This study analyzes the strategic behaviors adopted by non-food small retailers in the informal sector during the COVID-19 crisis. The objective is to understand how these micro-entrepreneurs adapted to unprecedented disruptions affecting supply chains, demand, and workplace interactions. Using a mixed-method approach combining exploratory qualitative interviews and a quantitative survey, the study identifies several resilience strategies: diversification of product offerings, renegotiation of supplier relationships, informal credit arrangements, and digitalization of sales channels. Results show that these strategies helped retailers maintain partial business continuity, reduce vulnerability to future shocks, and improve their adaptability in a context of prolonged uncertainty. Beyond the empirical findings, this research contributes to the literature on crisis management in informal economies by highlighting the interplay between resource constraints, improvisational capabilities, and community-based solidarity networks. Managerially, it provides insights for policymakers and support organizations seeking to design effective crisis-response mechanisms tailored to the realities of informal retail actors.