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CUSTOMERS SUPPORT SERVICES AND CUSTOMERS SATISFACTION
IN SELECTED MOTORCYCLE ESTABLISHMENT IN DIGOS CITY
A Thesis
Presented to the College of Business Administration
University of Mindanao Digos College
Digos City
In Partial Fulfillment of the Requirements for the Degree of
Bachelor of Science in Business Administration
Major in Marketing Management
by
Thresa Mae U. Ramos
Sherwin B. Gonzales
Dona Faye N. Rafuela
July 2012
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APPROVAL SHEET
This research entitled CUSTOMERS SUPPORT SERVICES AND
CUSTOMER SATISFACTION IN SELECTED MOTORCYCLEESTABLISHMENT IN DIGOS CITY prepared and submitted by Thresa Mae U.
Ramos, Sherwin B. Gonzales and Dona Faye N. Rafuela in partial fulfillment of the
requirements for the subject MKTG. 321 (Marketing Research), has been examined,
approved and is hereby endorsed.
VIOLA P. BUENAVENTURA, Ed. D
Adviser
__
PANEL OF EXAMINERS
APPROVED by the exemplary Research Panel with the grade of_________ .
DELIA M. AYANO, Ed. D
Chairman
RUBEN F. ASAN, MAEd VIOLA P. BUENAVENTURA, Ed. D
Member Member
ACCEPTED in partial fulfillment of the requirement for the Degree of
Bachelor of Science in Business Administration Major in Marketing Management.
VIOLA P. BUENAVENTURA, Ed. D EVANGELINE Z. CALABUCAL,MBA
Research Coordinator CBA Program Head
TESSIE G. MIRALLES, Ph. D
Director
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ACKNOWLEDGMENT
The researchers owes profound gratitude and appreciation to the following
people for making this into reality:
Dr. Viola P. Buenaventura, adviser, for sharing her unselfish time,
guidance and support for the accomplishment of this study;
Prof. Tessie G. Miralles, grammarian, for the correction and improvement of
statements and ideas;
Prof. Earland Q. Perito, statistician, for his assistance in statistical analysis to
come up with appropriate result;
Prof. Jojo Datulayta, Prof. Eva Marie Sam and Dr. Viola Buenaventura, for
the validation of the survey questionnaires;
Dr. Delia M. Ayano, Prof. Ruben F. Asan and Dr. Viola P. Buenaventura,
the panel of critics;
Ms. Thresa Mae U. Ramos, for her generosity and kindness for handing her
laptop computer for the semester;
To the respondents and the motorcycle establishment owners in Digos City,
for their hospitality and support during the survey;
To their parents and loved ones, for their moral, financial and spiritual
support;
Those that are not mentioned, who in simple way shared their time and effort
for the success of this study; and
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Above all, the Almighty God, for the countless blessing and wisdom in the
fulfillment of the study.
Thresa Mae
Sherwin
Dona Faye
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DEDICATION
The researcher would like to dedicate this research study, to our parents who always
there to support us, classmates for the additional information and ideas, loved ones
and friends. To the group member who never gave up in spite of difficulties. Above
all, to Almighty God who always gave us strength, patience and the knowledge to
finish the study.
Thresa Mae
Sherwin
Dona Faye
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TABLE OF CONTENTS
Page
Title Page i
Abstract ii
Approval Sheet iii
Acknowledgement v
Dedication vi
Table of Contents vii
List of Tables x
List of Figures xi
Chapter
1 THE PROBLEM AND ITS SETTINGSBackground of the Study 1
Statement of the Problem 3
Hypothesis 4
Theoretical and Conceptual Framework 4
Significance of the Study 6
Scope and Delimitation 7
Definition of Terms 7
2 REVIEW OF RELATED LITERATURECustomer Support
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Services 10
Competitiveness 18
3 METHODResearch Design 27
Research Subject 27
Research Instrument 29
Research Procedures 30
Statistical Treatment of Data 30
4 PRESENTATION AND ANALYSIS OF FINDINGSConsumer Behavior of Selected Motorcycle
in Digos City 32
Level of Satisfaction of Selected Motorcycle
in Digos City 35
Significant Relationship between the Consumer Behavior
and the Level of Satisfaction on Selected Motorcyclein Digos City 38
5 SUMMARY, CONCLUSIONS, RECOMMENDATIONSSummary 41
Conclusions 42
Recommendations 42
REFERENCES 49
APPENDICES
A Letter of Permission 47
B Validation Letter 48
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C Validation Sheet 51
D Validation of Instrument 54
E Survey Questionnaire 55
CURRICULUM VITAE
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List of Tables
Tables Description Page
1 Distribution of Respondents 28
2 Management Practices of Swimming
Resorts in Digos City 32
3 Level of Competitiveness of Swimming
Resorts in Digos City 36
4 Correlational Matrix between Management
Practices and Level of Competitiveness of
Resorts in Digos City 39
List of Figure
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Figure Description Page
1 Schematic Diagram Showing the Variables of the Study 5
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ABSTRACT
This study was entitled Customers Support Services and the Customers
Satisfaction in Selected Motorcycle Establishment in Digos City. The study
aimed to determine the customers support services and the costumers satisfaction in
selected motorcycle in Digos City. In addition, it also searches the relationship of
these two variables. Descriptive-correlational method was used in the study. Quota
sampling was used to determine the number of the respondents. The respondents of
the study are the customers of selected motorcycle establishment in Digos City
The study found out that the client survey and the basis of increasing the
costumers patronage on selected motorcycle in Digos City were moderate, and there
is a significant relationship between the client survey and customers patronage.
in Digos City.
The researchers recommend that swimming resorts in Digos City should have
lifeguards and security guards at designated areas to assure the safety and security of
the customers as well as the premises itself to improve their safety and security; that
they should improve their management practices to be competent in this kind of
business; and it is highly recommended that deeper studies should be conducted by
the future researchers in some indicators such; the state-of-the-art facilities and high
tech equipments to how it directly affects the nature of swimming resorts businesses
in Digos City.
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Chapter 1
THE PROBLEM AND ITS SETTING
Background of the Study
People of today want an easy like service which could make their travel easy
and fast. They prefer to own a motorcycle for which they find it as a source of
transportation in their workplace. Most of motorcycle establishment caters support
services in order to satisfy their customers.
Motorcycle are one of the most affordable forms of motorized transport in
many parts of the world and, for most of the world population, they are also the most
common type of motor vehicle. They are around 200 million motorcycles in use
worldwide, or about 33 motorcycles per 1,000 people. This compares to around 590
million cars or about 91 per 100 people.
According to the Taiwanese government, the number of automobile per ten
thousand population is around 2,500 and the number of motorcycles is about 5,000.
In places such as Vietnam, motorized traffic consists of mostly motorbikes due to a
lack of public transport and law income level that put automobiles out of reach for
many. The four largest motorcycle markets in the world are all in Asia: China, India,
Indonesia and Vietnam. The motorcycle is also popular in Brazil frontier towns.
Amid the global economic downturn of 2008 the motorcycle market grew by 6.5%.
www.wikipedia.org/wiki/Motorcycle
There are growing number of individuals who can afford a nice motorcycle
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just for the daily trip between their work address and their home-address. Still, it is
only a very small number of individuals who can afford such a vehicle just for
private use. Most motorcycles in the Philippines are used for serving as a kind of
taxi.www.philippines.hvu.nl/transport3.htm
In Digos City, People use vehicles for their means of transportation.
Individuals especially teenagers want to own a motorcycle for various reasons; those
reasons are increasingly practical with riders opting for the powered two-wheeler.
That is why motorcycle establishment are always open in supporting those individual
who wants to acquire a motorcycle.
The researchers believe that the quality of the motorcycle establishment varies
on its support services theyve cater to make their customers ones satisfied. It is also
varies on how the personnel of the establishment rely on and deals with the
customers in order to meet the needs of their customers. It is this reason that this
study is conducted.
http://www.philippines.hvu.nl/transport3.htmhttp://www.philippines.hvu.nl/transport3.htmhttp://www.philippines.hvu.nl/transport3.htm -
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Statement of the Problem
This study aimed to determine the customers support services and the
customers satisfaction in selected motorcycle establishment in Digos City.
Specifically, it seeks to answer the following questions:
1. What is the respondents profile of selected motorcycle establishment inDigos City in terms of:
1.1Age1.2Sex1.3Type of establishment
2. What is the level of customer services of the respondents of selectedmotorcycle establishment in Digos City in terms of:
2.1 Answering Services
2.2 Reliability
2.3 Dealing with Complaints
3. What is the level of customers satisfaction of selected motorcycleestablishment in Digos City in terms of:
3.1 Quality of Service
3.2 Customer Retention
3.3 Benefits
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4. Is there any significant relationship between the customers support services and
the level of customers satisfaction of selected motorcycle establishment in Digos
City?
Hypothesis
The null hypothesis was tested on this study using the 0.05 level of
significance.
Ho1: There is no significant relationship between the customers support
services and the level of costumers satisfaction of selected motorcycle establishment
in Digos City.
Review of Related Literature
Until Here only.
This study is based on the ideas of Enright, Frances, and Saavedra (1996)
which states that In an environment in which the nations firms must continually
improve in order to meet the threat from an ever wider array of competitors, the
failure of management, labor or government to meet the challenge can spell disaster
from the nations firms.
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Porter (1990) supported that in the area of operation of facilities and the
provision of services, the application of the best management practices can produce
immediate, tangible beneficial results. In addition, this will increase the
competitiveness for tourists, who are becoming more environmentally discerning
Independent Variable Dependent Variable
Management Practices
Facilities
Services
Sanitation
Safety and Security
Economic Activities
Level of Competitiveness
Affordability
Accessibility
Area size
Promotion
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Figure 1. Schematic Diagram Showing the Variables of the Study.
Another reason for the importance of strategic management according to
Kathlyn M. Bartol, and Martin (1991) is that, it provides a sense of direction so that
the organization members know where to expand their efforts. Without a strategic
plan, managers throughout the organization may concentrate on day-to-day activities
only to find that the competitors has maneuvered itself into favorable competitive
position by taking a more comprehensive, long term view of strategic directions.
In this study, two boxes which are connected with each other were presented
below shows the relationship between the two variables, wherein, management
practices serves as the independent variable in terms of facilities such; pools for kids
and adults, cottages, function hall, rest house, and sport facilities, other services such
as; catering services, wedding reception, reunions, seminars, birthdays and baptismal,
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and sanitation such as; maintenance and water purification, as well as safety and
security with the lifeguards and security guards, and economic activities such;
pasalubong centers, recreational facilities, corkage fees, space rentals, swimming
attires, and other swimming gadgets rentals. And the level of competitiveness acts as
the dependent variable in terms of affordability, are size, and promotions.
It shows that the level of competitiveness varies to how management practices
are being carried out to satisfy its customers. It also varies on how swimming resort
owners manage to meet the modern trend of facilities, services, sanitation, safety and
security, and economic activities in order to be highly competitive.
Significance of the Study
This study is of great help to the following groups and individuals;
Municipality Personnel of Digos City. Through this study, the municipal
council could foresee the potentials of the swimming resorts and they could
determine if these resorts are proficient to compete in the local market.
Swimming Resorts Owners in Digos City. It is hoped that through this
research study, swimming resorts in Digos City will be able to acquire more
knowledge to improve their management practices for them to be competent enough
in local and even in national tourism.
Customers. The customers/bathers will be able to know the quality of
services rendered by swimming resorts in the locality of Davao del Sur as well as
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Future Researchers. This study will address to the researchers and serve as
reference of public information.
Scope and Delimitation
This study only engross the management practices of swimming resorts in
Digos City which includes the facilities, services, sanitation, safety and security and
the economic activities. It also embraces the concept of competitiveness in terms of
facilities, affordability, accessibility, area size and promotion, as perceived by the
customers.
The details of the study only limits within the vicinity of Digos City, Davao
del Sur.
Definition of Terms
For further clarification, the following terms are defined theoretically and
operationally.
Accessibility. Webster (2002) define the term as easy to approach, enter, use
or obtain. In this study his refers to the convenience of the customers going to the
location of the business.
Affordability. Webster (2001) defined as believed to be ones financial
means. In this study, this refers to an advantage to any firm wherein customers could
easily enter into their business, through a low but reasonable price.
Area Size. The term is defined as the size of the graphical extent to be
extracted from the tengraph data base to satisfy the inquiry
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(http://www.dmp.wa.gov.au/tgol_help/71.aspx). In this study, this refers to the total
area dimension where it operates.
Competitiveness. Krugman (1994) defined the term as a comparative
concept of the ability and performance of the firm, sub-sector or country to sell and
supply goods and services in a given market. In this study, it refers to the
comparative concept of the ability and performance in swimming resorts in rendering
services.
Facilities. Webster (2001) defined the term as something designed, built,
installed, etc. to serve a specific function affording a convenience or service. In this
study it refers to the amenities provided by the swimming resort owners such as
pools, cottages, function hall, rest house, rest rooms, sport facilities, and canteen
services.
Management Practices. Businessdictionary.com defined the term as a
methods or techniques found to be the most effective and practical means in
achieving an objective (such as preventing or minimizing pollution) while making
the optimum use of the firms resources. In this study, this refers to the techniques
adopted by various swimming resorts in Digos City in achieving their objectives.
Sanitation. Webster (2001) defines the term as the development and
application of sanitary measures for the sake of cleanliness, protecting health, etc. In
this study, this refers to the preventive measures provided by the swimming resort
owners.
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Services. Webster (2000) defines the term as the manner in which one serve
or is served. In this study, this refers to the services offered by the swimming resorts
owners such as food services, accommodation, recreational services and safety
services.
Swimming Resorts. Webster (2001) define the term as a place to which
people frequently or generally go for relaxation by means of self-propulsion through
water as a leisure activity. In this study, it is a place that provides recreation and
amusement to various customers.
Promotion. Word Book (1994) define the term as the act of furthering the sale
or acceptance of a product or service by advertising and publicity. In this study, this
refers to presentation of local products that could compete in the global market.
Chapter 2
REVIEW OF RELATED LITERATURE
The researchers used references and materials suited for the background and
framework of the study for them to have an aid in making this investigation more
reliable and valid. These materials are presented in this section.
Management Practices
Management practices must evolve and change to continue to meet the
needs of an organization. Over the years, this has given rise to a wide variety of
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management techniques like scientific management, management by objectives, total
quality management, risk management and even crisis management. Numerous
books on general business management each advocate some of these techniques. But
for small organization, good management is often a matter of using common sense to
determine what works in your particular circumstances
(http://www.archieve.amo/.org.au/recollections/4pdf/management.pdf).
Kathly M. Bartol and Matin (1991) cited that strategic management practices a
sense of direction so that the organization members know where to expand their
efforts. Without a strategic plan, managers throughout the organization may
concentrate on day-to-day activities only to find out that the competitors has
maneuvered itself into a favorable competitive position by taking a more
comprehensive, long-term view of strategic decisions. The process helps the
organizations identity and develops a competitive advantage which is significant
edge over the competition in dealing with competitive forces.
Porter (198) added that management practices are emperative to the
competitiveness level of the any firm, thus making the firm to be more competent in
the changing trend in the market. Nations can compete if there firms can compete.
He says, It is the firms, not nations which compete in the international market.
Furthermore, management practices must be strategic in nature so that an
organization would have an edge to its competitors.
In addition, Nick Bloom (2005) states that management practices are
significantly associated with higher productivity and other indicators of corporate
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performance, including return on capital employed, and sales per employee. Well
manage firms perform significantly better than poorly managed firms with higher
levels of productivity, growth rates, and market values.
These variables in management practices persist of three reasons: (1) Product
market competition appears to be a primary driver of good management. This could
work both by making managers work harder-an effort effect-and also by driving out
badly performing firms-an selection effects. The research finds little evidence for
an effort effect, suggesting that competition may improve management practices
mainly by forcing badly run firms to shape up or close. (2) A firms age also seems to
matter with every old firms having the lowest average scores for quality of
management practices, particularly those in uncompetitive industries where
competition does not weed out underperformers. This is consistent with the idea that
new entrants find it easier than their older counterparts to adopt the best management
practices of the era in which they were founded. (3) Stronger labour market
regulation significantly impedes good management practice particularly in firms with
larger tenured employees. This suggests that regulation impedes the adoption of new
management practices.
Thus, best practice involves examining the operations of a number of
organizations and determining whose operations are most successful. These
organizations deemed to have achieved best practice in those areas, and set standard
against which similar organizations are measured. Best-practice organizations are
widely recognized as having achieved excellence in their field.
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Facility Management. According to Atkin and Brooks (2009) that facility
management is an interdisciplinary field primarily devoted to the maintenance and
care of commercial or institutional building, such as hotels, resorts, schools, office
complexes, sports arenas, or convention centers. Duties may include the care of air
conditioning, electric power, plumbing, and lightning systems.
They added that, An important concept in the facility management field is
that outsourcing, where the owner enters into an arrangement with external
organizations to provide one or more services in preference to their being provided
through internal arrangements. The reason for this action can vary, including lack of
in-house resources, lack of expertise, and pressure to reduce costs. Unfortunately,
confusion can exist because of the close association that facility management has
with outsourcing. The two concepts are not synonymous,
rather outsourcing is one means for providing facility-related services to the owner
organization.
They also added that an important feature of facility management is that it
takes account of human needs of its tenants in the use of buildings and other
constructive facilities. These softer factors complement the harder factors associated
with the maintenance and care of engineering services installation.
The IFMA (International Facility Management Association) supported that
Facility management is the integration of process within an organization to maintain
and develop the agreed sources which support and improve the effectiveness of its
primary activities.
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The BIFM (British Institute of Facilities Management) stated that Facilities
management is the integration of the multi-disciplinary activities within the built
environment and the management of their impact upon people and the workplace.
Atkin and Brooks (2009) stressed the discipline of facility management and
the role of facility managers in particular are evolving to the extent that many
managers have to operate at two levels: strategic-tactical and operational. In the
former case, owners need to be informed about the potential impact of their decisions
on the provision of space and services. In the latter, it is the role of a facility
manager to ensure proper operation of all aspects of a building to create an optimal
environment for the occupants to function. This is accomplished by managing some
of the following activities.
Service Management. One of the effective management practices that
determine the increase of customers in any firm is its services. Superior customer
service will always meet the customers satisfaction. Service strategy begins by
selecting the focus operation, the performance prioritiesby which the service firm
will compete. These include treatment of customer in term of friendliness and
helpfulness, speed and convenience of service delivery and variety of services.
(Chase, Jacobs,and Aquilano, 2005).
They also added that the elements of a good service guarantee it is
unconditional; meaningful to the customer; and easy to understand and
communicate. An issue of growing importance in service delivery and the variety
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of service relates to the ethical and possibly legal responsibility of a company to
actually provide the service that is promised.
Service strategies advances excellence by providing industry standards, career
development and strategic advisory services that ensure delivery of consistent, high
quality service and support. It applies a proven benchmark process to its programs
that measures and drives effectiveness for continuous service improvement.
Service strategy is about ensuring that the organizations are in position to
handle the costs and risk associated with their service portfolios and are set up not
just for operational effectiveness but also for distinctive performance. It also
provides guidance on how to design, develop, and implement service management
not only as an organizational capability but also as strategic asset.
Sanitation Management. D. Jeffress (2007) defined sanitation management
as the practices and procedures necessary to ensure a clean, safe establishment.
Proper sanitation is important in any job, though it is especially valuable, and often
enforced by law. The major functions of sanitation management are to delegate
responsibilities and to train supervise sanitation program. Moreover, an effective
sanitation programs includes provisions for constant training manuals, and short
courses given by trade associations, professional organizations, or regulatory
agencies.
Jimmy Wales (2009) specified that Chemical disinfectant such as chlorine,
bromine, or mineral sanitizers, and additional filters are often used in swimming
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pools to prevent growth and spread of viruses, algae, and insect larvae.
Alternatively, pools can be made with no chemical disinfectants by using bio filter
with additional filters. In both cases, pools need to be fitted with an adequate flow
rate.
But on the other hand, there is different concept on the use of chlorine as
disinfectant, it state that it is also the problem with the chemical exposure from
chlorinated swimming pools. Numerous scientific studies have shown increased
instances of asthma of those who swim regularly or those who work in and around in
the swimming pools. Another study with children found that kids who swam in
indoor swimming pools 1.8 hours or more a week had a lung conditions similar to
those of a heavy smoker. Also chlorinated exposure from swimming pools have been
shown to increased the risk of bladder and kidney cancer by more than 56% and it
was also noted in the 2000 Olympics in Sydney, Australia, where 25% of the U.S
Olympic swim team suffered from some level of asthma.
Safety and Security. In public pools there is lower risk of accident, with
trained lifeguards on duty whenever the pool is open. Because of the desire for
greater safety and technological advances in video monitoring, some pools are
equipped with computer-aided drowning prevention or other forms of electronic
safety and security systems.
The best way to ensure safety around the pool is to be educated. Knowing
how a swimming pool works greatly improves safety. Long-haired individual must
avoid water inlets. These inlets, also known as skimmers are rectangular holes on the
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wall that are sometimes partly or completely underwater. In private pools there can
be one to two inlets, in public pools five to twenty. Also to be avoided are the main
drains, usually identifies as round mesh covered objects on the pool floor, as poor
design can occasionally cause a safety problem. Building codes and product
standards have eliminated these hazards for current designs but not all pools are up to
standard. One significant law to increase safety pools is the Virginia Graeme Baker
Pool and Spa Safety Act which regulates pools to reduce the risk of entrapment.
Also the bigger the body of the water, the greater force it needs to have the
water circulating. Stronger water pumps are used on large pools to keep them
healthy, so extra care must be taken when swimming along the sides of floor of pool,
where drains are present. Some pools are designed without drains, which will 100%
eliminate the potential of suction entrapment.
Economic Activities. During the past years, protectionism and state
intervention have been replaced by economic liberalization and industry
deregulation. With the near completion of privatization of major state-owned
companies, a plan for the subsequent privatization includes the sale of public utilities
and some basic social services. This is done in hope that the country will be placed
in a good position to exploit its potential traditional strength such as good strategic
site, a working democracy, beautiful natural resources, a highly westernized business
atmosphere and a high standard of living.
(http://www.marimari.com/content/Phil./general-info/economy.wtml)
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There is no doubt that much of the economic activities remain concentrated in
Metro Manila. However, there are a number of other dynamic growth centers
spreading across the Philippines. A notable sample is the Subic Bay Freeport Zone,
which has been transformed from an American naval base into successful
commercial-industrial tourism center with a new international airport.
The tourism industry has once again proven to be a major contributing factor
in the consistent growth of the Philippines Economy. With rivals increasing and
revenue rising, the Department of Tourism (DOT) is pleased that its efforts have
vastly improved the countrys economic landscape. DOT reports that the Philippines
after experiencing high accuracy levels and steadily increasing visitors arrivals for
the last several years, has caught the attention of numerous hotel and property
developers from all around the globe (www.immediaterelease.Net)
Scott (2003) states that economic activity involves the use of scarce resources
in the provision of goods to satisfy unlimited wants. The production and distribution
of goods and services at all levels. Economic activity and expected future levels of it
have an important influence on security prices because of the interrelationship
between economic activity and corporate profits, inflation, interest rates, and other
variables. One frequently used measure of economic activity is the gross domestic
product.
Competitiveness
Survival and success in such turbulent times increasingly depend on
competitiveness. Competitiveness has been described many by researchers as a
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multidimensional and relative concept. The significance of different criteria of
competitiveness changes with time concept. Theories and frameworks must be
flexible enough to integrate the change with key strategic management processes of
their utility is sustained in practice
(http://www.findarticles.com/P/articles?mi_qa534/is_2004d/ai_n21343517//).
Barney (2001) added that while there are many theories about competitiveness
and related interdisciplinary fields of strategy, operations, resources based view, and
economics, they are not used widely by practitioners in their decesions for enhancing
or sustaining competitiveness. Research into issues of industry-level competitiveness
confirmed importance of processes in enhancing competitiveness (Momaya, 1998).
Murths (1998) define competitiveness as a multidimensional concept. It can
be looked at from three different levels: country, industry, and firm level.
Competitiveness originated from the Latin word competer which means
involvement in a business rivalry for markets. It has become common to subscribe
economic strength of an entity with respect to its competitors in the global market
economy in which goods, services, people, skills, and ideas more freely across
geographical borders.
In addition, DCruz, 1992 defined firm competitiveness as the ability of firms
to design, produce, and or market products superior to those offered by competitors,
considering the processes, which help identify the importance and current
performance of core process such as strategic management processes, human
resource processes, operations management processes and technology management
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processes. The competitiveness process can be viewed as a balancing process that
complements traditional functional processes such as operations management and
human resource management. It enhances the ability of an organization to compete
more effectively.
Firm level competitiveness is of great interest among practitioners. Nations
can compete if their firms cam compete, argues Christensen of Harvard Business
School. Porter says, It is the firms, not nations which compete in international
markets, (Porter, 1998). As supported by Bartol, Matthews, Tein, and Martin (2001)
that a sustained competitive advantage cannot be achieved solely by analyzing
environmental factors and developing business where competitive forces are
favorable. Gaining sustained competitive advantage also means developing valuable,
rare, and difficult-to-imitate resources and capabilities which called distinct
competence. The environmental factors are more or less uniform for all competing
firms. Research shows that 36% of the variance in profitability could be attributed to
the firms characteristics and actions (McGahan, 1999).
Competitiveness can be treated as dependent or independent variable
depending on the perspective from which one approaches the issue. Berkely et al
(1998) has suggested a framework that has three folds; the competitiveness
performance, competitiveness potential, and the management processes. A similar
frameworks, can be found in the World Competitive Yearbook (WCY, 2002). In
WCY formula, world competitiveness is a combination of assets that are inherited
and created as well as processes that transfer assets into economic results.
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Thus, competitiveness involve a combination of assets and processes, where
assets are inherited (natural resources) or created (infrastructure) and processes
transforms assets to achieve economic gains from sales to customers (DC, 2001).
Outcomes can be achieved through competitive potentials through the
competitiveness processes.
Affordability. Having analyzed its business environment and formed view of
the future, organizations must then identify the strategic alternatives which would
allow them to achieve their objectives. From these alternatives, a strategy will be
selected and implemented.
Competitors within any one industry may each pursue every different strategy,
but all may be capable of achievement, given that each organization may be pursuing
quite different objectives, and may posses differing strengths and weaknesses. Firms
must be aware of their competitors are of their relative strengths and weaknesses. In
all markets which are competitive in nature, the strategic decisions made by an
organization are frequently a response to actions- or possible future actions of
competing organizations.
One method of identifying and selecting strategies is to identify those
activities for which an organization has a competitive advantage over its competitors.
Porter (1980) has reduced competitive advantage based strategies to three generic
types: Overall cost leadership, Differentiation, Focus.
For firms pursuing a similar strategy aimed at similar market segment, Porter
contends that the one which pursues that the strategy most effectively will meet its
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objectives most effectively. Firms which do not pursue a clear strategy are the least
effective. Although they try to succeed in all three strategic alternatives, they end up
showing no cost leadership, no differential advantage and no clear focus on one
customer group. Like many models, Porters model has been challenged. Critics
have pointed to successful firms who have managed to pursue multiple strategies
simultaneously.
Palmer (2001) added that it is also too easy to portray competition within a
market as a static concept. In reality, market attractiveness is a dynamic measure and
for evaluation purposes, a prime consideration for firms considering entering a
market is how attractive the market will appear at the time when a proposed strategy
is implemented. If a market appears attractive to one organization, then it probably
appears equally attractive to others as well. These may possess equal competitive
advantage in addressing the market.
According to Paul Peter, J and Donnelly, James H. Jr., (2001) that one of the
most important and complex decisions a firm has to make is to relate pricing to its
products or services. If consumers or organizational buyers perceive a price to be too
high, they may find competitive services, leading to a loss of profit for the firm. If the
price is too low, sales might increase but profitability may suffer.
As they added, for services targeting similar sub segments of the market, the
pricing decisions of competitors will have a direct bearing on an organizations own
pricing decisions. Price in these circumstances is used as tactical weapon to gain
short term competitive advantage over rivals. In a market where competitors have
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broadly similar cost structures, price cutting can be destabilizing and result in costly
price wars with no sustainable increase in profitability. In some services markets are
characterized by a fairly homogeneous service offering, demand is so sensitive to
price that a firm would risk losing most of its business if it charged just a small
amount more than its competitors. On the other hand, charging any lower would
result in immediate retaliation from competitors.
Chase et al (2001) said that some customers are primarily interested in the
cost of a product or service, and correspondingly some companies attempt to position
themselves to offer the lowest price. Within every industry, there is usually a
segment of the market that buys solely on the basis of low cost. To successfully
compete in this niche, a firm must be the low-cost producer, but even doing this does
not always guarantee profitability and success.
Accessibility. Palmer (2001) found that access strategies can be based on the
type of benefit which users seek from a service. High-frequency users of a service
may place a higher premium on easy accessibility than casual users. Service
accessibility by time can be used to give an organization competitive advantage in
much the same way as spatial accessibility.
He added that, before a network of service outlets can be designed, an
organization must clearly design its accessibility objectives. In particular it must have
an idea of the volume of business, market share and customer segments that it seeks
to attract. Accessibility objectives derived from the positioning strategy for a service.
A high level of accessibility may only be compatible with business objectives if it is
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also associated with premium price position. A high level of accessibility may also
reduce and changed the role played by promotion within the marketing mix. By
contrast, a strategy which involves a low level of accessibility may need to rely
heavily in promotion to make potential consumers aware of the location of service
outlets.
Consequently, service locations decisions are used at both a macro and a
micro level. At a macro level, organization seek the most profitable areas or regions
on which to make their service available, given the strength of demand, the level the
level of competition and the costs of setting up in an area. Micro level decisions refer
to the choice of specific sites. Macro statement begins with a clear statement of the
profile of customers that an organization is targeting. Areas are then sought that have
geo-demographic profile closely matching that of the target market.
However, decisions on service location are also influenced by the extent to
which consumers are willing or able to be flexible in where they consume a service.
In reality most service consumers decisions involve a trade-off between the price of
a service, the quality of delivery at a particular location, the amount of choice
available and the cost to the consumer in terms of time an money involved in gaining
access to the service.
Promotion. In the Philippines tourism is one of the economic aspects that the
government is looking into. They are somehow improving the quality of their
resources to attract tourists.
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There are opportunities for ocean and land recreation, transportation,
information marketing, and tourism related developments such as mountain resorts,
hotels and golf courses. Cebus present dive and beach destinations represent an
investment value of hundreds of million of dollars. After their arrival, travelers
retrace historic journeys, play golf, hike mountain trails, laze on pristine white sands
and dive on offshore coral reefs that equal the very best anywhere. Cebus attractions
make it the Philippines premier tourists destination.
(http://cebu.net/cipcl/)
On the other hand, advertising as cited by Palmer (2001) is mass, which is
used to transit information, develop attitudes and induce some form of response on
the part of the audience. It seeks to bring about the response by providing
information to potential customers, by trying to modify their desires and by
supplying reasons why they should prefer that particular companys services.
Advertising objectives should be clearly specified in terms of target audiences and
desired effects.
Such advertising are; television which is very powerful medium. Although it
tends to be used mainly for the long-term task of creating awareness, it can also be
used to create a rapid response. The very fact that a message has been seen on
television can give credibility to the message source and many smaller service
companies add the phrase as seen on TV to give additional credibility to their other
media communications. The power of the television medium is enhanced by its
ability to appeal to both the senses of sight and sound, and to use movement and
colour to develop a sales message.
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Radio advertising has often been seen as poor relation of television
advertising, appealing only to senses of sound. The threshold cost of radio
advertising is much lower than for television. A major advantage over other media is
that the audience can be involved in other activities particularly driving while
being exposed to an advertisement. Although there are often doubts about the extent
to which an audience actually receives and understands a message, it forms a useful
reminder medium when used in con junction with other media.
Moreover, service outlets can be seen as billboards capable of conveying
messages about the services which take place within them. They are therefore
powerful tools in appealing to both customers and non-customers. The general
appearance of an outlet can promote the image of a service organization. A brightly
coloured and clean exterior can transmit a message that the organization is fast,
efficient and well run. Outlets can be used to display advertising posters which in
heavily trafficked locations can result in valuable exposures.
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Chapter 3
METHOD
This chapter presents the research design, research subjects, research subjects,
research instruments, data gathering procedure and statistical treatment of the data.
Research Design
The researcher used a descriptive correlational method. This involves the
recording, analysis, and interpretative of conditions and activities that exist in the
business. The method is appropriate in presenting the information on management
practices of swimming resorts in Digos City. The level of competitiveness and the
management practices were measured based on the gathered data from the customers
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of each swimming resorts. This is also used to determine the relationship between
the management practices and the level of competitiveness of swimming resorts in
Digos City.
Research Subjects
This study was conducted at the El Eugene Beach Resort, Claire John
Swimming Resort, Blue Bayou Beach Resort, Llavans Beach Resort, Ynciertos
Beach Resort, and Mana Annies Beach Resort. The respondents were the customers
of the said swimming resorts in Digos City.
Table 1 shows the distribution of respondents, there are all 122 respondents
Table 1
Distribution of Respondents
Swimming Resorts in
Digos City
Frequency Percentage
El Eugene Beach Resort
Claire John Swimming
Resort
Blue Bayou Beach
Resort
Llavans Beach Resort
Hotel Ynciertos Beach
Resort
Mama Annies Beach
Resort
22
25
19
22
16
18
18.0%
20.5%
15.8%
18.0%
13.1%
14.8%
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Total 122 100%
as the subject of this study. The time schedule for the interview was; morning
10:00am-11:00am, afternoon 2:00pm-3:00pm, evening 6:00pm-7:00pm on February
19, 20, 21, 2010 and March 5, 6, 7.
Research Instrument
Survey questionnaires were used as the main instrument of the study. This
was validated by the experts Prof. Jojo Datulayta, Prof. Eva Marie Sam and Prof.
Viola Buenaventura to ensure the readability, reliability, and validatity of the
contents. Part one dealt on the management practices with the five indicators which
are the facilities, services, sanitation, safety and security, and economic activities.
Part two with the level of competitiveness with four indicators which are the
affordability, accessibility, area size, and promotion. There are 4-5 items
per indicator.
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The management practices and the level of competitiveness rated by the
respondents was also rated using a 5 point Likert scale with the equivalent meaning.
The rating scale is as follows:
Numerecal Scale Range of Mean Interpretation
5 4.50-5.00 The competitiveness level
of Swimming Resorts in
Digos City is Very High.
4 3.50-4.49 The competitiveness level
of Swimming Resorts in
Digos City is High.
3 2.50-3.49 The competitiveness level
of Swimming Resorts in
Digos City is Moderate
2 1.50-2.49 The competitiveness level
of Swimming Resorts in
Digos City is Low.
1 1.00-1.49 The competitiveness level
of Swimming Resorts inDigos City is Very Low.
Research Procedures
The researchers followed the step-by-step procedure in gathering data from
the respondents.
Asking permission to conduct the study. The researchers made a letter
asking permission from the respondents (resort owners & customers) to conduct an
interview.
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Administration and retrieval of instruments. An actual visit was
undertaken for administering the guide questionnaires. The said questionnaires
completely filled by the respondents were collected for data processing.
Collation and processing of data. The ratings given by the respondents were
organized, tabulated, interpreted and analyzed.
Analysis and interpretation. The responses of the customers on their
competitiveness level in terms of affordability, accessibility, facilities, promotion and
area size were reconciled to the ratings of the resorts management practices.
Statistical Treatment of the Data
The following statistical tools were used in the interpretation and analysis
of data.
Mean. It was used to determine the management practices and measure the
level of competitiveness of swimming resorts in Digos City.
Pearsons r. It was used to answer the relationship between the management
practices and the level of competitiveness of swimming resorts in Digos City.
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Chapter 4
PRESENTATION AND ANALYSIS OF FINDINGS
This chapter presents the presentation and analysis of data which are
presented, analyzed, and interpreted under the following headings:
1. Management practices of swimming resorts in Digos City.2. Level of Competitiveness of Swimming resorts in Digos City.3. Significant relationship between the management practices and the level of
competitiveness of swimming resorts in Digos City.
Management Practices of
Swimming Resorts in Digos City
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As shown in Table 2, the management practices of swimming resort was
determined based on their facilities, services, sanitation, safety and security and
economic activity as its indicators and they are as follows:
Facilities. The overall mean score of this indicator is 3.56 or described as
high. The highest mean score of this indicator is 3.79 described as high; this implies
that the swimming resorts in Digos City has clean restrooms and have adequate water
supply. Item 1 has a mean score of 3.72 described as high; this implies that the
pool(s) of swimming resorts in Digos City are clean and have sufficient space. Item
3 has the lowest mean score of 2.96 described as moderate; this implies that the
function hall of the swimming resorts in Digos City has enough space with facilities.
Item 4 has a mean score of 3.66 described as high;
Table 2
Management Practices of Swimming Resorts In Digos City
Itemized Items Mean Total
Facilities1. Pool(s) are clean & have sufficient
space.
2. Cottages are well furnished.3. The function hall has enough space with
facilities.
4. Rest rooms have convenient rooms.5. Rest rooms are clean having adequate
water supply.
3.56
2.96
3.72
2.96
3.79
3.79
High
High
High
Moderate
High
High
Services1. Customers are well attended on their
request.
2. Catering services have wide variety offoods/dishes.
3. Have receptionist/attendants for assistance.4. Have approachable crews and staffs.5. Monitor the additional needs of the
customers.
3.66
3.90
2.49
3.64
4.03
3.76
High
High
Low
High
High
High
Sanitation 3.62 High
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1. Pool(s) are properly cleaned.2. Have enough garbage containers in the pool
area as well as the cottages.
3. Water is clean and safe to drink.4. Lawn is well trimmed and maintained.5. Comfort rooms are well cleaned and well
maintained.
3.61
3.30
4.16
3.38
3.57
High
High
Moderate
High
High
Safety and Security1. Lifeguard(s)/ security guard(s) are visible
to the swimmers.
2. Swimming resorts rules and regulationsare posted clearly in conspicuous places.
3. Pool(s) have visible depth measurements.4. Fire extinguishers are installed in
designated area.
5. Have available telephones for emergencypurposes.
1.87
1.90
2.25
1.71
1.54
2.03
Low
Low
Low
Low
Low
Low
Economic Activities1. There is Pasalubongcenter .2. Affordable recreational facilities.3. Affordable corkage fees.4. Affordable space rentals.5. Affordable rates in swimming attires and
other swimming gadgets rentals.
3.181.18
3.76
4.05
3.93
3.03
ModerateVery Low
High
High
High
Moderate
Overall Mean Score 3.18 Moderate
this implies that the swimming resorts in Digos City have convenient rooms.
Services. The overall mean score of this indicator is 3.66 described as high.
The highest item has a mean score of 4.03 described as high; this indicates that the
swimming resorts in Digos City have approachable crews and staffs. Item 1 has a
mean score of 3.90 described as high; this indicates that the customers of swimming
resorts in Digos City are well attended on their request. Item 2 has the lowest mean
score of 2.90 described as high; this indicates that catering services of the swimming
resorts in Digos City have wide variety of foods/dishes. Item 3 have a mean score of
3.64 described as high; this indicates that the swimming resorts have
receptionist/attendants for assistance. Item 5 has a mean score of 3.76 described as
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high; this indicates that the swimming resorts owners monitor the additional needs of
the customers.
Sanitation. The overall mean of this indicator is 3.62 or described as high;
this implies that the pools are properly cleaned. Item 2 has a mean score of 3.30
described as high; this implies that the swimming resorts in Digos City have enough
garbage containers in the pool/beach area as well as in the cottages. Item 3 has a
mean score of 4.16 described as moderate; this indicates that the water in swimming
resorts in Digos City is clean and safe to drink. Item 4 has a mean score of 3.38
described as high; this implies that the lawn of swimming resorts in Digos City is
well trimmed and maintained. Item 5 has a mean score of 3.57 described as high; it
implies that comfort rooms of the swimming resort in Digos City are well cleaned
and maintained.
Safety and Security. The overall mean of this indicator is 1.87 described as
low. The highest item has a mean score of 2.25 described as low; it indicates that the
swimming resorts rules and regulations are posted clearly in conspicuous places.
Item 1 has a mean score of 1.90 described as low; this indicates that the
lifeguards/security guards of swimming resorts in Digos City are visible to the
swimmers. Item 3 has a mean score of 1.71 described as low; this implies that the
swimming resorts pools have visible depth measurements. Item 4 has a mean score
of 1.54 described as low; this implies that the fire extinguishers of swimming resorts
in Digos City has in designated areas. Item 5 has a mean score of 2.03 described as
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low; this implies that the swimming resorts in Digos City have available telephones
for emergency purposes.
Economic Activities. The overall mean of this indicator is 3.18 described as
moderate. Item 3 got the highest mean score of 4.05 described as high; this implies
that the swimming resorts in Digos City have affordable corkage fees. Item 1 has a
mean score of 1.18 described as very low; this implies that the swimming resorts in
Digos Digos City have pasalubong centers. Item 2 has a mean score of 3.76
described as high; this implies that the swimming resort in Digos City have
affordable recreational facilities. Item 4 has a mean score of 13.93 described as high;
this implies that the swimming resorts in Digos City have affordable space rentals.
Item 5 has a mean score of 3.03 described as moderate; this implies that the
swimming resort have affordable rates in swimming attires and other swimming
gadgets rentals.
The mean value of the management practices of swimming resort in Digos
City obtained a mean score of 3.18, described as moderate, which implies that
although some of the indicators got a high rating, yet generally management practices
of swimming resorts in Digos City still needs to be improve in order to be more
competent in this kind of business.
Level of Competitiveness of
Swimming Resorts in Digos City
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As shown in Table 3, the level of competitiveness of swimming resorts in
Digos City was determined based in their affordability, accessibility, area size, and
promotion as its indicators and they are as follows:
Affordability. The overall mean score of this indicator is 3.92 or described as
high. The highest item has a mean score of this indicator is 4.72 described as very
high; this implies that the swimming resorts in Digos City has affordable entrance
fees. Item 2 has a mean score of 4.22 described as high; this implies that the
swimming resorts in Digos City have affordable cottage rentals. Item 3 has a mean
score of 2.94 described as moderate; this implies that the swimming resort in Digos
City have reasonable catering fees. Item 4 has a mean score of 3.39
describe as moderate; this implies that the swimming resorts has affordable
charges on special occasions.
Accessibility. The overall mean score of this indicator is 3.12 described as
Table 3
Level of Competitiveness of Swimming Resorts in Digos City
Itemized Statements Mean Total
Affordability
1. Affordable entrance fees.2. Affordable cottage rentals.3. Reasonable catering fees.4. Affordable charges on special
occasions.
3.924.72
4.22
2.94
3.39
HighVery high
High
Moderate
Moderate
Accessibility
1. Location is near to the city proper.2. Road to the resort premises is
cemented.
3. Business site is easy to locate.4. There is a presence of way mark
directing to the location.
3.12
2.57
3.64
3.47
3.42
Moderate
Moderate
High
Moderate
Moderate
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Location is near to the main road. 2.50 Moderate
Area Size
1. Have sufficient space for variousfacilities.
2.
Have convenient perking space.3. Accommodate various groupgatherings.
4. Have enough space for religiousgroup gatherings.
5. Have enough space forseminars/outdoor activities.
3.23
3.24
3.52
3.35
3.16
2.89
Moderate
Moderate
High
Moderate
Moderate
Moderate
Promotion
1. They sell souvenirs with theirbusiness name engraved/printed.
2. They have radio/TV ads.3. They have billboard ads.4. They offer discounts on peak seasons
(holidays).
1.75
1.16
1.20
1.77
2.88
Low
Very low
Very low
Low
Moderate
Overall Mean Score 3.00 Moderate
moderate. The highest item has a mean score of 3.47 described as moderate; this
indicates that the business site is easy to locate. Item 1 has a mean score of 2.57
described as moderate; this indicates that the swimming resorts in Digos City are
near to the city proper. Item 2 has a mean score of 3.64 described as high; this
indicates that the road to the resort premises are cemented. Item 4 has a mean score
of 3.42 described as moderate; this indicates that there is a presence of way mark
directing to the location. Item 4 has a mean score of 2.50 described as moderate; this
indicates that the location is near to the main road.
Area Size. The overall mean score of this indicator is 3.23 describe as
moderate. Item 1 has a mean score of 3.24 describe as moderate; this implies that the
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swimming resorts in Digos City have sufficient space for various facilities. Item 2
has a mean score of 3.52 describe as high; this implies that the swimming resorts in
Digos City have convenient parking space. Item 3 has a mean score of 3.54
described as moderate; this implies that the swimming resorts in Digos City
accommodates various group gatherings. Item 4 has a mean score of 3.16 described
as moderate; this implies that the swimming resorts in Digos City have enough space
for religious group gatherings. Item 5 has a mean score of 2.89 described as
moderate; this implies that the swimming resorts in Digos City have enough space
for seminars/outdoor activities.
Promotion. The overall mean of this indicator is 1.75 described as low. Item
1 has a mean score of 1.16 described as very low; this indicates that the swimming
resorts in Digos City sell souvenirs with their business name engraved/printed. Item
2 has a mean of 1.20 described as very low; this indicates that swimming resorts in
Digos City have billboard ads. Item 4 has a mean score of 2.88 described as
moderate; this indicates that swimming resorts in Digos City offer discounts on peak
seasons(holidays).
The mean value of the level of competitiveness obtained a mean score of 3.00
described as moderate, which implies that swimming resorts in Digos City is not that
competent, thus the management practices needs to be improved to boost up the level
of competitiveness.
Significant Relationship between the Management
Practices and the Level of Competitiveness in
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Swimming Resorts in Digos City
The relationship between the management practices and the level of
competitiveness requires the use of descriptive correlational method to determine the
degree or relatedness of the two variables and the data is shown in table 4.
In the first indicator, facilities, the P-value is 0.00. It is significant since the P-
value is lesser than 0.05. This implies that there is a significant relationship between
facilities and the level of competitiveness of swimming resorts in Digos City as
perceived by the customers. Hence the null hypothesis was rejected.
The P-value in the second indicator, services is 0.00. This P-value is
significant since it is lesser than 0.05. This reveals that there is a significant
relationship between services and the level of competitiveness as perceived by the
customers, it was rejected on the decision of the null hypothesis.
Table 4
Correlation Matrix between Management Practices and Level of
Competitiveness of Swimming Resorts in Digos City
Management Practices Level of Competitiveness Overall
AffAve AccAve ASizeAve PromAve
FacAve Pearson
Correlation
P-value
Remark
.10
.26
NS
-.14
.14
NS
.50
.00
S
.30
.00
S
.33
.00
SServAve Pearson
Correlation
P-value
Remark
.38
.00
S
.38
.00
S
.45
.00
S
.02
.84
NS
.53
.00
S
SanAve Pearson
Correlation
P-value
.1
.28
.01
.90
.51
.00
.26
.00
.39
.00
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Remark NS NS S S S
SafSecAve Pearson
Correlation
P-value
Remark
-.30
.00
S
-.43
.00
S
.27
.00
S
.29
.00
S
-.62
.50
NS
EconActAve Pearson
Correlation
P-value
Remark
.31
.00
S
.42
.00
S
.50
.00
S
.33
.00
S
.65
.00
S
OVERALL Pearson
Correlation
P-value
Remark
.10
.29
NS
.01
.90
NS
.62
.00
S
.34
.00
S
.47
.00
S
For the third indicator, sanitation, the P-value is again 0.00, it is lesser than
0.05, therefore it is significant. This means that there is a significant relationship
between management practices and the level of competitiveness as perceived by the
customers. The null hypothesis was rejected.
In the fourth indicator, safety and security, the P-value is 0.50. It is greater
than 0.05, therefore it is not significant. This shows that there is no significant
relationship between safety and security and the level of competitiveness as
perceived by the customers, it was accepted on the decision of the null hypothesis.
The last indicator, economic activities, the P-value is 0.00. It is lesser than
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0.05 therefore it is significant. There is a significant relationship between economic
activities and the level of competitiveness as perceived by the customers. Therefore
the null hypothesis was rejected.
Considering therefore the degrees of relationships as computed in table 4, the
null hypothesis is rejected.
Chapter 5
SUMMARY, CONCLUSION, RECOMMENDATIONS
This chapter presents the findings of the study in summary, the
conclusions derived from the findings and the researchers recommendations based
on the conclusions.
Summary
The main objective of this study was to determine the management practices
and the level of competitiveness of swimming resorts in Digos City.
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The descriptive co-relational method was used in this study.
Specifically it sought to answer the following questions:
1. What are the management practices of swimming resorts in Digos City?2. What is the competitiveness level of swimming resorts in Digos City?3. Is there any significant relationship between management practices and the
level of competitiveness of swimming resorts in Digos City?
The study came up to the following findings:
1.The mean value of the management practices obtained a mean score of 3.18.
2.The mean value of the level of competitiveness obtained a mean score of
3.0
3. The computed p-value for the significant relationship between the
management practices and the level of competitiveness of swimming
resorts in
Digos City is .00. This implies that the decision on hypothesis
was rejected.
Conclusions
Based on the foregoing findings, the following conclusions were drawn:
1. The management practices of swimming resorts in Digos City is moderate.2. The level of competitiveness of swimming resorts in Digos City is
moderate.
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3. There is a significant relationship between the management practices andthe level of competitiveness of swimming resorts in Digos City.
Recommendations
The researchers recommend the following option based on the conclusions
derived from the findings of this study.
1. In as much as the management practices got only a moderate level,
swimming resorts in Digos City should give a high regard on this matter. The
researchers recommend to the swimming resorts in Digos City to improve the safety
and security of the customers, they should have lifeguards and security guards at
designated area to monitor and to assure the safety and security of the bathers.
2. In the aspect of the level of competitiveness of swimming resorts in Digos
City they should take an ample consideration on promotion such as TV ads,
radio ads and billboards to promote the image of their business.
3. Further, swimming resorts in Digos City should improve their management
practices to be competent in this kind of business.
4. It is highly recommended that deeper study should be conducted by future
researchers in some indicators such as; the state-of-the-art facilities and equipment to
how it directly affects the nature of swimming resort business in Digos City.
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REFERENCES
Atkin et al. (2009). Total facilities management. 3rd
edition. Oxford & New York:
Willey-Blackwell.
Bartol et al. (1991).Management. New York: McGraw-Hill Companies
Ivancevich, J. (2001). Human resource management. 8th
edition. Boston: McGraw-
Hill Co.
Montana, P. (1996). Management. 2nd
edition. New York: Barrons Educational
Services.
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Palmer, A. (2001). Principles of services marketing. 3rd
edition. London: McGraw-
Hill Companies.
Pitts, R. (2001). Strategic management: building & sustaining competitive
advantage. 2nd edition. United States: South Western College.
Porter, M. (1998). The competitive advantage of nations. Londaon: McMillan
Porter, M. (1998). On competition. Boston Harvard Business School.
Wilson, F. (1995). Organizational behavior and gender. London: McGraw-Hi;; Book
Co.
http://www.foreignaffairs.org/1994301/faessay5049/Paul-Krugman/competitiveness-
a-dangerous-obsession.html
http://www.wisegeek.com/what-is-sanitation-management.html
http://cebu.net/cipcl
http://www.findarticles.com/P/articles/mi-qa5321/is_200401/ai-n21343517
http://www.stanford.edu/~nbloom/management.pdf
http;//www.dmp.wa.au/tgol_help/71aspx
http://www.foreignaffairs.org/1994301/faessay5049/Paul-Krugman/competitiveness-a-dangerous-obsession.htmlhttp://www.foreignaffairs.org/1994301/faessay5049/Paul-Krugman/competitiveness-a-dangerous-obsession.htmlhttp://www.wisegeek.com/what-is-sanitation-management.htmlhttp://cebu.net/cipclhttp://www.findarticles.com/P/articles/mi-qa5321/is_200401/ai-n21343517http://www.stanford.edu/~nbloom/management.pdfhttp://www.stanford.edu/~nbloom/management.pdfhttp://www.findarticles.com/P/articles/mi-qa5321/is_200401/ai-n21343517http://cebu.net/cipclhttp://www.wisegeek.com/what-is-sanitation-management.htmlhttp://www.foreignaffairs.org/1994301/faessay5049/Paul-Krugman/competitiveness-a-dangerous-obsession.htmlhttp://www.foreignaffairs.org/1994301/faessay5049/Paul-Krugman/competitiveness-a-dangerous-obsession.html -
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APPENDIX A
LETTEROF PERMISSION
February 19, 2010
TESSIE G. MIRALLES, Ph. DDirector
UM Digos College-Digos City
Madam:
Greetings!
We, the researchers are presently undertaking research entitled Management Practices
and Level of Competitiveness of Swimming Resorts in Digos City in partial fulfillmentof the requirement of Bachelor of Science in Business Administration.
In view of the above intention, we humbly ask permission to allow us to conduct our survey
and test questionnaire in the said respondents.
With the great help of the Almighty Father, we are hoping for your response into this matter.
Your approval is a great help in our completion of our paper.
Thank you and may God bless you a hundred fold.
Very truly yours,
THE RESEARCHERS:
(SGD) WAYNE ALLEN F. CARBONELL
(SGD) MARICEL C. ENTOMA
(SGD) TEOFHELRYZA M. BAYARCAL
Noted by:
OJELA MAE M. ENTERO, MBA EVANGELINE Z. CALABUCAL, MBAResearch Instructor CBA, Program Head
TESSIE G. MIRALLES, PH. D.School Director
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APPENDIX B
VALIDATION LETTER
Sir/Madam:
Greetings!
The undersigned are presently undertaking a study entitled Management Practices
& Level of Competitiveness of Swimming Resorts in Digos City in partialfulfillment of the requirements for the Bachelor of Science in Business
Administration.
In connection with this, we humbly request you to evaluate our instrument to be used
in the survey. We deem that your proficiency would help us to attain the objective of
the study.
Enclosed is the statement of the study.
Thank you very much and God bless.
Respectfully yours,
(SGD)WAYNE ALLEN F. CARBONELL
(SGD)MARICEL C. ENTOMA
(SGD)TEOFHELRYZA M. BAYARCAL
Noted by:
(SGD)PROF. ELIAS G. CUEVAS
Thesis Adviser
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APPENDIX C
VALIDATION SHEET
To the Evaluator: Please check the appropriate box for your ratings.
Point Equivalent: 5Excellent 2Fair
4Very Good 1Poor3Good
5 4 3 2 1
1. Clarity of the Direction and ItemsThe vocabulary level, language structure andconceptual level of the questions suit the levelof respondents. The test directions and items arewritten in a clear and understandable manner.
2. Presentation/Organization of ItemsThe items are presented and organized in logicalmanner.
3. Suitability of ItemsThe items appropriately represent the substanceof the research. The questions are designed to
determine the conditions, knowledge,perceptions and attitudes that are supposed toto measured.
4. Adequateness of Items per CategoryThe items represent the coverage of the researchadequately. The number of questions per areacategory is representative enough of all thequestions needed for the research.
5. Attainment of PurposeThe instrument as a whole fulfills the objectives forwhich it was constructed.
6. ObjectivityEach item questions requires only one specificanswer or measures only one behavior and no
aspect of the questionnaire suggests bias on the partof the researcher.
7. Scale and Evaluation Rating SystemThe scale adapted is appropriate for the items.
Signature Over Printed Name
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APPENDIX D
VALIDATION OF INSTRUMENT
Rating Scale:
4.505.00 Excellent
3.504.49 Very Good2.503.49 Good
1.502.49 Fair
1.001.49 Poor
Validators Mean Descriptive Equivalent
Prof. Eva Marie Sam
Prof. Jojo Datulayta
Prof. Viola Buenaventura
5.0
4.29
4.57
Excellent
Very Good
Excellent
OVERALL 4.62 Excellent
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APPENDIX E
SURVEY QUESTIONNAIRE
University of Mindanao Digos City
College of Business Administration
Roxas Extension, Digos City
Business Research (Bus6) Requirements
Management Practices and Level of Competitiveness of Swimming Resorts in
Digos City
(Survey Questionnaire)
Gender: [ ] Male [ ] Female
Civil Status: [ ] Single [ ] Married [ ] Widow/Widower
Age: Name of Swimming Resort:
Instruction: Please indicate a check which corresponds to your answer using the scale
below.
5-Strongly Agree 4-Agree 3-Moderately Agree 2-Disagree
1-Strongly Disagree
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PART I-MANAGEMENT PRACTICES
1. Facilities 5 4 3 2 1
1. Pool(s) are clean and have [ ] [ ] [ ] [ ] [ ]
sufficient space.
2. Cottages are well furnished. [ ] [ ] [ ] [ ] [ ]3. The function hall have enough space
with facilities [ ] [ ] [ ] [ ] [ ]
4. Rest house has convenient
rooms. [ ] [ ] [ ] [ ] [ ]
5. Rest rooms are clean having
adequate water supply. [ ] [ ] [ ] [ ] [ ]
2. Services
1. Customers are well attended on [ ] [ ] [ ] [ ] [ ]
their requests.2. Catering services have wide [ ] [ ] [ ] [ ] [ ]
variety of foods/dishes.
3. Have receptionist/attendants for [ ] [ ] [ ] [ ] [ ]
assistance.
4. Have approachable crews [ ] [ ] [ ] [ ] [ ]
and staffs.
5. Monitor additional needs of [ ] [ ] [ ] [ ] [ ]
the customers.
3. Sanitation1. Pool(s) are properly cleaned. [ ] [ ] [ ] [ ] [ ]
2. Have enough garbage containers in
the pool area as well as in cottages. [ ] [ ] [ ] [ ] [ ]
3. Water is clean and safe to drink. [ ] [ ] [ ] [ ] [ ]
4. Lawn is well trimmed and
maintained. [ ] [ ] [ ] [ ] []
5. Comfort rooms are clean and
well maintained. [ ] [ ] [ ] [ ] [ ]
4. Safety and Security
1. Lifeguard(s) are visible to swimmers
when on duty. [ ] [ ] [ ] [ ] [ ]
2. Swimming resorts rules and
regulations are posted clearly in
conspicuous places. [ ] [ ] [ ] [ ] [ ]
3. Pool(s) have visible depth
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Measurements. [ ] [ ] [ ] [ ] [ ]
4. Fire extinguishers are installed
In the designated areas. [ ] [ ] [ ] [ ] [ ]
5. Have available telephones for
Emergency purposes. [ ] [ ] [ ] [ ] [ ]
5. Economic Activities1. Have pasalubong centers. [ ] [ ] [ ] [ ] [ ]
2. Rates for recreational facilities are
Affordable. [ ] [ ] [ ] [ ] [ ]
3. Have affordable space corkage fees. [ ] [ ] [ ] [ ] [ ]
4. Have affordable space rentals. [ ] [ ] [ ] [ ] [ ]
5. Have affordable rates on swimming
Attires & other swimmingGadgets rentals. [ ] [ ] [ ] [ ] [ ]
PART II-COMPETITIVENESS LEVEL
Instruction: Please indicate a check which corresponds to your answer using the scale
below.
5-very high 4-high 3- moderate 2- low 1-very low
1.Affordability
1. Have affordable entrance fees. [ ] [ ] [ ] [ ] [ ]2. Have affordable cottage rentals. [ ] [ ] [ ] [ ] [ ]3. Have reasonable catering fees. [ ] [ ] [ ] [ ] [ ]4. Have reasonable charges on special
occasions. [ ] [ ] [ ] [ ] [ ]
2. Accessibility
1. Location is near to the city proper. [ ] [ ] [ ] [ ] [ ]
2. Road to the resort premises is
Cemented. [ ] [ ] [ ] [ ] [ ]
3. Business site is easy to locate. [ ] [ ] [ ] [ ] [ ]
4. There is a prescence of way mark
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Directing to the location. [ ] [ ] [ ] [ ] [ ]
5. Location is near to the main road. [ ] [ ] [ ] [ ] [ ] [ ]3. Area Size
1. Have sufficient space for various
Facilities. [ ] [ ] [ ] [ ] [ ]2. Have convenient parking space. [ ] [ ] [ ] [ ] [ ]
3. Accommodate various group
Gatherings. [ ] [ ] [ ] [ ] [ ]
4. Have enough space for religious
Group gatherings. [ ] [ ] [ ] [ ] [ ]
5. Have enough space for seminars orOutdoor activities. [ ] [ ] [ ] [ ] [ ]
4. Promotion1. They sell souvenirs with their
Business name engraved/printed. [ ] [ ] [ ] [ ] [ ]
2. Have radio or tv ads. [ ] [ ] [ ] [ ] [ ]
3. Have billboard ads. [ ] [ ] [ ] [ ] [ ]
4. Offers discount on peak seasons. [ ] [ ] [ ] [ ] [ ]
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CURRICULUM VITAE
Maricel C. EntomaMabini Magsaysay Davao del Sur
0908-7566-354
Personal Information:
Date of Birth : March 6, 1987
Birthplace : Digos, City
Religion : Roman Catholic
Status : SingleFathers Name : Mr. Dominador L. Entoma
Mothers Name : Mrs. Mila C. Entoma
Educational Background:
University of Mindanao Digos Branch
Course: Bachelor of Science in Business Administration
Major: Human Resource Management
Barayong National High School 2002 - 2003
Mabini Elementary School 1998 - 1999
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CURRICULUM VITAE
Teofhelryza M. BayarcalPoblacion Matanao Davao del Sur
0930-8099-854
Personal Information:
Date of Birth : March 21, 1990
Birthplace : Poblacion Matanao Davao del Sur
Religion : Christian Catholic
Status : SingleFathers Name : Teofilo A. Bayarcal
Mothers Name : Felicitas M. Bayarcal
Educational Background:
University of Mindanao Digos Branch
Course: Bachelor of Science in Business Administration
Major: Financial Management
Matanao National High School 2006 - 2007
Matanao Central Elem. School 2002-2003
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CURRICULUM VITAE
Wayne Allen F. Carbonell
3154 Tandang Sora Street, Digos City
0907-9704-389
Personal Information:
Date of Birth : September 17, 1975
Birthplace : Quezon City, Metro Manila
Religion : Seventh Day Adventist
Status : Married
Fathers Name : Donald V. Carbonell (deceased)
Mothers Name : Nenita F. Carbonell (deceased)
Educational Background:
University of Mindanao Digos Branch
Course: Bachelor of Science in Business Administration
Major: Human Resource Management
Digos National High School 1991 - 1992
SDA El t S h l 1985 1985
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