Resource Management

Focused on Hiring Staff, Tracking Employee Hours, Running Payroll, Employee

Records, and Business Licenses
In Hiring Staff, the participants did not have any challenges since they did
not need new staff. For the Tracking of Employee Hours, the participants did not
have difficulty since they tracked them through a logbook or biometric; also, for
the Running Payroll, both employer and employee had an agreement regarding
the giving and receiving of their salaries, so they did not encounter any problem
at all. Similarly, with the Employee Records, they did not share any problems
with it because the staff complied with it. Lastly, regarding the Business Licenses,
a participant mentioned that they encountered a delay in the processing of the
requirements. Furthermore, a certain number of participants were challenged
about the yearly increase in payment for the business permits.

E. Technology Adoption

Focused on Mobile Applications, Websites, Digital Platforms, and Online Payment

Methods.
The use of Mobile applications and websites; the participants did not
encounter any challenges since there was just a few participants had these. For
the Digital Platforms, the participants did not encounter any challenges in using
this. Lastly, few of the participants have shared their problem with implementing
the Online Payment Method, likely if a specific application has a delay and has
an error.
In the study of Lögdal and Calissendorff (2018), past studies on digital
platforms and ecosystems are quite thorough and cover a wide range of
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opportunities and difficulties. The author’s research revealed that in addition to

a technological problem, there are organizational and business model issues that
need to be resolved.

Part 3: The Measures implemented during and after the COVID-19

Pandemic in the Food Service Industry

A. Production and Operation Management

Production focused on ordering and buying the supplies, assigning the personnel in the
kitchen and service area, food preparation, and food service and food delivery.
In Ordering and Buying the Supplies, the participants have shared different
ways of their measures such as a participant availed and ordered from an online
grocery of the mall with free delivery, also with the free delivery of vegetables
and fruits from the wet market, and now with the new normal, they have just
maintained it. In Assigning the Personnel in the Kitchen and Service area; during
the peak of the pandemic, most of the participants have assigned their employees
with specific days, such as by MWF (Monday, Wednesday, and Friday) and
TTH (Tuesday and Thursday) and rotation of schedule as well, but now that it
is new normal, they have returned the normal days of their duty days and have
a complete staff and have provided a full service for events or functions with the
waiter. For the Food Preparation, most of the participants practiced necessary
measures both for the safety of the management and customers. Lastly, in Food
Service and Food Delivery, most participants charge mobility charges if direct
delivered by the management.

Operation focused on planning, organizing, and supervising.

In Planning and Organizing the event and function, a few of the participants
have mentioned that they plan ahead of time, such as the manpower and kitchen
preparation, and up to now, they are still doing it. While supervising the event and
function, a participant has shared that they have been consistent in reminding the
staff about the protocols, providing thermal scanners and alcohol at the entrance
during the pandemic, and checking the onsite or offsite through video call.

B. Sales and Marketing Management

Sales focused on catering sales, restaurant sales, and online sales.

In catering sales, restaurant sales, and online sales, the participants gave a
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different insight into their measures.

In Catering Sales, a participant has joined an online community for food
service and became more active on Facebook, and with the new normal, they
just maintained it. Similarly, a participant has shared that for their Online Sales,
they became more active on Facebook and Instagram and opened orders through
messenger. Uniquely, a participant has added for their Catering and Restaurant
sales; they had a takeout station to have an additional source of income, and in
maintaining it, they have reduced their manpower and supplies, controlled the
marketing, lowered the number of pax to be catered, and offered ala carte and
small portions for takeout.

Marketing focused on exclusive deals or promo, social media marketing, and affiliate
marketing.
For the Exclusive Deals or Promo and Social Media Marketing, the
participants had different styles of executing their measures but were relatively
comparable. A participant offered a civil wedding package for fifty pax with
venue decoration and free wine and gave free use of videoke for the senior citizen.

C. Finance Management

Focused on Capital Budgeting, Capital Structure, and Working Capital.

In Capital Budgeting and Working Capital, the participants have different
ways of applying their measures, such as an owner-financed new set of menus and
adapting the trend, and applying it in the present time. For the Capital Structure,
all participants did not have this.

D. Human Resource Management

Hiring Staff, Tracking Employee Hours, Running Payroll, Employee Records, and
Business Licenses.
In Hiring of Staff, many participants mentioned that now with the new
normal, they needed to hire more for their manpower. Additionally, with
Employee Records, they have required a vaccination card. A participant
mentioned that during the pandemic, they did not need new staff. Hence they
have just retained their previous staff. Additionally, tracking of their employee
hours was just the same. Also, the management took care of the blue card and
health cards of their staff, and they have a bookkeeper, but now they are accepting

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on-call waiters again. Relatively, for Running the Payroll, a certain number of the
participants give payment on the day of the duty, especially for the calls, and give
salary and advance payment if needed. Still, with the new normal, they give out
the normal rate on the normal days of the duty. Lastly, for the Business Licenses,
all participants have complied with all the requirements and availed installments
for their permits during and after the pandemic.

E. Technology Adoption
In using Digital Platforms and Online Payment Methods, most of the
participants focused on the use of GCash and Bank Transfers. Also, few of the
participants accepted a credit card and PayMaya payment. While for the Website
just a certain number of the participants had it, and for the Mobile Application,
all the participants did not have it.
Mishra and Tripathi (2020) concluded that throughout the past couple
of years, numerous business frameworks and innovative company models had
been created. The development of new technologies has altered how businesses
operate over time, making the study of business models in digital marketplaces
a crucial topic of study if one wants to operate sustainably in the modern digital
marketplace.

Part 4: The Future-Proofing Framework in the Food Service Industry.

Figure 2. Future-proofing Framework

After all the experiences that the participants have faced, the challenges they

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have encountered, and the measures they have applied during the pandemic
and in the new normal, it is necessary for them to continuously safeguard their
business operations this present time regardless of any business disruption that
might come again. Based on the data gathered from the participants’ responses,
immensely guided the researcher to create a Future Proofing Framework in the
Food Service Industry.
Production and Operation Management; it is necessary to have a reliable
permanent supplier and a well-known substitute supplier. It is also necessary
to have an active and regular food delivery service partner. Respectively, it is
required to have a trusted employee besides the owner to handle the operation
during an event or function.
In the article of Blutstein (2022) titled “Rise of the digital network: Future-
proofing operations against supply chain disruption,” here are some of the
needed tactics that were mentioned by the author; Master planning with traffic
light ratings will strengthen supplier networks, Keep your finger on the supply chain
pulse with warehouse management and a smart factory setup, Optimize production
performance by keeping track of outside pressures, and Take the digital leap to avoid
the ‘butterfly effect’ on future supply chains.
Sales and Marketing Management; generally, implement creative deals and
offer an affordable menu to the clients to boost sales. Considering the peak
season and lean season of the events or function, think of a promotion that will
work on that specific season. Be permanently active on social media accounts and
consistently advertise the business page on social media.
In the article of Khanoria (2022), the author mentioned that businesses
must ensure that their marketing strategies are future-proof because market
conditions can alter at any time. For increasing brand awareness and securing
strategies for the future, a unified marketing approach that combines offline and
online strategies can be effective. Additionally, while posting about the event on
media, the author urged offline readers to go online and utilize a hashtag.
Finance Management; overall, consider the important expenses and have a
record of the expenses. Moreover, always ensure to have a safety budget for every
event, function, and restaurant supplies.
In the article by Lawrence (2022) titled “Future-Proofing Finance: Top
Three Priorities to Build the Finance Team of the Future,” as mentioned by the
author these are three strategies finance managers can use to ensure their team’s
success in the future: Prioritizing technology to attract top talent, Ushering in an
expanded set of data skills, and Harnessing data to advance environment, social

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JPAIR Multidisciplinary Research Volume 49 • July 2022

and governmental (ESG) goals.

Human Resource Management; significantly strengthens the workforce
with determined and experienced workers. Appreciate and give extra credit
to the hardworking employees. Be more organized and prioritize the needed
requirements for the business.
In the article of Coley (2023) titled “Future-proofing the employment
relationship to boost retention,” As mentioned by the author, here are some of
the ways in which the business could practice: Employee engagement, Employee
contracts, Remote working, and global mobility.
Technology Adoption; considerably, balancing the traditional and techy
clients, be more attentive to their demands both offline and online. Consider
more options for online payment. Invest on behalf of the clients by having or
exploring the website and their mobile application community.
In the article by Steinberg (2019) titled “5 Ways Technology Can Help You
Future-Proof your Business,” the author mentioned five significant changes in
the business that technology is expected to bring about in the upcoming years
and how these seismic adjustments might help future-proof your company and
boost output and performance: AI, Analytics, and Predictive Insights, Virtualized
and Mobile Workforce Management, Online Payments, Digital Transactions,
and Automatic Billing, VR and AR Training and Education, and Cybersecurity.

CONCLUSIONS

A business disruption such as a pandemic has ruined the way businesses

handle their maneuver. This study documented the experiences of the selected
Food Service Business Owners and Managers in the Food Industry, focusing
on specific variables, which are (a) Production and Operation Management,
(b) Sales and Marketing Management, (c) Finance Management, (d) Human
Resource Management, and (e) Technology Adoption.
Consequently, the challenges and measures were identified, which
assisted the researcher in recommending a future-proofing framework.
This study has shown that even though strict protocols were given by the
government to all the business establishments they needed to follow during
the peak of the pandemic, business transaction was affected as well. Thus
the results proved how strategic and acquiescent the Food Service Business
Owners and Managers were at that time.
Furthermore, this study has shown that Food Service Business Owners

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and Managers could adapt easily to the business trend. Moreover, the use
of technology helped them in many ways likely, answering inquiries and
accepting orders. Crucially, this study will help future researchers and benefit
the readers by knowing more about future-proofing studies that may secure
the Food Industry in a time of business disruption.

TRANSLATIONAL RESEARCH

Significantly, this documented study will guide the Food Service Business
Owners, Managers, and the Food Industry to manage their businesses
competently, particularly during planning, developing, and executing their
business operations. From the results of this study, the selected Food Service
Business Owners and managers had an indistinguishable experience that
assisted them in following a set of measures that helped them to survive such
business disruption. Accordingly, this study will be exceedingly improved and
explored through further studies through journals, news, surfed information
from the internet, and documentation in the Food Service Industry.

LITERATURE CITED

Alm, R., & Cox, M. (n.d.). Creative Destruction. [Link]

Blutstein, A. (2022). Rise of the digital network: Future proofing operations

against supply chain disruption. [Link]

Coley, J. (2023). Future-Proofing the Employment Relationship to Boost

Retention. [Link]

Dublin. (2019). Philippines Foodservice Market Growth, Trends and

Forecasts (2019-2024): Major Players are Strategizing to Increase Product
Visibility through Promotions & Providing Lucrative Discount Options
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Katigbak, T. (2022). Future-proof. [Link]

Khanoria, D. S. (2022). Future-proofing marketing strategies to stay relevant

in 2023. [Link]

Kumar, P. (2020). Schumpeter’s innovation theory of business cycle. http://

[Link]/3JhJWq7

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JPAIR Multidisciplinary Research Volume 49 • July 2022

Lawrence, P. (2022). Future-Proofing Finance: Top Three Priorities to Build

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Logdal, N., & Calissendorf, P. (2018). Digital platforms challenges and

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Affecting the Industry. [Link]

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[Link]

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