Financial Adviser: 5 Business Lessons Everyone Can Learn from Gerry Chua, CEO of Eng Bee Tin Chinese Deli

Eng Bee Tin traces its roots back to 1912, when it was founded as Eng Bee Tin Hopia Factory, a small, traditional hopia maker serving the Chinese community in Binondo. Like many family businesses of its era, it was built on craftsmanship and close ties to its neighborhood.

Over time, however, rising competition and operational challenges placed pressure on the business. By the late 1970s and early 1980s, Eng Bee Tin was no longer the thriving enterprise it once was.

It was during this period that Gerry Chua stepped forward.

Born into the family behind Eng Bee Tin, Chua did not inherit a rapidly growing brand. What he encountered instead was a business that required patience and understanding of both tradition and change.

Under his leadership, the company evolved from Eng Bee Tin Hopia Factory into what is now known as Eng Bee Tin Chinese Deli, which established the brand that is recognized today.

Rather than reinventing Eng Bee Tin overnight, Chua chose to innovate its core product. Instead of abandoning tradition, he improved the texture of hopia, thinned the pastry, increased the filling, and introduced new flavors.

One of those innovations was ube hopia, which would eventually become the product that revived the business. What began as an experiment turned into a breakthrough, which elevated Eng Bee Tin from a declining traditional shop into a destination brand.

Today, Eng Bee Tin stands as a 114-year-old heritage brand, one of the most recognized and enduring names in Chinese delicacies in the Philippines. Now thriving across multiple locations and product lines, Eng Bee Tin remains dominant not because it chased scale aggressively, but because it stayed disciplined and faithful to the values that built its reputation.

Over time, Chua extended his leadership beyond Eng Bee Tin by building and overseeing a portfolio of food and dining concepts, among them Chuan Kee, Mr. Ube Rice and Noodle House, Café Mezzanine, and the Great Buddha Café.

How did Chua revive a struggling heritage brand without abandoning its identity? What decisions allowed Eng Bee Tin not only to survive, but to become stronger and more dominant over time?

Here are the five business lessons everyone can learn from Gerry Chua, the driving force behind Eng Bee Tin’s growth:

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When a family business is under pressure, problems do not remain static; they compound. Cash shortages worsen, creditors lose patience, and reputation suffers. Leadership at this stage is the difference between survival and failure.

In distressed family businesses, confusion often replaces structure. No one knows who decides, what must be paid first, or which problems deserve immediate attention. Taking control creates a single point of accountability. Without this clarity, even a business with potential can fail simply because no one took charge.

Banks, suppliers, and employees do not expect perfection during a crisis, but they expect leadership. When someone steps forward, communicates honestly, and honors commitments, however small, confidence stabilizes. Even limited credibility buys time, and time is often the most valuable asset a struggling business has.

Even if a business does not fully recover, leadership protects reputation and future opportunities. A well-managed failure still leaves doors open. A neglected collapse closes them permanently.

In family businesses, taking control during distress is not about authority or ego. It is an act of responsibility toward the business and the legacy that came before.

Chua accepted responsibility early when he was still a college student at the height of the crisis. While others distanced themselves like his relatives leaving and business losing relevance, he became the one anticipating bank calls, tracking shortages, and worrying daily about bounced checks. He took control when he stopped seeing the crisis as his father’s or his family’s problem and started treating it as his own burden to manage.

Many failing family businesses collapse faster because leaders avoid confronting facts. Chua did the opposite. He acknowledged that Eng Bee Tin was not known and that nothing was selling. He prioritized survival over pride. He negotiated with the bank, asked for time, and showed up to prevent checks from bouncing.

When the bank refused to accommodate him, he accepted the outcome without anger or blame and returned the next day to face the consequences. While his relatives left because the business was not profitable, he stayed physically and emotionally involved. Even crying did not push him away from responsibility. He accepted distress as part of the process rather than a signal to quit.

The absence of records and the constant shortages forced him to understand the importance of structure. The crisis trained him in financial awareness, accountability, and operational discipline. These lessons formed his foundation in the business.

“Yung lolo ko is from Fujian,” Chua says. “He's a farmer pero wala syang relative dito. Ang pagpunta niya sa Pilipinas, parang OFW lang. Gusto nya magtrabaho kasi farmer. Pagpunta rito nag-trabaho sya doon sa kaibigan ng uncle nya. Walang sweldo, basta pakainin lang sya, patulugin lang sya. Tapos tumulong sya sa bakery in Binondo, hanggang natuto na sya. Ang pinaka motivation talaga nya is magtrabaho lang. Hindi naman mag-negosyo, pero nag-sarili sya na mag-bakery.

“Ang unang Eng Bee Tin is in Nueva. Ang pangalan pa ng bakery noon is Eng Heng Tin. Pero mahilig siya sa sugal, so na-bankrupt. Yung tatay ko, ang ginawa nya, naglalako sya, yung may dalawang basket sa harapan nya.

“Naglako lang siya ng hopia hanggang nag-click na and ginawa nyang Eng Bee Tin, pero yong Eng Bee Tin na yan dati walang lugar. Dito sa Ongpin, tamang-tama nakita niya merong isang apartment na lima ang store. Lima ang tindahan, tapos nagtanong sya dun sa mga apat na nagre-rent don.

“Tanong sa kanya kung sino may-ari dun sa apartment na yun. Ayaw ituro sa kanya. Ayaw nila kasi nga alam na bakery sya. Natatakot na magkaroon ng sunog itong apat, pero yung isang lugar na pang lima, maliit lang, yan ang nakuha nya at naging Eng Bee Tin ngayon.

“Hindi naman kilala yung Eng Bee Tin dati. Yung hopia namin dati is tatlong klase lang. Hopia munggo, hopia baboy, hopia hapon. Yang tatlo lang yung hopia. Tapos meron akong apat na uncle, walang hilig sa bakery. Even yung tatay ko, walang hilig din. Una malamang bakit wala silang hilig? Hindi kilala eh. Walang bumibili. Yung apat na Uncle ko, lahat wala sa Eng Bee Tin. Pumunta ng probinsya, kasi nga hindi kumikita Eng Bee Tin eh.

“Alam mo, kami ang unang-unang may jingle sa buong Pilipinas. Mas maaga pa yung jingle namin kaysa kay Jollibee. Malamang narinig mo na ito, ito yung jingle na, ‘Hopiang di mabili, may amag sa tabi.’ Sa amin galing yun.

“Hanggang isang araw, nung nag-aaral na ako sa PSBA, halos araw-araw nagba-bounce tseke namin. Every day, eight checks a day. Yung Chinabank araw-araw tumatawag sa nanay ko. Wala na yong lolo ko nun eh. Ang masama walang record yung tatay ko. Di alam kung magkano yung inutang at babayaran. Araw-araw inaantay, inaantay ko na lang yung tawag ng bangko. Magkano kulang?

“Yung time na yun, sa totoo lang, ito nakakahiya mang sabihin. Nasa eskwelahan ako, wala akong iniisip kung di magkano utang namin. Magkano babayaran? Magkano hahabulin ko? Kasi ang masama noong time na yun, walang bumibili ng hopia talaga. Wala, kasi hindi nga kilala eh. Dati pag makabenta kami 50 na hopia, masayang-masaya na ako.

“One time manager ng China Bank sabi niya ‘Gerry, ganito na lang, alam mo ba naghahabol ka naman eh. Bigyan kita hanggang 2 o'clock kasi pag 12:01 na, wala kang pondo, bounce na yung tseke eh’. Sabi ko, ‘Thank you, thank you ha.’ Hindi ko kilala, pero alam niya kasi about me, alam mo naman yung balita sa Chinatown, wildfire yan eh.

“So 1:30 punta ako sa China Bank. Out for lunch yung manager pero nandun yung assistant. Hindi ko makalimutan ito, P1,800 pesos dala-dala ko. Alam magkano kulang ko, P1,800. Sabi ko, baka pwedeng pirmahan mo lang kasi wala pa yung manager para madeposit ko na, pero ayaw initialan para matanggap eh. Kaya iyak ako non.

“Sabi ko na lang sa loob-loob ko, okay lang. Hindi naman araw-araw ganito ako eh. Eh di wala na, kinabukasan bounce. I expect mag-bounce talaga. Ganon lang, that's life. Iyak ako, kasi hirap na hirap ako na maghabol ng pera. Nanghiram pa ako ng pera para madeposit tapos ayaw tanggapin.”

In moments of crisis, existing products or systems are no longer enough. The conditions that once sustained the business have already changed, and relying on the past only accelerates decline. Innovation becomes not a growth strategy, but a survival mechanism.

During distress, access to capital, marketing, and scale often disappears. Innovation allows a business to work within constraints by rethinking what it already controls such as the product or the process. Small changes can unlock new demand without requiring large resources.

A struggling business often suffers not from poor effort but from poor fit with the market. Innovating forces a reassessment of what customers actually want, not what the business has always offered. This shift can turn an overlooked product into a differentiator and revive interest where none existed before.

When survival is at stake, innovation keeps doors open. It creates alternatives to shutdown or irreversible decline. Even if the outcome remains uncertain, innovation ensures that the business remains in motion rather than surrender.

Chua’s approach to innovation did not begin with planning sessions or long-term forecasts. It began with attentiveness to everyday reality. Even in moments of discomfort and hardship, he stayed mentally engaged with his surroundings and treated ordinary situations as sources of insight rather than distractions.

When an idea surfaced, he did not pause to seek validation or approval. He moved directly from insight to action, using whatever resources were immediately available. Speed mattered because delay carried its own risk.

Instead of overhauling systems or investing in new infrastructure, Chua focused on what he could change quickly and cheaply, which is the product itself. He modified ingredients, texture, and composition, knowing that small changes at the core could create visible differences for customers.

He accepted higher costs where necessary, not as a loss of discipline, but as a deliberate trade-off in exchange for greater perceived value and repeat demand. Relevance and customer loyalty mattered more than profit at that stage.

Chua also made a clear break from inherited assumptions. He respected the logic behind earlier practices, but he did not allow tradition to dictate decisions that no longer fit the market. Product choices followed consumer preference rather than producer convenience. By prioritizing taste, portion, and experience, he reframed differentiation as a matter of customer satisfaction rather than scale or history.

Testing became an ongoing, informal process. Without access to formal research or marketing, he relied on hands-on trials and real reactions. Whether the feedback was positive or negative, Chua treated it as useful information, not criticism. Rejection did not make him stop; it showed him what needed to change. This allowed him to keep experimenting even when others doubted the idea.

To reduce dependence on any single idea, Chua expanded the product range in measured steps. Each new product added optionality and reduced the risk of total failure. He actively sought knowledge and observed external practices to fit local conditions.

“Yung time na yun, wala kaming aircon, sa totoo lang. Nakakahiya mang sabihin, 40 years ago wala kami aircon kaya madalas ako pumunta sa supermarket. Doon ako sa may freezer, yan yung pinakamalamig na lugar sa supermarket.

“Nakatayo lang ako tapos magpapalamig ako. Araw-araw ako pumupunta na walang mintis. Tapos yung gwardiya, alam mo nakikita ako, kahit naka-plainclothes siya, alam ko na gwardiya ka. Binabantayan nya ko, kasi nagiging suspect ako na shoplifter.

“Tapos, malamang nung araw na yun masama yung mood ko, tinanong ko yung nagbebenta dun sa supermarket, sabi ko ‘Miss, ano ba yung mabentang ice cream? Sabi nung babae, ube. E di sinabi ko sa gwardiya, ‘Ube oh. Ube daw!’ Eh kasi nga alam ko binabantayan nya ako eh. Pero yung sinabi ng babae na ube, nakarinig ako ng voice na hopiang ube!

“Nakarinig ako ng boses, voice talaga na hopia ube. Eh yung time na yun, ako mismo gumagawa ng hopia eh. Ako gumagawa ng hopia munggo, baboy, hopia hapon ako gumagawa. Nung nag-aaral ako, nakakahiya man sabihin, nagbebenta ako ng hopia sa eskwalahan, sa PSBA.

“Kaya ginawa ko, pag uwi ko, bumili ako ng anim na bote ng ube, yung ginagamit sa halo-halo. Imbes na munggo nilagay ko, nilagay ko yung ube na palaman. Naging hopia ube.

“Kasi nga in time of crisis, kailangan mo pera eh. Kaya ako naman naisip ko, kailangan maiba ko. Aside from hopia ube, ito noon una kasi ko, naisip ko rin yung hopiang munggo, kailangan maiba ko. Yun ang nasa isip ko lagi eh. Paano ako maiiba sa iba? Kahit na kami yung pinakamatagal ah, 1912 kami eh, pero hindi kami kilala. Mas kilala pa yung iba.

“By the way yung hopia namin dati, matigas eh. Pag binato mo, pagbagsak hopia pa rin. Dati kasi ang original naman nagbebenta pandesal eh, hindi naman hopia eh. Itong hopia pang dagdag lang ng kita ng mga nagbebenta eh.

“Kaya kailangan matigas, sa pangalawa pag matigas yung hopia mas matagal ang shelf life. Kasi diba consignment lang yan, kung mabilis masira babalik agad sa iyo eh. Kaya ginawa, matalino lolo ko na ginawa niya matigas. Una, hindi mapipipipi, pangalawa long shelf life. Long shelf life.

“Tapos nung ako na nagha-handle, sabi ko, gusto ko maiba. Ang original na hopia is lard, mantikang baboy. Yung pag kinakain mo nahuhulog yan, kasi mantikang baboy yan. Kung sa sarap, masarap talaga yung may mantikang baboy but hindi healthy. Kaya sabi ko kailangan healthy., maiba ko.

“Pangalawa ginawa ko sa hopia, gusto ko manipis lang ang balat, maraming laman. Hindi yan ginawa na lolo ko eh. Bakit? Mas mura kasi ang balat kesa laman. Kumbaga mas mataas yung cost mo pag maraming laman eh. Ako sabi ko, gusto ko maiba ako, kasi ang target ko talaga Pilipino eh. Yung Pilipino pag kumakain ng siopao, ang gusto niya, mas maraming laman kaysa balat, diba? Kaya nasa isip ko kailangan maiba ako.

“Kaya yung hopia namin manipis lang. Hindi sa pagyayabang sa lahat ng hopia rito, tayo lang pinakamanipis yung balat. Yun ang selling point ko. Kasi hindi ko makalimutan sabi ng lolo ko eh. Alam mo sa negosyo, hindi bale maliit lang kita mo, babalik lagi yung customer, kaysa malaki ngang kita mo, hindi na babalik yun. Saka yung sabi niya sa akin, hindi bale yung papatak-patak. Isang araw mapupuno rin yan kahit drum yan. Kaya sabi ko oo nga ‘no? Yun na nga gawin ko, hindi bale maliit lang kita ko, kaysa hindi na babalik

“Kaya sabi ko okay lang, sige. Kaya ang sunod na ginawa ko, nag gawa ako ng chicken pie, tapos sunod yun na nga fried siopao, then fried ice cream, ako rin ang unang una eh. Masubok talaga ako eh.

“Yung time na yun, wala kong kaibigan, diba? Wala, pati relative, wala eh.  Ang pinaka pang-practice ko yung mga fire volunteer. Kasi active ako sa fire volunteer. Sabi ko, ‘eto, tikman niyo ito. Ito, gawa ko ito, hopiang ube.’ Unang tanong ko, masarap ba? Masarap, sabi nila. “Pangalawang tanong, bakit? Kasi libre. Free. Pangatlong tanong, magcli-click ba ito? Lahat sila nagsabi, hindi mag-click. Inisip ko siguro yung Chinese community ayaw nila mag-venture ng iba eh, pero mapursige ako. Gawa pa rin ako. Sabi ko ok lang, subok, walang mawawala eh. Pag hindi tayo nagsubok, hindi natin alam kung magcli-click.

“Matanong nga ako. Mahilig ako mag-aral, punta ako sa Taiwan, check ako. Madalas ako nagtatanong, paano ba yan? Tulungan nyo naman ako. Kaya, kami yung first na naka-vacuum ang tikoy. Dati yung tikoy, five days lang may amag na. Simula nung ni-vacuum namin, wala na. Meron din kami hopia na sugar-free kasi diabetic ako. Ako rin nag-ano ng mga tikoy na iba-ibang flavors.”

Word of mouth ensures that expansion rests on genuine customer approval rather than visibility alone. When customers recommend something voluntarily, it signals that the product delivers real value. This kind of validation is stronger than advertising because it comes from experience, not persuasion.

Early-stage businesses often lack capital. Recommendations spread at low cost and reach highly qualified prospects who already trust the source. This makes growth more sustainable and less dependent on continuous spending.

When friends, family, or peers recommend a product, the endorsement carries social weight. This credibility becomes an invisible asset that supports future marketing and expansion by creating loyal customers, not just traffic.

Chua promoted ube hopia through word of mouth by engineering trust before scale and by deliberately placing the product in situations where people would talk about it naturally. Lacking budget and formal marketing tools, he relied on initiative and manual effort. He did not wait for exposure to come to him; he created distribution for conversation.

By offering free ube hopia through typed coupons and sending them to places outside Manila, he activated social networks where personal recommendations mattered more than brand names. This showed a clear understanding that people trust people, not advertisements.

Chua identified geographic distance as an advantage because people in the provinces had fewer brand choices, so novelty traveled faster through word of mouth. Once interest formed there, it naturally flowed back to Manila through personal requests and referrals. He understood that curiosity spreads faster when scarcity exists.

Chua saw promotion as planting seeds rather than forcing sales. This long-term mindset allowed him to persist even when growth appeared slow. He recognized that credibility builds quietly and compounds over time.

When media exposure became possible, Chua did not chase it. Instead, he earned it through service and authenticity. By helping without expecting anything in return, he built goodwill. When the opportunity for a feature arose, it felt natural rather than transactional. This reinforced trust and made the story credible to viewers. The product was not introduced through hype but through genuine curiosity and endorsement.

A critical trait behind this was Chua’s humility. He did not posture as a polished entrepreneur. He allowed the process to be transparent by showing his handmade production, small signage and simple operations. This authenticity made the product relatable and the story believable, which amplified word of mouth after the feature aired.

“Dati wala kaming computer, typewriter lang. Tawag ako sa uncle ko sa Davao. ‘Uncle, pahingi nga directory dyan, telephone directory? Sabi niya, bakit? Basta kailangan ko directory. Kahit luma bigyan mo ako. Pinadalhan niya ako. To make the long story short, ako pa mismo nagta-type and nag-offer ako ng free hopia ube. Gumawa ako ng coupon, free hopia ube. Pinapadala ko sa Davao para ma-promote.

“Kasi pag nagustuhan nila, tatawag sila sa kaibigan nila sa Manila di ba, sabihin nila, alam mo ba ito Eng Bee Tin? Alam mo ba itong hopiang ube na ito? Nagpadala sa akin ano pagpupunta ka ng Manila, bilhan mo nga ako nito ah. Eh sa Davao, wala namang brands dun eh. Pag sa Manila, marami brands.

“Kaya sabi ko nga sa anak ko, alam mo ba ngayon nag nagre-reap lang kayo. Yung kumbaga nag-harvest na kayo ngayon. Hindi naman ganun bigla lang mag-cli-click ang hopia. Talagang pinaghihirapan yan, sabi ko.

“Hanggang isang araw, 1986 yata yun eh, hindi ko na matandaan kung anong date eh, si Ms. Cory Quirino meron siyang City Line na palabas sa Channel 2. Sabi niya, ‘Gerry, pwede ba ma-interview ka? Sabi ko, oo sige ano interviewhin mo? Fire volunteer? Oo sige, walang problema.

“Na-feature na ko ni Cory Quirino. Tapos sabi niya, gusto nya mai-feature yung Chinese Fire Volunteer, Chinese Doctor, Chinese Drugstore, saka Chinese Temple yang apat. Sabi ko sige, so tinulungan ko siya.

“Na-feature nya sa show nya, mabilis lang 15 minutes lang. Sabi niya, ‘Gerry gusto ko sumakay ng firetruck, kasi dala ko firetruck. Yung time kaka-feature lang sa akin. Sige, sabi ko, sige Ma'am. Tuwang-tuwa siya.

“Pagdating nya sa Ongpin, sabi niya ‘Gerry, saan ka ba? Ang bait mo.’ Sabi ko, ‘Ma'am, dyan lang ako sa Eng Bee Tin. Meron akong karatula na ganyan, oh? Yung maliit na neon sign, special hopia ube available here.’ Sabi niya ‘Gerry, ano yang hopiang ube na yan? Sabi ko, ‘Ma'am ako nag-imbento niyan eh. Ah, ganun ba?’ Pero bago siya umalis, sabi niya Gerry, tutulungan kita ha. Feature kita ha, sabi niya.

“Eh sa akin kasi pag ako tumutulong hind ako nag-aantay ng kapalit, wala. Hanggang after two weeks, tumawag yung staff niya. ‘Gerry, may pangako ba si Ma'am Cory sa'yo? Sabi ko, ano yun? Di ba sabi niya ipi-feature ka niya? Tutulungan ka niya? Sabi niya, pupunta siya sa yo. I-feature nya yung hopia mo. Saan ba factory niyo? Sabi ko, sa likod lang. Mayron ba kayo makina? Wala. Kamay-kamay, paa-paa lang. Dati kasi paa-paa lang pero now, machine na.

“Nung dumating na si Ma’m Cory para mag shoot, ‘Oh Gerry, penge na hopiang munggo? Sabi ko ma'am, ano tatanong mo sa'kin? Basta akong bahala sa'yo. So first ako ni-interview niya sa hopia. Then sabi nya ‘Oh, eto ang hopiang munggo ni Mr. Gerry Chua. May bago ako pagbalik ko, sabi ni Cory Quirino.

“Then, sabi niya, ‘Gerry, pahingi isang hopiang ube? Basta akong bahala, tayo ka lang dyan akong bahala. Tapos, sabi niya ‘Ito ang hopiang ube ni Mr. Gerry Chua. Wow Gerry, ang sarap nito ah? Saan ba mabibili ito? Sinabi ko, ‘Sa 628 Ongpin Street, near Binondo church. Nakakatawa pero sa totoo lang, doon nag-click.’

“Lumakas ang benta. Aside from lumakas ang benta, pati yung mga ibang show, malamang marami siyang contact, like yung Umagang kay Ganda, ni-feature din kami. Tapos alam mo gaya-gaya na yan eh. Nag-feature din Channel 7 at iba pa. So yun, dun nag-umpisa na. Wala akong binayad ni singko.”

Building success without forgetting who helped you and paying what you owe is important because integrity outlives achievement. Financial success can come and go, but reputation, trust, and relationships determine whether success lasts or collapses under pressure.

In business, credibility compounds quietly. People remember who pays on time, who makes things right, and who does not disappear when it becomes inconvenient. This trust often opens doors long after the debt itself has been forgotten.

Remembering those who helped sustains relationships. No business grows in isolation. Acknowledging that support builds loyalty and reinforces long-term partnerships keeps leaders disciplined and respectful of the effort required to build anything meaningful.

When the business finally stabilized, Chua’s first priority was not expansion or personal comfort, but closure. He made a deliberate decision to settle every outstanding obligation, no matter how small.

In his view, unpaid debts represented unfinished responsibility, and moving forward without resolving them would have compromised both dignity and credibility. Paying what was owed allowed him to progress without carrying the weight of the past.

Chua also did not forget the people who had helped him during periods of vulnerability like relatives who lent modest sums, friends who offered support, and communities that stood by him when resources were scarce. Once the business improved, he repaid everyone.

Instead of treating financial improvement as personal victory, he saw it as an opportunity to give back to the same networks that had enabled his survival. Only after debts were cleared and stability restored did he reinvest in assets, facilities, and eventually new branches.

“Kaya sabi ko sa anak ko, ngayon nagha-harvest na kayo,” Chua says. “Ang unang ginawa ko yung nag harvest na alam mo ano? Lahat ng utang namin binayaran ko. Kaya ngayon sa hindi pagyayabang, taas noo ako na lahat ng utang ng tatay ko, nabayaran ko

“Sa totoo, hindi naman malaki utang namin eh pero yung time na yun, halimbawa, P1,000 o P3,000 malaki na rin ang halaga. May isa nga ako pinsan taga dyan sa supermarket nakatira sila dati dyan. Yung nagbabounce tseke ko, lagi ako pumupunta sa kanya, sabihin ko, ‘Achi pahiram nga ng ano P1,000? ‘Achi pahiram nga ng P2,000 oh?

“Pero yung time na yun, 40 years ago, malaking pera na rin yun diba? Kaya sabi ko, lagi sabi ko sa anak ko, saka sa mga kaibigan ko na bumbero, dapat marunong tayo magtanaw ng utang na loob. Di ba? Yung nag-click na yung hopia ube, nabayaran ko lahat.

“Eng Bee Tin, dati ang totoong pangalan ng Eng Bee Tin is Eng Bee Tin Hopia Factory. Eng means ever, Bee means beauty, Tin means precious. Ever Beauty Precious. Lahat na may Chinese na restaurant na may tin, it means they're selling sweets.

“Yung ako na nag-takeover.  May kaibigan ako na artist. Sabi ko gawan mo ko logo. Gusto ko, yung may batang babae nga. Kinopya ko lang yun eh. Nakita ko sa ibang bansa eh, pero siyempre, inayos ko na. Kaya yan naging logo ng Eng Bee Tin.

“Kaya nakita mo puro violet, pero hindi ko lucky color yan. Wala akong lucky color, wala nga makain eh. Yung sumikat na yung hopia ube, even sa China may ube na ngayon. Even yung ibang bakery, yung ensaymada nila ube na. Hindi naman lahat masaserve mo eh. Sa laki ng market, hindi mo mase-serve, ok lang, gayahin.

“Yung lumalakas na yung benta, sabi ko kailangan maghanap na ako ng factory. Una, naglipat ko na factory sa Abad Santos eh. Tapos lumipat kami sa Paco. Bago Paco naghanap na ako ng lugar, sabi ko gusto ko bumili ng lote. Nag-click na yung hopia ube, nabayaran ko na ng mga utang. Tapos yung nakabili nako ng lote. Sabi ko sa tatay ko, kasi wala kami sa sasakyan noon eh. Sabi ko ‘Pa, bibili ako ng sasakyan. Una nakabili ako ng Kia, Kia na van. Tapos ginawa kong delivery van.

“Tapos ginawa kong rescue van. Violet din yun. Yun din, kaya yun unang sasakyan ko yun. Unang sasakyan na dinonate ko rin. Ngayon, marami na tayo nadonate na firetruck. Katas ng hopiang ube yan.

Sa totoo lang, yung time na nagdo-donate ako, hindi ko na iniisip sa marketing. Ang iniisip ko pay it forward lang. Kasi nga, kung i-rewind mo yung istorya ko, pag hindi naman ako naging fire volunteer, hindi naman mapi-feature hopia ko eh. Hindi naman ako mapi-feature ni Cory ng hopia. Kung hindi dito sa firetruck eh. Kaya lahat ng tao na sinasabi sakin, siraulo ka. Ayaw mo magtrabaho, ayaw mo magbantay tindahan. Traffic ka pa ng traffic sa Ongpin pag may sunog. Masaya ako eh, pag nakakatulong ako.

“Dati may isang tindahan lang ako masaya na ako. Pero dahil nga nagcli-click na konti. Sabi ko gusto ko kahit papano may branch naman ako isa. Kaya first branch ng Eng Bee Tin sa Pasay. Ngayon we have more than 50 branches na.”

When children see responsibility practiced every day like parents working hard, living simply and honoring commitments, they internalize those values naturally. Responsibility becomes normal, not imposed. In contrast, comfort without example teaches entitlement. It conditions children to expect ease without understanding effort.

Leading by example also builds self-reliance. Children who grow up participating in work and sharing responsibility learn that outcomes are earned. When parents live the values, they want their children to learn, those values become credible and stable. Children trust what they see more than what they are told.

Chua raised his children by making values visible in everyday life, not by explaining them or compensating with comfort. The most striking feature of his parenting was proximity. The family lived together in the same small space above the business, which meant the children saw work, sacrifice, and discipline daily. There was no separation between “home life” and “business life.” This closeness allowed values to be absorbed naturally, not taught formally.

One key trait Chua demonstrated was simplicity. Despite later success, Chua maintained a modest lifestyle. This consistency mattered because his children did not grow up seeing a gap between what their parents said and how they lived.

Another important trait was work ethic modeled early. His children did not wait to be adults to understand effort. They helped in the business while still young. Through this, responsibility became practical and familiar. Work was something you did because you were part of the family, not because you were forced.

Chua also modeled self-restraint and discipline. He openly lived within his limits, avoided excess, and showed that satisfaction did not come from consumption. This taught his children that needs and wants are different, and that self-control is a form of strength. Even later, when travel or spending was possible, his children continued to make modest choices.

An important part of this example came from parental unity, particularly the role of Chua’s wife. She embodied patience, humility, and quiet support. She worked alongside him and accepted sacrifice without complaint. Her behavior reinforced the same values Chua practiced, which created a stable and consistent environment.

Chua also modeled was service without attention. His involvement in fire volunteering and donations was not framed as achievement or publicity. His children learned that helping others is part of being responsible, not something done for attention.

“Honestly, kuntento nako,” Chia says. “Ten years nako retired. Sila na naghahandle ng expansion. Siguro kaya ganyan ung mga anak ko, kasi lagi kami magkasama. Isa lang yung bahay namin. Nakatira lang sila sa taas, yung bubong na pinataasan ko para may dagdag isang floor. Sila na nagmamanage ngayon.

“Dati nakatira kami sa taas ng Eng Bee Tin, etong building. Sa third floor doon kami nakatira, wala pang building ano lang, bahay lang. Same spot. Alam mo yung mga anak ko natutulog lang yan sa bubong. Yung anak ko nag-aral sa Mary Angel. Pag-uwi tanong sa akin ‘Pa, ano yung living room?

“Kasi nakakahiya sabihin isang kwarto lang kami. Isang kwarto, tatlo anak ko na maliliit pa. Tapos ako saka misis ko, isang kwarto lang kami, mga 30 square meters. Nandiyan na yung TV, nandiyan yung mesa. Yung sala. Wala kaming sala, yung mismong kama lang. Ganon lang.

“Yung panganay ko, high school pa lang nagtutulong na. Kailan lang apo ko nag-aaral sa St. Jude oh. Sabi ng teacher ng apo ko ha, sabi niya, kasi teacher rin siya ng anak ko eh. Sabi niya, you know tatlong anak nyo, naalala ko,’ ‘bakit ma'am?’ ‘Kasi bata pa nagbebenta na ng hopia rito. Nag-aalok na ng hopia oh, diba? Bata pa anak ko noon ha? Nag-aalok na daw ng hopia. Pupunta raw, ‘Ma'am, order kayo hopia? Hindi pa kilala yung Eng Bee Tin eh. Nag aalok na ‘Ma'am, gusto nyo hopia ganon? Para pag-deliver pagdating ng sundo ko padala ko na.

“Ngayon, simple living lang ako. Kung may P1,000 ako sa bulsa, hindi na maubos yun eh. Kasi hindi naman ako magastos. Hindi na ko pwede kumain ng marami. Wala naman ako bisyo, hindi ako nagsisigarilyo, hindi ako nag-aalak. Hindi ako nagka-casino, wala. Kulang na nga lang tawag sa akin bakla eh. Wala rin daw ako chicks kasi I should be a good example sa mga fire volunteers.  

“Maswerte ako kasi yung wife ko simple, super simple. Kasi nung nag-asawa kami, doon lang nag-uumpisa yung hopia ube eh. Pangalawa hindi siya magastos, simpleng tao lang. Sa totoo lang nga, wala siyang bag na yung mga bag yung mga Hermes, wala siya. Talo pa nga siya sa manager ko eh. Sabi ko hindi bale, ikaw wala ka ganyan bag, pero may laman, sa kanya wala naman laman. Ang bag niya na pinakamahal, yung ano ba yun, yung natutupi na bag, Longchamp. Yung anak ko nga nag-abroad, galing Thailand, sabi ko, ‘Ano nabili mo? Wala, bumili lang ako ng mangga, yung mango sticky rice. Mango, yun lang. Kasi nga nakikita niya matipid din kami.

“Dati yung misis ko nagbabantay ng tindahan. Cheap labor, saka ano pa talaga, mabait talaga. Siyempre, hindi sa pagyayabang nag-donate tayong firetruck wala kang marinig sa kanya. Walang nagsasabi na wag ka na mag donate, bakit ka bibili firetruck? Sayang pera, wala ganyan. Wala kang marinig ni isang salita. Kaya, suwerte nga ako.

“Sabi niya nga na sipag lang tayo, konti tiyaga lang. Hindi tayo kailangan mag-yabang. Wala naman tayo dapat ipagyabang. Alam mo bago ako kinasal, sabi ng ibang tao sa kaniya may lahi kami siraulo eh pero pinakasalan pa rin nya ako.

“Kaya yan ang importante sa family, yung nanay. Kasi nga siya yung magga-guide, kasi siya yung ano, lagi sa bahay at nakikita ng mga anak. Mabait siya saka ano talaga, mahinahon na tao. Kasi nga kami, yung bahay namin sa taas, sa baba tindahan eh.”

Henry Ong, RFP, is an entrepreneur, financial planning advocate and business advisor. Email Henry for business advice [email protected] or follow him on Twitter @henryong888