Abstract:
Micro, Small, and Medium Enterprises (MSMEs) are vital to the Philippine economy, yet many struggle with long-term sustainability due to high failure rates and growth-related challenges. This qualitative case study examines the growth trajectory, challenges, and strategies of Mang Frederick’s Barbecue, a family-owned MSME operating for over six decades, through the lens of Greiner’s Organizational Growth Model and Porter’s Generic Strategies. Utilizing semi-structured interviews with five branch owner-managers, the study identifies the business’s progression through Greiner’s five growth stages—Creativity, Direction, Delegation, Coordination, and Collaboration—each marked by distinct evolutionary periods and revolutionary crises. Key challenges included regulatory hurdles, staffing shortages, and stress from increased demand, addressed through adaptive strategies such as cost leadership, differentiation via a unique recipe, and menu expansions to cater to diverse preferences. The findings highlight the critical role of family cohesion, effective communication, and strategic alignment in navigating growth complexities. By contextualizing Greiner’s model within the Philippine MSME landscape, this study bridges a gap in organizational literature, offering practical insights for MSME owners and policymakers to enhance sustainability. Recommendations include formalizing succession planning, adopting digital tools, and simplifying regulatory processes to support long-term MSME resilience and economic contributions in the Philippines.
