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

APPROVAL SHEET This research entitled CUSTOMERS SUPPORT SERVICES AND CUSTOMER SATISFACTION IN SELECTED MOTORCYCLE ESTABLISHMENT 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 Member

VIOLA P. BUENAVENTURA, Ed. D 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 Research Coordinator

EVANGELINE Z. CALABUCAL,MBA CBA Program Head

TESSIE G. MIRALLES, Ph. D Director

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

Above all, the Almighty God, for the countless blessing and wisdom in the fulfillment of the study.

Thresa Mae Sherwin Dona Faye

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

TABLE OF CONTENTS

Page Title Page Abstract Approval Sheet Acknowledgement Dedication Table of Contents List of Tables List of Figures Chapter 1 THE PROBLEM AND ITS SETTINGS Background of the Study Statement of the Problem Hypothesis Theoretical and Conceptual Framework Significance of the Study Scope and Delimitation Definition of Terms 2 REVIEW OF RELATED LITERATURE Customer Support 1 3 4 4 6 7 7 vi vii x xi i ii iii v

Services Competitiveness 3 METHOD Research Design Research Subject Research Instrument Research Procedures Statistical Treatment of Data 4 PRESENTATION AND ANALYSIS OF FINDINGS Consumer Behavior of Selected Motorcycle in Digos City Level of Satisfaction of Selected Motorcycle in Digos City Significant Relationship between the Consumer Behavior and the Level of Satisfaction on Selected Motorcycle in Digos City 5 SUMMARY, CONCLUSIONS, RECOMMENDATIONS Summary Conclusions Recommendations REFERENCES APPENDICES A B Letter of Permission Validation Letter

10 18

27 27 29 30 30

32

35

38

41 42 42 49

47 48

C D E

Validation Sheet Validation of Instrument Survey Questionnaire

51 54 55

CURRICULUM VITAE

List of Tables

Tables 1 2

Description Distribution of Respondents Management Practices of Swimming Resorts in Digos City Level of Competitiveness of Swimming Resorts in Digos City Correlational Matrix between Management Practices and Level of Competitiveness of Resorts in Digos City

Page 28

32

36

39

List of Figure

Figure 1

Description Schematic Diagram Showing the Variables of the Study

Page 5

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.

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

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.

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 in Digos City in terms of: 1.1 Age 1.2 Sex 1.3 Type of establishment 2. What is the level of customer services of the respondents of selected motorcycle 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 motorcycle establishment in Digos City in terms of: 3.1 Quality of Service 3.2 Customer Retention 3.3 Benefits

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.

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

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,

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

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. extracted from The term is defined as the size of the graphical extent to be the tengraph data base to satisfy the inquiry

(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.

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

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

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.

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.

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

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

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

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)

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

multidimensional and relative concept.

The significance of different criteria of Theories and frameworks must be

competitiveness changes with time concept.

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

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.

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

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

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

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. resources to attract tourists. They are somehow improving the quality of their

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.

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.

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

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 El Eugene Beach Resort Claire John Swimming Resort Blue Bayou Beach Resort Llavans Beach Resort Hotel Ynciertos Beach Resort Mama Annies Beach Resort

Frequency

Percentage

22 25

18.0% 20.5%

19

15.8%

22 16

18.0% 13.1%

18

14.8%

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.

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 5 Range of Mean 4.50-5.00 Interpretation The competitiveness level of Swimming Resorts in Digos City is Very High. The competitiveness level of Swimming Resorts in Digos City is High. The competitiveness level of Swimming Resorts in Digos City is Moderate The competitiveness level of Swimming Resorts in Digos City is Low. The competitiveness level of Swimming Resorts in Digos City is Very Low.

3.50-4.49

2.50-3.49

1.50-2.49

1.00-1.49

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.

Administration and retrieval of instruments. undertaken for administering the guide questionnaires.

An actual visit was 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.

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

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 Facilities 1. 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. Services 1. Customers are well attended on their request. 2. Catering services have wide variety of foods/dishes. 3. Have receptionist/attendants for assistance. 4. Have approachable crews and staffs. 5. Monitor the additional needs of the customers. Sanitation

Mean 3.56 2.96 3.72 2.96 3.79 3.79 3.66 3.90 2.49 3.64 4.03 3.76 3.62

Total High High High Moderate High High High High Low High High High High

1. 2. 3. 4. 5.

Pool(s) are properly cleaned. Have enough garbage containers in the pool area as well as the cottages. Water is clean and safe to drink. Lawn is well trimmed and maintained. Comfort rooms are well cleaned and well maintained.

3.61 3.30 4.16 3.38 3.57 1.87 1.90 2.25 1.71 1.54 2.03 3.18 1.18 3.76 4.05 3.93 3.03 3.18

High High Moderate High High Low Low Low Low Low Low Moderate Very Low High High High Moderate Moderate

Safety and Security 1. Lifeguard(s)/ security guard(s) are visible to the swimmers. 2. Swimming resorts rules and regulations are 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 emergency purposes. Economic Activities 1. There is Pasalubong center . 2. Affordable recreational facilities. 3. Affordable corkage fees. 4. Affordable space rentals. 5. Affordable rates in swimming attires and other swimming gadgets rentals. Overall Mean Score

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

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

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

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 Affordability 1. 2. 3. 4. Affordable entrance fees. Affordable cottage rentals. Reasonable catering fees. Affordable charges on special occasions.

Mean 3.92 4.72 4.22 2.94 3.39

Total High Very high High Moderate Moderate

Accessibility 1. 2. 3. 4. Location is near to the city proper. Road to the resort premises is cemented. Business site is easy to locate. 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

Location is near to the main road. Area Size 1. 2. 3. 4. 5. Have sufficient space for various facilities. Have convenient perking space. Accommodate various group gatherings. Have enough space for religious group gatherings. Have enough space for seminars/outdoor activities.

2.50 3.23 3.24 3.52 3.35 3.16 2.89

Moderate Moderate Moderate High Moderate Moderate Moderate

Promotion 1. 2. 3. 4. They sell souvenirs with their business name engraved/printed. They have radio/TV ads. They have billboard ads. They offer discounts on peak seasons (holidays). Overall Mean Score

1.75 1.16 1.20 1.77 2.88

Low Very low Very low Low Moderate

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

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

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 Pvalue 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 FacAve Pearson Correlation P-value Remark Pearson Correlation P-value Remark Pearson Correlation P-value

Level of Competitiveness Overall AffAve AccAve ASizeAve PromAve .10 .26 NS .38 .00 S .1 .28 -.14 .14 NS .38 .00 S .01 .90 .50 .00 S .45 .00 S .51 .00 .30 .00 S .02 .84 NS .26 .00 .33 .00 S .53 .00 S .39 .00

ServAve

SanAve

SafSecAve

Remark Pearson Correlation P-value Remark

NS -.30 .00 S

NS -.43 .00 S

S .27 .00 S

S .29 .00 S

S -.62 .50 NS

EconActAve Pearson Correlation P-value Remark OVERALL Pearson Correlation P-value Remark

.31 .00 S .10 .29 NS

.42 .00 S .01 .90 NS

.50 .00 S .62 .00 S

.33 .00 S .34 .00 S

.65 .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

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.

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. was rejected. This implies that the decision on hypothesis

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.

3. There is a significant relationship between the management practices and the 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.

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: McGrawHill Co. Montana, P. (1996). Management. 2nd edition. New York: Barrons Educational Services.

Palmer, A. (2001). Principles of services marketing. 3rd edition. London: McGrawHill 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/competitivenessa-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

APPENDIX A LETTEROF PERMISSION

February 19, 2010 TESSIE G. MIRALLES, Ph. D Director 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 fulfillment of 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 Research Instructor EVANGELINE Z. CALABUCAL, MBA CBA, Program Head

TESSIE G. MIRALLES, PH. D. School Director

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 partial fulfillment 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

APPENDIX C VALIDATION SHEET To the Evaluator: Please check the appropriate box for your ratings. Point Equivalent: 5 Excellent 4 Very Good 3 Good 2 Fair 1 Poor

5 1. Clarity of the Direction and Items The vocabulary level, language structure and conceptual level of the questions suit the level of respondents. The test directions and items are written in a clear and understandable manner. 2. Presentation/Organization of Items The items are presented and organized in logical manner. 3. Suitability of Items The items appropriately represent the substance of the research. The questions are designed to determine the conditions, knowledge, perceptions and attitudes that are supposed to to measured. 4. Adequateness of Items per Category The items represent the coverage of the research adequately. The number of questions per area category is representative enough of all the questions needed for the research. 5. Attainment of Purpose The instrument as a whole fulfills the objectives for which it was constructed. 6. Objectivity Each item questions requires only one specific answer or measures only one behavior and no aspect of the questionnaire suggests bias on the part of the researcher. 7. Scale and Evaluation Rating System The scale adapted is appropriate for the items.

Signature Over Printed Name

APPENDIX D VALIDATION OF INSTRUMENT

Rating Scale: 4.50 5.00 3.50 4.49 2.50 3.49 1.50 2.49 1.00 1.49 Excellent Very Good Good Fair Poor

Validators Prof. Eva Marie Sam Prof. Jojo Datulayta Prof. Viola Buenaventura

Mean 5.0 4.29 4.57

Descriptive Equivalent Excellent Very Good Excellent

OVERALL

4.62

Excellent

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 [ ] Married [ ] Widow/Widower

Civil Status: [ ] Single Age:

Name of Swimming Resort:

Instruction: Please indicate a check which corresponds to your answer using the scale below.

5-Strongly Agree 1-Strongly Disagree

4-Agree

3-Moderately Agree

2-Disagree

PART I-MANAGEMENT PRACTICES 1. Facilities 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. Sanitation 1. 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. 5 [ ] [ ] [ ] [ ] [ ] 4 [ ] [ ] [ ] [ ] [ ] 3 [ ] [ ] [ ] [ ] [ ] 2 [ ] [ ] [ ] [ ] [ ] 1 [ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [] [ ]

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

[ ]

[ ]

[ ]

[ ]

[ ]

[ ]

[ ]

[ ]

[ ]

Measurements. 4. Fire extinguishers are installed In the designated areas. 5. Have available telephones for Emergency purposes.

[ ]

[ ]

[ ]

[ ]

[ ]

[ ] [ ]

[ ] [ ]

[ ] [ ]

[ ] [ ]

[ ] [ ]

5. Economic Activities 1. 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 swimming Gadgets 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. 2. 3. 4. Have affordable entrance fees. Have affordable cottage rentals. Have reasonable catering fees. 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

[ ] [ ] [ ]

[ ] [ ] [ ]

[ ] [ ] [ ]

[ ] [ ] [ ]

[ ] [ ] [ ]

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 or Outdoor activities.

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

[ ] [ ] [ ] [ ] [ ]

4. Promotion 1. 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.

[ [ [ [

] ] ] ]

[ [ [ [

] ] ] ]

[ [ [ [

] ] ] ]

[ [ [ [

] ] ] ]

[ [ [ [

] ] ] ]

CURRICULUM VITAE

Maricel C. Entoma Mabini Magsaysay Davao del Sur 0908-7566-354

Personal Information: Date of Birth Birthplace Religion Status Fathers Name Mothers Name : : : : : : March 6, 1987 Digos, City Roman Catholic Single Mr. Dominador L. Entoma 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 Mabini Elementary School 2002 - 2003 1998 - 1999

CURRICULUM VITAE

Teofhelryza M. Bayarcal Poblacion Matanao Davao del Sur 0930-8099-854

Personal Information: Date of Birth Birthplace Religion Status Fathers Name Mothers Name : : : : : : March 21, 1990 Poblacion Matanao Davao del Sur Christian Catholic Single Teofilo A. Bayarcal Felicitas M. Bayarcal

Educational Background: University of Mindanao Digos Branch Course: Bachelor of Science in Business Administration Major: Financial Management Matanao National High School Matanao Central Elem. School 2006 - 2007 2002-2003

CURRICULUM VITAE

Wayne Allen F. Carbonell 3154 Tandang Sora Street, Digos City 0907-9704-389

Personal Information: Date of Birth Birthplace Religion Status Fathers Name Mothers Name : : : : : : September 17, 1975 Quezon City, Metro Manila Seventh Day Adventist Married Donald V. Carbonell (deceased) 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 SDA Elementary School 1991 - 1992 1985 - 1985