group 2 thesis

7/31/2019 Group 2 Thesis

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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


4 Correlational Matrix between Management

Practices and Level of Competitiveness of


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
http://www.wikipedia.org/wiki/Motorcyclehttp://www.wikipedia.org/wiki/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)
http://www/http://www/http://www/http://www/


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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
http://www.findarticles.com/P/articles?mi_qa534/is_2004d/ai_n21343517//http://www.findarticles.com/P/articles?mi_qa534/is_2004d/ai_n21343517//http://www.findarticles.com/P/articles?mi_qa534/is_2004d/ai_n21343517//http://www.findarticles.com/P/articles?mi_qa534/is_2004d/ai_n21343517//


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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.



Digos City is High.



Digos City is Moderate



Digos City is Low.


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



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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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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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Palmer, A. (2001). Principles of services marketing. 3rd

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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


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




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


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)




Major: Human Resource Management

Digos National High School 1991 - 1992

SDA El t S h l 1985 1985

group 2 thesis

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