1

Chapter 1

INTRODUCTION

Tourism has been one of the world’s most consistent growth industries. Increase
in leisure time, accessibility in travel and rising curiosity about other lands, peoples and
ways of life promise a bright future for the tourism industry. Governments of many
nations are encouraging the growth of both domestic and international tourism as means
of job creations, economic diversification, and source of foreign exchange.
Beyond its economic significance, tourism promotes understanding and trust
among people of different cultures. Furthermore, tourism has the promise of becoming
the world’s first peace industry - an industry which recognizes, promotes and supports the
belief that every traveler and every host can be an “ambassador for peace” promoting
understanding, goodwill and respect among the people of the world.
Gray (2003) et al. stated that in ancient Rome, the inns were large mansions.
Owners of these inns would not allow guests to stay unless they carried a “letter of
eviction “which was permission to travel from God. Similar official inns existed along
the famous apian way.
The Romans, mostly legionaries and civil officials, built monuments to their
civilizations throughout Britain and Europe during their exploration and conquering
expeditions. Most were built in the beautiful areas with natural springs. Their taverns
were called “Tavernas”, and attached in these was called a “cauponas”. In both England,
relics dating from AD 54 still exist today.
In early days in the near east, caravans crossing vast desserts, stopped at
caravansaries. These were accommodations that surrounded large a courtyard.
Ismail (2005) emphasized that as the history of lodging unfolded, innovation
began to emerge. At some print, innkeepers began to incorporate food and beverage
service in their operations. This led to a change in the way people traveled. No longer did
people have to carry enough supplies for an entire overland journey.
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As the evolution of lodging continued, new facilities began to emerge as an option

for travelers. The wealthy and landed aristocrats of the world began to view the many
spare rooms in their castles and estates as sources of revenue.
Weissinger (2000) stressed that the word hotel is the anglicized version of the
French hotel garni, which means “large, furnished mansion.”
Historians have uncovered evidence to suggest that a hospitality industry
flourished more than 2000 years before the birth of Christ. References are found in
writing about life in Babylon, the center of the world in 2050 B.C., that referred to
alehouses, apparently places that provided accommodations and sold intoxicating liquors.
The accommodations were meager, providing only shelter and the barest of
sustenance. In the earliest times, they were operated by slaves who belonged to the
temples or holy places. Generally, the slaves were replaced by freemen, but even them,
they were considered to be of low social prestige.
Perhaps a more logical explanation or at least one easier to accept in our modern-
day thinking – is that the providing of hospitality was merely a result of a “give-and-take
philosophy”, that is, if you give a stranger food and lodging today, perhaps a stranger will
do the same for you at another time.
The Camsur Watersports Comlex (CWC) is the first world-class watersports
complex in the Philippines and in Asia. CWC aims to bring cable skiing to a whole new
level and attract watersports enthusiasts from all over the world with its top of the line
facilities and relaxing environment. This six (6)-hectare complex, with its 6-point cable
ski system, is sure to draw guests, riders, and spectators by the thousand. Because of
good weather conditions, cable skiing in the park can be done all year round.
Accommodations within walking distance from the CAMSUR WATERSPORTS
COMPLEX are readily available for anyone that wishes to visit the cablepark for a
weekend or week-long getaway. The Ecovillage, The Governor’s Mansion, Cabanas,
Containers and the luxury villas and suites also located within the Provincial Capitol
Complex are all a stone’s throw away from the cablepark and may be booked for very
reasonable prices. The rooms are spacious and equipped with cable-ready 29-inch
television sets, air-conditioning, and hot/cold showers. Restaurants, guest lounges,
 3

swimming pools and Wi-Fi capability are also available in any of these areas for guests to
enjoy.
The researcher was interested in the topic, and believed that the said topic is
relevant to his field of study. It is closely related to his course for this area is
interconnected with tourism since tourists find hotels indispensable in their trips. This
will be of great value in his work, which will certainly empower him to be a competent
and world-class member of our society.
This study will further encourage more people to become interested in hotels and
gain more knowledge about them. The study also opens and exposes new vistas never
heard of before, expounding the prospect of the said hotel and of tourism itself. The status
provides a basis, or a stepping stone towards the achievement of the goals of the hotel,
even of tourism.

Statement of the Problem

This study aimed to determine the status and prospects of Villa del Rey Hotel.
Specifically, this sought to answer the following questions:

1. What is the general profile of Villa del Rey Hotel in terms of:

a. Location

b. Management/Staff

c. Facilities/Amenities

d. Services/Rates

e. Promotion/Marketing Strategies

f. Clients/Guests

2. What are the current issues and concerns met by Villa del Rey Hotel?

3. How may the Villa del Rey Hotel be improved in terms of:
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a. Operation

b. Facilities/ Amenities

c. Products /Services

d. Marketing Activities/Strategies

Scope and Delimitation

This study focused only on the Villa del Rey Hotel, Cadlan, Pili Camarines Sur.
Its respondents are members of the management and staff of its hotel, its guests, or
clients. The employees of the hotel were classified by the department to which they
belong: Food and Beverage Department (F&B); Kitchen Department; housekeeping
Department; Front Office Department; and Engineering and Maintenance Department.
Out of the seventy five (75) respondents, ten (10) include the management and staff and
sixty five (65) were composed the total guests/clients.

Significance of the Study

The findings of this study are expected to help the following agencies or entities
in the field of Tourism:

Department of Tourism – This study will be helpful in the continuous promotion and
development of Bicol Region especially Pili, Camarines Sur.
Local Government – This study will give an overview on the role of tourism in the
development of Villa Del Rey Hotel as an outstanding hotel in Bicol Region.
Local Residents – This study will be an effective instrument in increasing the resident’s
awareness in promoting Villa del Rey Hotel as a potential deluxe tourist accommodation
and something that can lead to further promotion of tourism as an industry in the area that
could improve the trade and commerce of Pili, Camarines Sur as well as the socio-
economic situation of the residents.
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Researchers – This study may serve as a reference and may inspire them to conduct the
same study. This study can help them acquire the needed information and ideas which
may be relevant to their related study. This can also be one of the minor sources in
making other studies in the pursuit of interests in the same field.
Tourism Instructor and Students – This study may serve as a reference in their
discussions especially in terms of accommodation and services, for this will give
additional information pertaining to the tourism industry and its impact to a certain
locality.
Tourists/Clientele – This study will inform and entice tourists to visit the destination that
will satisfy their needs and wants; they will also become aware of the benefits and
privileges that the hotel is offering.

Definition of Terms

The following terms were operationally defined in the context of this study.
Accessibility – It means having regular and convenient forms of transport in terms of
time/distance to the destination from the originating country at a reasonable price. (Cruz,
1991)
Accommodation –This is a term used to include food and lodging. It may be in a hotel,
inn, pension, condominium or motel.
Advertising – It is a paid non-personal communication from an identified sponsor using
mass media to persuade or influence an audience.
Amenities – It consists of accommodation, catering, entertainment as well as internal
transport and to move around during his stay.
Attractions – It is the elements in the tourist products which determine the choice of the
tourist to visit one destination.
Business Travel – It is also called commercial travel, refers to any travel conducted for
monetary benefit (Foster, 1995)
CWC – It stands for Camsur Watersports Complex
Destination – It refers to the place where a person or thing is going (Webster, 1995)
 6

Development – It is the process of growing a new factor or situation, a tract of land

developed as a unit by public or private enterprise for residential or industrial purposes,
where houses, factories, shops, etc. are built on it.
Facilities – These are elements in the tourist products which do not normally provide the
motivation for tourist flows but the absence of which may defer the tourist from traveling
to enjoy the attractions.
Hotel – It is a building where lodging, meals, entertainment and various personal services
are provided for sale to the public. It is an establishment that provides paid lodging,
annually or a short-term basis, providing a number of additional guest services such as a
restaurant, a swimming pool or childcare. Others have conference services and meeting
rooms and encourage groups to hold conventions and meetings at their location. The
word is derived from the French hotel, which referred to a French version of a townhouse
or any other building seeing frequent visitors, not a place offering accommodations (in
contemporary usage, hotel has the meaning of “hotel” and hotel particulier is used for the
old meaning). Also a Latin word hostel which means guest place. Its name applied since
the late 17th century to an establishment supplying both food lodging to the public.
( Wikepedia, the free encyclopedia, 2007)
Promotion – It is the process by which a company inform target market about the
products and prices and the places where they are available in order to persuade their
target markets to purchase these products. (Weichard, 1992)
Prospect – It refers to an anticipated activity and process that leads to important goals of
the business depending on the availability of resources.
Service – It is a system of operation by which people are provided with something they
need.
Status – It is a state, condition, situation or the standing of Avenue Plaza Hotel in the
society.
Tourism – It is the temporary short-term movement of people to destinations outside the
places where they normally live and work and their activities during their stay at these
destinations.
Tourist destination – It is a geographical unit visited by tourist. (Cruz, 1982)
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Travel – It refers to any movement of one or more people from one point to another.
(Foster, 1995)

NOTES

Cruz, Zenaida L. Ph. D. Principles of Tourism 1. Manila Philippines: Rex Publishing

and Book Store. 1991

Gray, William and Salvador Ligouri. Hotel and Motel Management and Operations.
Singapore Pearson Education South Asia PTE LTD. 2003

Ismail, Ahmed. Front Office Operation and Management. Australia: Thomson Delmar.
2005

Webster Dictionary. 1995

Weissinger, Suzanne Stewart. Hotel/Motel Operations An Overview 2nd Edition.

Australia: Thomson Learning. 2000
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Chapter 2

RELATED LITERATURE

This chapter presents reading materials which are related and relevant to the
current study. The following related literature and studies were reviewed by the
researcher to establish clear perspective of the present study.

Foreign Literature

Stutts (2006) et al. emphasized that the four basic components of organizational
structure include job specialization, departmentalization, patterns of authority, and span
of control. Job specialization includes increased worker-productivity and efficiency, but it
increases the need for managerial control and coordination. Work done can be used to
alleviate the routine caused by job specialization. A similar concept, the quality circle,
can also enhance employee productivity, which patterns of authority remain centralized in
many hotels or lodging businesses.
Increasingly, employees have become empowered to make decisions that typically
have been made by employers. Decentralization is the distribution of authority
throughout an organization. Centralization is the retention of decision-making authority
by a high-level manager.
The hotel food and beverage department offers many job settings, all of which are
challenging and offer dedicated employees opportunities for advancement. Successful
food and beverage departments are creative and exciting places to work. They
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continuously serve to win the guest. Whether at a banquet, in the lounge, or in the
restaurants, the challenge is to creatively find new ways to create positive guest
experiences.
The food and beverage department of a full-service hotel is complex and diverse.
Its subunits can include a food production (kitchen) department, a food service
department, a beverage department, a room service department, and a stewarding
department. Another part of the food and beverage department, the catering department,
provides support personnel to convention and group business. Convention services
personnel must be knowledgeable of about hotel policies and the law, the sales
department’s operations, hotel architecture, the hotel’s public address system, audiovisual
facilities, and all facilities booked by the convention.
Rocco (1991)et al. Cited that hotel can be categorized by location. Center city
hotels have been experiencing new growth in recent years with the rebirth of downtown
areas. More than half of downtown hotels today are 10 years old or less. The majority are
chain operated or managed and served business guests.
Suburban hotels followed corporations and factories that located from downtown
to the suburbs because of the land costs. These hotels tend to be somewhat smaller than
downtown properties and are primarily chain affiliated. Individual business travelers
represent their largest market, although their food and beverage operations are often
patronized by the local community.
Highway hotels have evolved from early tourist courts. Large signs, easy access,
motor entrances, and ample parking facilities are distinguishing characteristics. Many are
franchised by companies like Holiday and Quality and are relatively new structures. They
require the least number of employees per room to operate. Like downtown and suburban
properties, business travelers are their main source of revenue.
Airport hotels are for the most part affiliated with chains and enjoy some of the
highest occupancy rates in the lodging industry. Their biggest operating problem is the
need to respond to high demand instantly when weather or other conditions delay flight
arrivals and departures.
Hotels can also be categorized by price. The most important classifications are:
economy/limited service, mid-price/extended stay, and full service/luxury.
 10

Another way of classifying hotels is by consumer. The major classifications here

are: 1.) Corporate – individuals 2.) Corporate groups 3.) Convention and association
groups 4.) Leisure travelers 5.) Long-term stay/relocation guests 6.) Airline-related guests
7.) Government and military travelers 8.) Regional get-away guests.
A fairly recent development in the lodging industry has been the growth of
segmentation strategies. In order to capture more guest markets, companies like Quality
International Holiday, and Marriott now offer a complete line of properties that range
from economy to luxury.
Other hotel classifications include all-suite hotels, casino hotels, conference
centers, time-share condominiums and condominium hotel, cruise ships, and continuing-
care retirement communities (CCRCs).
Most hotels today are chain/owned, leased, managed, or franchised. Nevertheless,
many independent hotels have overcome the chain economies of scale with other
business strategies that allow them to compete effectively.
Business philosophies vary from chain to chain. Some hotel chains prefer to own,
others to franchise, and others to manage. Many have a mix of the three. In addition,
there are some very successful management companies that operate and manage chain
properties.
Feasibility studies are conducted as part of the process of developing and planning
new hotels. They help prospective owners obtain financing and help managers prepare
marketing plans. Location is a key consideration in all new hotel projects.
Financing covers the land, building, furniture and fixtures, and equipment, as well
as architectural fees and pre-opening expenses. Financing for a new hotel is usually
provided in two types of loans: long-term permanent financing loans (mottage loans) and
short-term construction loans.
Dittmer and Griffin (1993) stressed that the lodging segment of the hotel industry
obviously includes the more familiar kinds of establishments that have long offered
shelter to travelers: the hotels and motels that we see on city streets, along highways, near
beaches, and close to airports, ski lopes, theme parks, lakes, and national parks. Those
who are less familiar with the industry may not realize that some lodging facilities, called
inns, motor hotels, lodges, or motor inns, are simply hotels or motels using different
 11

names. And that there are lodging establishments using some very different terms and
selling some very different lodging concepts from those of the traditional hotels and
motels: bed and breakfast, resort hotel, resort condominium, conference center, extended
stay, time-sharing, and all-suite-all terms that must be addressed in a discussion of the
lodging segment. Then there are lodging establishments that are known for the special
facilities they offer: ski lodges in Colorado, and Casino hotels in Las Vegas and Atlantic
City are good examples.
The term hotel was used traditionally to identify a lodging facility of two stories
or more than that provided sleeping accommodations and other services for its guests. In
the United States, there has been a tendency to build hotels in or near the business centers
of cities, towns, and villages and to regard them as centers of social and political
activities.
Hotels have commonly offered housekeeping services and luggage-carrying
assistance, as well as food, beverage, telephone, and other services. The extent of these
services varies from property. Some hotels provide the full range: restaurant; bars;
cocktail lounges; room service; hair stylists; exercise salons; computer; photocopy, and
fax facilities; laundry; dry cleaners; gift shops; check cashing and other financial
services; newsstands; travel agencies; drugstore; and others. Other hotels provide nothing
beyond sleeping accommodations and housekeeping services.
Weissinger (2000) defense hotels as multistoried lodging facilities which range in
size from 20 rooms to hundreds of rooms. They can be quite elegant with each room
individually decorated, or they can be center-city “flea-bags.” Hotels are usually found in
large cities, and often a large portion of their guests are business travelers and convention
attendees. Most center city hotels provide valet parking, and the cars are parked in a
parking garage attached to the hotel on in a nearby public garage.
In hotels, bellhops, room service, and parking lot attendants cater to guests. Most
hotels offer guests the services of at least a restaurant/bar, coffee shop, and retail shop.
A hotel may or may not be a member of a chain operation. Examples of
outstanding hotels are the Hyatt Regency in Atlanta, Georgia, and the Plaza Hotel in New
York City.
 12

Gray and Liquori (2003) wrote that there are only two types of hotels: transient
hotels and residential apartment-hotels. Webster’s New Collegiate Dictionary defines
“transient” as: “Passing quickly out of existence; transitory; short-lived; lasting or staying
only a short time.” Thus, a transient hotel is one that caters to people while they are
temporarily away form home, whether for a day, week, or month, on business or in
pursuit of pleasure. The best definition of residential hotels, and the most easily
understood, is an apartment house with full hotel services”. These differ from transient
hotels in that they are the official residences of the guests rather than their “home away
from home.” In addition, they usually require that the guest signs a lease.
Even though all hotels can be designated as transient or residential, few
(excluding highway hotels) cater exclusively to one class of guest. To improve occupancy
and thus increase income, many transient hotels offer rooms on a permanent basis, with
or without a lease. A study of the annual income per room will help the innkeeper to
determine how many rooms to offer thus and at what price. Residential hotels, also to
supplement their income or to accommodate guests of the permanent residents who may
be in need of overnight lodging, will offer some of their rooms on a daily or transient
basis.
There are essentially three price categories within which hotels fall: luxury/up-
scale, mid-market/commercial, and budget/economy.
By the turn of the twentieth century, most cities had one or more small hotels.
They served two main purposes: they accommodated the guest who had business to
transact, was traveling for pleasure, or was just passing through; and they were also social
centers for the residents of the city and surrounding areas. All had at least one coffee
shop; most had other catering facilities—restaurants, ball-rooms, and so on. If a railroad
passed through the city, the hotel was often built near the railroad station.
Certain types of hotels are designed to meet specific needs of a certain segment of
the market.

Local Literature
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Cruz (1998) wrote that hotel organization can be large and complex. A typical
hotel has seven major divisions, namely: personnel, engineering and maintenance,
accounting, security, food and beverage, marketing and sales, and room division. Each
division is run by its own division head. The personnel division recruits new employees
and administers policies and employee benefits for the company. The engineering and
maintenance division makes the necessary repairs and implements the hotel’s energy
management program. The accounting division handles the financial activities of the
operation which include payment of bills, sending out income statements, payroll and
compiling monthly income statements. The security division provides protection for both
employees and guests. The food and beverages division is responsible for preparing food
and beverages that are top be served. The marketing and sales division is responsible for
selling the rooms and food service. It is involved in advertising, development of
promotional materials and making direct contacts with perspective clients. The room
division is responsible for the front desk, telephone, reservations and housekeeping
department.
Traditionally, hotels were operated by the people who owned the property. In
some cases, the owner leaves the hotel management to an operator. In other cases, special
arrangements are made such as franchising and management contracts.
Hotels that are franchised are usually owned and operated by the same person or
company. The hotel operator or franchisee signs a contract with the franchisor to maintain
certain operating standards and to use the franchise name of the hotel or motel.
Cruz (1994) said that since the beginning of history, there has been some form of
lodging industry, which has developed because of the need to provide accommodations to
travelers. The industrial revolution and the development of spas helped the growth of the
hotel industry because of the demand for accommodation of people who immigrated to
the cities to work. The development of the railways led to the establishment of hotels near
the railroad station. The introduction and development of the automobile industry led to
the building of roadside hotels and motel. In the 1960’s, resort hotels were developed due
to the popularity of the sun vacation. A recent development is the establishment of hotel
chains and the overseas expansion of these chains.
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Related Studies

Foreign

Sugihara (1998) conducted a study whose finding was that Competition of

convention industry has been more fierce. CVB has operated and conducted marketing
for convention centers sometimes in cooperation with other tourism factors. The major
targets were corporate, convention and association meeting planners. Conventions have
become bigger and bigger while association meetings have become smaller and smaller.
Convention centers in some cities successfully operated and conducted corporate
partnerships with the hospitality industry, such as hotels, airlines, retailers, and credit card
firms. Mutual influences between tourism and the convention industry caused potential
marketing issues. Some convention centers prefer a specific type of conventions,
although most of convention centers try to hold larger size of conventions due to their
large economic scales. In addition to the traditional marketing plans, small CVBs were
creating simple yet efficient methods to attract more meeting planners. Overall,
differentiation and corporate alliances were keys for value-added marketing.
Cartier (1997) in his study Recycling at Work: Waste Reduction and Recycling in
the Las Vegas Hospitality Industry, found out that the Las Vegas hotel and restaurant
industries generate 27% of the total waste of Clark Country, Nevada. In an effort to study
and increase recycling participation in the hospitality industry, Las Vegas hotels and
restaurants were contracted to participate in a collaborative project between UNLV’s
Department of Environment Studies and the Clark Country Health District’s
Environmental Health Division. The project involved interviewing establishments with
recycling program tours was to used to develop programs for hotels and restaurants that
which were not yet recycling.
This thesis contains case studies of restaurants and hotels that were not recycling
prior to their participation in this study. Waste assessment and recycling program was
designed based on the needs of the specific business. Other case studies included are
from hotels and restaurants whose programs were used as models for many of the newly
 15

implemented programs. Recycling program details, including costs and savings are
included for each participant.

Because of the difficulty in obtaining information form Silver State Disposal

regarding specific waste volumes generated, some of the hotels were unable to provide
certain details about their programs. However, all available information shared during the
interviews and tours at the hotels and restaurants are included in each case study.

Mandelbaum had a study on RESORT HOTELS: Wanted – Eaters, Golfers, and

Shoppers. From a management perspective, resort hotels are a unique form of lodging.
He found out that multiple restaurants, lounges, retail stores, and recreational outlets
make resort properties more complex to operate than the average transient hotel. Due to
their relative dependence on the discretionary expenditures of leisure travelers, and
incentive-oriented group meeting attendees, resort properties can be extra sensitive to
shifts in the economy. In addition, resorts are frequently located in remote locations that
present exceptional challenges in terms of supply deliveries, utilities, transportation, and
weather.
To provide resort managers with some of these critical performance
measurements, we have analyzed data from the financial statements of 199 resort hotels
for the period 1995 through 2004. We also prepared estimates of 2005 performance for
these properties based on a preliminary sample of 2005 data. The resorts in the sample
averaged 366 rooms in size, with an estimated occupancy of 70.6 percent and an average
daily rate of $194.84 in 2005. Rooms revenue comprised just over half (53.7 percent) of
the total revenue at these resorts. The data comes from the Trends in the Hotel Industry
database of PKF Hospitality Research.
The compound annual growth (CAGR) of revenues, expenses, and profits of
resort hotels from 1995 to 2005 was very similar to the average CAGR for the overall
lodging industry.
For the period spanning 1995 through 2005, we estimate that resort hotels
achieved a 3.4 percent CAGR in total revenue. This compares favorably to a 3.3 percent
average growth rate for all hotels. However, when looking at the CAGR for just rooms
revenue, differences were found. The rooms revenue for all hotels also grew at a 3.3
percent pace, while the CAGR for resort properties was 3.1 percent. Based on this
 16

disparity, it is clear that other revenue sources had a greater influence on the growth of
total revenue for resort hotels, as opposed to rooms revenue.
Expenses for both hotel samples, as well as resort hotels, grew at a CAGR of 3.2
percent from 1995 through 2005. However, profit growth increased at a greater annual
pace for resort hotels (4.1 percent) compared to the aggregate for all other property types
(3.6 percent). Once again, it appears that the relatively profitable revenue derived from
the other operated departments had a positive impact on the bottom lines of the resort
properties.
The influence of guest counts on revenue versus rooms occupied appears to have
differed during the 1990s, as opposed to the current recovery period. In the years 1996,
1998, and 1999, the number of rooms occupied at resort hotels declined, while the guest
counts grew. During all three of these years, total revenue was able to grow despite
declining occupancy. On the other hand, revenue recovery for resort properties in 2004
and 2005 appears to be driven more by gains in occupancy, as opposed to guest counts.
On an annual basis, other revenues grew faster than rooms revenue each year
from 1996 through 2000. However, coming out of the recent recession, it appears that
rooms revenue has lead the recovery. In 2004 and 2005, the annual gains in rooms
revenue have been greater than the annual growth rates for other revenue.
Based on both the "other revenue" and "guest count" analyses, resort managers
appear to be forced to simply sell more rooms to bring their properties back during
periods of recovery. However, during periods of prosperous industry-wide performance,
resort managers can concentrate on a combination of increasing guest counts and
boosting per guest expenditures for food, beverage, retail, and recreation.
PKF Hospitality Research foresees the continued emergence of the U.S. lodging
industry from recovery and approaching the top of the current business cycle. This should
allow for several years of sustained performance at, or above, long-term industry
averages. Given this operating environment, we expect to see resort managers once again
rely on increased guest counts and other revenue sources as their method to improve
revenues and profits.
Ayala (1999) made a study on Strategies adopted by the international hotel
industry for achieving greater environmental sensitivity and sustainability, which were
 17

assessed from three perspectives: ecotechniques, environmental sponsorship, and eco-

packaging. The key finding is that the business as well as the environmental cases for a
‘green hotel’ fall short of tapping the potential of a ‘green resort’. Evidence is also
presented for the increasing convergence of international tourism and international
ecotourism, a trend that will effect a shift from vacation product to place product in
defining the competitiveness and quality of international resort destinations. The article
pioneers guidelines for an ecoresort master plan, conceptualized specifically to benefit
the international resort industry and introduced as complementary to the directives of the
International Hotel Environment Initiative. The resort-plus scope of master planning, an
expanded capacity to assimilate, and a layered approach to product development are the
core principles that, in their interplay, will distinguish an ecoresort product from a resort
product. The guidance provided by the ecoresort concept will be of greatest use to new
developments. It will also help to structure the international multi-resort expansion of
hotel groups, taking maximum advantage of the large-scale ecotourism initiatives
undertaken by a growing number of countries and regions.

Local Studies

Dave (2003) studied on Hotel and Restaurant Services which foster the best
interest of the hotel business and particularly the interest of its members by cooperation
and all matters involving hotel management and goodwill toward the hotel business by
opposing injuries to the business. It dealt with many facts of management in effort to
provide potential employees and to conduct more efficient hotel operations and, in
conjunction with the board of education, it has been instrumental in promoting training
courses for hotel workers.
This study employed the purposive sampling, which determined the target
population involved in the study. This study focused on the services of the management
in the hotel and restaurant in the city of Legazpi, specifically, the managers, and
supervisors of the industry.
 18

Shamsoddin (1989) conducted a study on the implication of the status and

problems of hotels (educational management particularly in the city of Cabanatuan,
Nueva Ecija). The findings of the study revealed that the objective of hotel owners in
putting up their hotels were to provide board and lodging to travelers and tourists,
restaurant services, places of social gathering, convention and conference, store, shop,
bar, swimming and bowling. The function and services offered were board and lodging,
restaurant, socials, shop, bar, coffee and catering services for conference, recreational
facilities, limited patronage. The problem is on adequate publicity, advertisement and
restaurant management were being offered in Cabanatuan City despite its existence in the
locality. Moreover, a description of the facilities, services and summitries was
qualitatively based on personal judgment in terms of adequacy/inadequacy, good/poor,
and others.
Carpio (2000) classified standard hotels located in Legazpi City, continuously
operating its business and generally complying with the department of tourism standard.
Legazpi City is the best location for hotel industry since it is very accessible to all
means of transportation such as air, land and sea; moreover, it has a very nice
environment.
The standard hotel in Legazpi City offered the general facilities needed such as
parking space, sundry, shop, and provided 24 hours security on entrances and exists. The
staff employed were neat and clean and qualified although there were some considered
discourteous to guests.
The hotel related establishments are generally conscious about different services
except for medical services since they are affiliated with the nearest hospital/clinic.
The hotel industry in Legazpi City contributes to the industrial development of the
city in terms of employment of the people in the city, tax revenue on the part of the
government and also as linkages with other industries in the whole region.
Bella (1982) focused his study on the managerial functions carried out in five star
hotels around Metro Manila. Metro Manila five star hotels maintain various styles of
management functions in order to achieve the hotel goals and government role along this
function. As a result of the survey, the researcher found out among others that the
problems of the 5 star hotels are not the same. However, the international coupled with
 19

punitive government regulation constitutes a teaching problem of the hotels; the

prospects of all hotels seem potentially bright, however the management should be
continuously encouraged to improve their activities especially along new level
requirements as per international standard to meet discriminating tasks was a priority
concern; and department head keeping abreast of financial objectives enabled them to
work towards the hotel financial viability.
Jester (1995) made a survey of the operation of the hotel and restaurant industry
in the Bicol Region. The study looked into the characteristics and practices of the hotel
and restaurant industry in the region. She found out that the most of the strategies
employed was so designed to their specific situation.
The study was related to the present study because it dealt with hotel and
restaurant industry status on ownership, which is also the concern of the present study.
The difference lies in the scope since the present study looked at the status of a resort and
not on the characteristics and practices of the hotel and restaurant industry.
Apan (2006) et al. assessed Front Office Operations in the selected hotels in Naga
City. They designed to present how services are rendered or delivered to meet and satisfy
the customers’ needs. Also presented in this study is the process by which men or
employees are chosen to fit in the pool of properly trained and efficient manpower whose
main task is to succeed in all hotel operations.
Through their findings in this study, the researchers desire to acquire accurate
information on the actual operation of front offices, which are regarded as nerve centers
of hotels. The study also allows the researchers to discover how offices promote standard
services and carry out management policies which are true to them.
In most hotels, front office is significant, especially if it has an efficient staff to
carry out or perform specific tasks or responsibilities geared towards attaining their
function as well.

State of the Art

The different studies mentioned in the preceding pages were very much vital in
the presentation of the present study for they were the basis in the formulation of the
 20

questionnaires and were further used in the improvement of the content of the present
study. Shamsoddin (1989) and Dave (2003) were considered by the researcher to be the
most parallel to the present study for these dealt with the implication of status and
problem of hotels and restaurant services. The previous studies differed from the present
study since study of Shamsoddin put more emphasis on the status and problems of hotel,
while the study made by Dave which focused on the hotel and restaurant services posters
the best interest of the hotel business and particularly the interest of its members by
cooperation and all matters involving hotels management and goodwill towards the hotel
business by opposing injuries to the business. The present study focuses on its status,
operations, its prospects, facilities and services that the hotel offers. Furthermore, all
studies were undertaken with different hotel companies.
 21

Notes

Stutts, Alan T. and Wortman, James F. Hotel and Lodging management: An

Introduction, Second Edition. John Wiley and Sons, Inc. Hoboken, New Jersey.
2006

Angelo Rocco M. and Andrew N. Hospitality Today: An Introduction. USA.

Educational Institute AH and MA. 1991

Dittmer Paul R. and Griffin, Gerald G. The Dimension of the Hospitality Industry: An
Introduction. Van Nostrand Reinhold. Newyork. 1993

Weissinger Suzanne Stewart. Hotel/Motel Operation: An Overview, 2nd Edition.

Australia:

Gray, William S. and Liquori Salvador C. Hotel and Motel Management and
Operations, 4th edition. Singapore. Prentice Hall. 2003

Cruz, Zenaida L. Principles of Tourism II. Quezon City, Philippines: Rex Printing
Company, Inc. 1994

Cruz, Zenaida L. Principles of Tourism I. Quezon City, Philippines: Rex Printing

Company, Inc. 1991
 22

Shoko, Sugihara MBA-TIM. “Hawai’i Convention Center’s Impact on Tourism and

Marketing Strategy”. Hawaii Pacific University Spring. 1998

Cartier, Darlene M. Recycling at Work: “Waste Reduction and Recycling in the Las
Vegas Hospitality Industry”. Degree of Bachelor of Arts in Environmental Studies
of University of Nevada, Las Vegas. 1997

Dave, Jovebless Liza. “The Management Services of Hotel and Restaurant in Metro
Legaspi”. (Unpublished Undergraduate thesis, Mariner’s Polytechnic Colleges
Foundation, Legaspi City). 2003
Shamsoddin, “Status and Problems of Hotels in Cabanatuan City”, (Unpublish
Master Thesis, Wesleyan University). 1989

Carpio, Melanie B. “Hotel Industry in Legaspi City; An Assessment”. (Unpublished

Undergraduate Thesis, Mariner’s Polytechnic Colleges Foundation, Legaspi City).
2002

Bella, O., An Insight into the Operation of 5 Star Hotel in Metro Manila,
(Unpublished Master thesis, UST). 1982

Apan et, al. “Front Office Operation of Selected Hotels in Naga City: An
Assessment” Undergraduate Thesis, La Consolacion College, Iriga City, 2008
 23

Chapter 3

THEORETICAL FRAMEWORK

This study is based on several theories as what Richard Daft (1997), stated that
management is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading and controlling organizational resources.
Planning defines where the organization wants to be in the future and how to get
there. Planning means defining goals for future organizational performance and deciding
on the tasks and use of resources needed to attain them. A lack of planning or poor
planning can hurt an organization’s performance.
Organizing typically follows planning and reflects how the organization tries to
accomplish the plan. Organizing involves the assignment of tasks, the grouping of tasks
into departments, and the allocation of resources to departments.
Leading or Providing leadership is becoming an increasingly important function.
Leading is the use of influence to motivate employees to achieve organizational goals.
Leading means creating set of a shared culture and values, communicating goals to
employees throughout the organization, and infusing employees with the desire to
perform at a high level. Leading involves motivating entire departments and divisions as
well as those individuals working immediately with the manager. In an era of uncertainty,
downsizing, international competition, and a growing diversity of the workforce, the
ability to shape culture, communicate goals, and monitor employees is critical to business
success.
 24

Controlling is the fourth function in the management process. Controlling means

monitoring employee’s activities, determining whether the organization is on target
towards its goal, and making corrections as necessary. New trends toward empowerment
and trust of employees have led many companies to place less emphasis on top-down
control and more emphasis on training employees to monitor and correct themselves.
However, managers must realize that what works in one company or one situation
may not work in another. Although workers don’t particularly like such close monitoring,
turnover actually dropped when the new system is implemented.
Organization failure can occur when managers are not serious about control or
lack control information.
The other part of our definition of management is the attainment of organizational
goals in an efficient and effective manner. Management is so important because
organizations are so important in an industrialized society where complex technologies
dominate, organization brings together knowledge, people, and raw materials to perform
tasks no individual could do alone.
Our formal definition of an organization is a social entity that is goal directed and
deliberately structured. Social entity means being made up of two or more people. Goal
directed means designed to achieve some outcome, such as make a profit, win pay
increases for members, meet spiritual needs, or provide social satisfaction. Deliberately
structured means that the tasks are divided and responsibility for their performance
assigned to organization members.
Based on our definition of management, the manager’s responsibility is to
coordinate resources in an effective and efficient manner to accomplish the organization’s
goals. Organizational effectiveness is the degree to which the organization achieves a
stated goal. It means that the organization succeeds in accomplishing what it tries to do.
Organizational effectiveness means providing a product or services that costumers value.
Organizational efficiency refers to the amount of resources used to achieve an
organizational goal. It is based on how much raw materials, money and people are
necessary for producing a given volume of out put. Efficiency can be calculated as the
amount of resources used to produce a product or service.
Efficiency and effectiveness can both be high in the same organization.
 25

Managers in other organizations, especially service firms, are improving

efficiency and effectiveness, too.
The ultimate responsibility of managers then, is to achieve high performance,
which is the attainment of organizational goals by using resources in an efficient and
effective manner.

MANAGEMENT FUNCTIONS

Planning
Select goals and
ways to attain
them

Resources Performance
* Human Controlling Organizing * Attain goals
* Financial Monitor * Products
Assign respon-
* Raw activities and * Services
sibility for task
Materials make corrections * Efficiency
accomplishment
*Technological *
* Information Effectiveness

Leading
Use influence to
motivate
employees
 26

Figure 1
The Process of Management
(Daft’s 1997)

The external environment of the world as we know it is undergoing tremendous

and far reaching change. This change can be understood by defining and examining
components of the external environment.

The external organizational environment includes all elements existing outside

the boundary of the organization that has the potential to affect the organization. The
environment includes competitors, sources, technology, and economic conditions that
influence the organization. It does not include those events so far removed from the
organization that their impact is not perceived.

The general environment is the outer layer that is widely dispersed and affects
organizations directly. It includes social, demographic, and economic factors that
influence all organizations about equally. Increase in the inflation rate or the percentage
of dual-career couples in the workforce are part of the organization’s general
environment. These events do not directly change day-to-day operations, but they do
affect all organizations eventually. The general environment represents the outer layer of
the environment. These dimensions influence the organization over time but often are not
involved in the day-to-day transaction with it. The dimension of the general environment
include international, technological, sociocultural, economic, and legal-political.

The task environment is closer to the organization and includes the sectors that
conduct day-to-day transactions with the organization and directly influence its basic
operations and performance. It is generally considered to include competitors, and
customers.
 27

The organization also has an internal environment, which includes the elements
within the organization’s boundaries. The internal environment is composed of current
employees, management, and especially corporate culture, which defines employee
behavior in the internal environment and how well the organization will adapt to the
external environment.

The international dimension of the external environment represents events

originating in foreign countries. International dimension represents a context that
influences all other aspects of the external environment. The international environment
provides new competitors, customers, and suppliers, as well as shapes social,
technological, and economic trends. Today, every company must think internationally.
Managers who are used to thinking only about the domestic environment must learn new
rules to cope with goods, services, and ideas circulating around the globe. Moreover,
competitors in a global village come from all over. A company that does not export will
still run into competitors in its own marketplace, including some from developing
nations. The world is also a source of supply as well as a market.

The technological dimension includes scientific and technological advancements

in a specific and industry as well as in society at large. In recent years, the most striking
advances have been in the computer industry.

The sociocultural dimension represents the demographic characteristics as well

as the norms, customs, and values of the general population. Important sociocultural
characteristics are geographical distribution and population density, age, and education
levels. Today’s demographic profiles are the foundation of tomorrow’s workforce and
consumers. Forecasters see increased globalization of both consumers markets and the
labor supply, with increasing diversity both within organizations and consumer markets.
Demography also shapes society’s norms and values. Recent sociocultural trends that are
affecting many companies include the trend toward no smoking. The anticholesterol
fervor, the greater purchasing power of young children, and the increased diversity of
customers, with specialized markets for groups such as Hispanics and women over age
30.
 28

The economic dimension represents the general economic health of the country
or region in which the organization operates. Consumer purchasing power,
unemployment rate, and interest rates are part of an organization’s economic
environment. One significant recent trend in the economic environment is the frequency
of mergers and acquisitions. The corporate economic landscape is being altered. The
impact of these deals on employees can be overwhelming creating uncertainty about
future job security. The merger is just the beginning of employee uncertainty, because
about half of the acquired companies are resold.

The legal-political dimension includes government regulations at the local, state,

and federal levels as well as political activities design to influence company behavior.
The federal government influences organizations through the Occupational Safety and
Health Administration (OSHA), Environmental Protections Agency (EPA), fare trade
practices, libel statutes allowing lawsuits against business, consumer protection
legislation, product safety requirements, import and export restrictions, and information
and labeling requirements. Although designed to solve problems, the influx of regulations
often creates problem for organizations. Managers must recognize a variety of pressure
groups that work within the legal-political framework to influence companies to behave
in socially responsible ways.

Task Environment As described earlier, the task environment includes those

sectors that have a direct working relationship with the organization, among them
customers, competitors, suppliers, and the labor market.

The choose people and organizations in the environment who acquire goods or
services from the organizations or customers. As recipients of the organization’s output,
customers are important because they determine the organization’s success.

Products have all designed special programs and advertising campaigns to count
their older customers, which are, with the aging of baby boomers, becoming a larger
percentage of their market.

Other organizations in the same industry or type of business that provide goods or
services to the same set of customers are referred to as competitors. Each industry is
characterized by specific competitive issues. In spite of the competitive war being waged
 29

worldwide, competitors in some industries are finding that they can cooperate to achieve
common goals.

The raw materials the organization uses to produce its output are provided by
suppliers. However, many companies are now using fewer suppliers and trying to build
good relationship with them so that they well receive high-quality parts at low prices. The
relationship between manufacturers and suppliers has traditionally been an adversarial
one, but many companies are finding that cooperation is the key to saving money,
maintaining quality, speeding products to market. Cooperation with suppliers is becoming
the rule rather than the exception.

The labor market represents people in the environment who can be hired to work
for the organization. Every organization needs a supply of trained, qualified personnel.
Unions, employee, associations, and the availability of certain classes of employees can
influence the organization’s labor market. Two labor market factors having an impact on
organizations right now are (1) the necessity for continuous investment through education
and training in the human resources to meet the competitive demands of the borderless
world and (2) the effects of international trading blocs, automation, and shifting plant
location upon labor dislocations, creating unused labor pools in some areas and labor
shortages and others.
 30

General Environment

Technological
Organizations
Internal
Environment

Employees
Culture

Management
 31

Figure II

Location of the Organization’s General, Task, and Internal Environments

(Daft’s 1997)

Notes

Daft, Richard L. Management. Philippine Reprint ISBN. Philippines. 1997

Consuelo G. Sevilla, Ed. D. et al., Research Methods revised Edition (Manila: Rex
Bookstore,

1992)

Jose F. Calderon, Ed. P. et al., Methods of Research and Thesis writing (Manila:
National Book Store, 1993)
 32

Chapter 4

CONCEPTUAL FRAMEWORK

The theories discussed in the previous chapter serve as a basis in conceptualizing

the paradigm of this study. This is represented in Figure 3 which shows Avenue Plaza
Hotel as a system of inputs, process and outputs.
Daft’s (1997) emphasized that System theory is a set of interrelated parts that
function as a whole to achieve a common purpose. A system functions by acquiring
inputs from the external environment, transforming them in some way, and discharging
outputs back to the environment. There are five components: inputs, a transformation
process, outputs, feedback, and the environment. Inputs are the material, human,
financial, or information resources used to produce goods or services. The transformation
process is the management’s use of production technology to change the inputs into
outputs. Outputs include the organization’s products and services. Feedback is knowledge
of the results that influence the selection of inputs during the next cycle of the process.
The environment surrounding the organization includes the social, political, and
economic forces.
The Theory on Location of the Organization’s General, Task, and Internal
Environments, explained that the General Environment represent the outer layer of the
environment which these dimensions influence the Organization over time but often are
not involve in day-to-day transaction with it. It focuses on the dimensions of the general
 33

environment which include international, technological, sociological, economic and

legal-political. On the other hand, Task Environment includes those sectors that have a
direct working relationship with the organization, among them customers, competitors,
suppliers and the labor market. Likewise the theory on the Process of management is
the attainment of organizational goals in an effective and efficient manner through
planning, organizing, leading, and controlling organizational resources. Both this theories
are significant to the study for it shows that on aspect in the hotel management cannot do
its operation without the help of other aspects. It enables the operation to be more
effective and be able to meet the standard of its clients as further explained by the
theories.
Figure 3 shows the conceptual paradigm of the study. The researcher made use of
the system theory composed of the input-process-output components. The inputs
component is comprised of the following: first was the determination of the profile of the
Villa del Rey Hotel in terms of location of the business, management used,
facilities/amenities offered by the hotel, services/rate rendered, promotion/marketing
strategies adopted by the hotel and its clientele. Along with these are the current issues
and concerns encountered by the said hotel and the improvements that are needed
whether its management or its operation and its developmental plans to further improve
and enhance its management and operations. The instruments used by the researcher were
interview, questionnaire distribution and observation in the said hotel through its
management and staff and its clients who were the respondents of this study. This was
done through determining, analyzing, and interpreting data gathered through instruments
as process components. The output component of this study was the updated knowledge
of the present status and prospects of Villa del Rey Hotel, in order to have a thorough
analysis of the study. Also reflected on the paradigm is a feedback loop which means that
a continuing mechanism for feedbacking will be done to ensure that the business plan is
properly attained through a check and balance on the data in which the business plan was
based from. The feedback illustrates the continuous process, evaluation, and monitoring
of the operation and management of Villa del Rey Hotel to determine the effectiveness of
the services being offered to the existing clients and their future clients.
 34

General Profile in terms of:

Location

Management/ Staff

Facilities/ Amenities
 35

INPUT

C
Gathering of Data
K
PROCESS Observation
Villa del Rey
Hotel:
Interpretation and

Its Status and

Prospects

OUTPUT

OUTPUT
 36

Figure 3
Conceptual Paradigm
Assumptions

The following were the assumptions in the study.

1. The general profile of the Villa del Rey Hotel can be determined.
2. That there are concerns met by the Villa del Rey Hotel which can be considered to
be opportunities that may improve their operation.
3. That the output of this research can be used as a tool to improve the operation and
management of Villa del Rey Hotel.
 37

Notes

Daft, Richard L. Management. Philippine Reprint ISBN. Philippines. 1997

Karen B. Catangui “ Air Philippines – Naga: Its Status and Prospects” Undergraduate
Thesis, La Consolacion College, Iriga City, 2008

Maria Cristina A. Valdez “Proposed Marketing Mix Strategies of Lemars Hotel in

Iriga City” Undergraduate Thesis, La Consolacion College, Iriga City, 2008
 38

Chapter 5

RESEARCH DESIGN

This chapter presents the methodology, population, instrument and statistical

treatment that used in the conduct of this study.

METHODOLOGY

This study on Villa Del Rey Hotel in CWC, Pili, Camarines Sur made use of the
descriptive survey method to describe the existing condition of the said hotel.
Sevilla, et al., (1992) stated that this method is used to clearly describe the present
condition or the nature of a situation. This includes the collection of data in order to test
hypothesis or to answer questions on the current status of the subject of the study.
In particular, this method is used to describe, analyze, interpret, classify and
evaluate the information and the gathered data about the research through the
administration of validated questionnaire.

POPULATION

The respondents of this study were the guests of Villa Del Rey Hotel in Pili,
Camarines Sur and its management and staff. Out of the seventy five (75) respondents,
ten (10) came from the management and staff of the hotel which were classified by its
department such as Food and Beverage (F & B); Kitchen Department; Housekeeping
Department; Front Office Department, while sixty five (65) comprised the total number
of clients/guests.
 39

Table 1

Distribution of Respondents

Respondents Frequency Percentage

Hotel Guests/Clients 65 86.67%

Hotel Staff/Management 10 13.33%

Total 75 100%

Table 1 revealed the distribution of the respondents. From the total number of
seventy five (75) respondents, sixty five (65) or 86.67% belonged to the guests or clients
of Villa Del Rey Hotel, and the other ten (10) or 13.33% belonged to the management
and staff of said hotel.

RESEARCH INSTRUMENT

To establish the findings of this study, the following were used as instruments:
observation, interviews and the questionnaires. The main instrument of this study which
was the means of collecting basic information concerning the staff and management of
the hotel and the client/guests.

OBSERVATION

To supplement and verify information, an observation was conducted during the

interview. Likewise, this method helped the researcher in order to come up with an
 40

adequate and accurate interpretation on the present study and to supply vital and
propitious information to complete the study.
Calderon (1993) et al. stated that Observation is a means of gathering information
for research. It is perceiving data through the senses; sight, hearing, taste, touch and
smell. Observation is the most direct way and the most widely used in studying behavior.

INTERVIEW

An interview was conducted in Villa Del Rey Hotel with manager and staff and
other trainees which served as the sources of information particularly on the present
conditions of the Hotel. This method was used to finish the data needed.
Calderon (1993) et al. stated that interview is a purposeful face relationship
between two persons, one called the interviewer who asks questions to gather information
and other called the interviewee or respondents who supplies the information asked for.

QUESTIONNAIRES

This is the 2 set questionnaires prepared in order to gather data or information

needed. One set was for the management and staff of the hotel and another for its
clientele. This was divided into three (3) parts: first part is the letter to the respondents
which also asked for the respondents profile; the second part were questions describing
the hotel such as its location services of the hotel itself, and the facilities that the hotel
offers. Suggestions and recommendations were likewise included while the third part
dealt on the general profile of the hotel and the present status of the hotel and its
prospects for the years to come. It also included suggestions and recommendations to
further improve the establishment. For the section as assessment of the hotel, the
respondents rated the statement to how much he/she agreed with the statement
corresponding to its equivalent rating.
Calderon(1993) et al. stated that a questionnaire is simply a set of questions which
when answered properly by a required number of properly selected respondents, will
supply the necessary information to complete a research study.
 41

A dry-run was done six (6) individuals who served as the respondents but were
not included in the distribution of the questionnaires as the actual respondents. This was
done to test if the questions were fully understood by the respondents.
The rating scale designed to qualify the extent of the answer of their choices were
as follows: 5 – strongly agree, 4 – Agree, 3 – Undecided, 2 – Disagree, and 1 – Strongly
Disagree.
Upon the approval of the thesis adviser, who checked, examined, and made suggestion
and recommendations on the instrument to be used, the researcher will personally
administered the questionnaires to the guests/clients and staff. Questionnaires were 100%
retrieved.

STATISTICAL TREATMENT

This study made use of the different statistical methods. The questionnaires
collected from the survey were tallied and tabulated. The statistical treatment employed
on the analysis and interpretation of the data was the percentage techniques and rank
distribution in order to arrive to an adequate and accurate interpretation of the results of
the study.

PERCENTAGE TECHNIQUE

This was used to determine to personal and business profiles of the

accommodation establishment:

The formula percentage technique is:

P = F x 100
N

Where:
P = Percentage
F = Frequency
N = Total number of respondents
 42

Weighted Mean was used to determine the characteristics of the hotel; the approval of
the respondents on the performance of the hotel staff and over all assessment of the hotel
facilities and series. Likewise, it was used to assess the services and overall operation of
the hotel as per management and staff prospective.

The formula of Weighted Mean

WM = ∑n
N

Where:

WM = Weighted Mean
∑n = Summation of responses
N = Total Number of respondent

In order to qualify the weighted mean, qualitative description index was used as
shown below;

Weighted Mean Qualitative Description

4.10 – 5.0 Strongly Agree

3.10 – 4.0 Agree

2.10 – 3.0 Undecided

1.10 – 2.0 Disagree

0.10 – 1.0 Strongly Disagree

 43

NOTES

Consuelo G. Sevilla, Ed. D. et al., Research Methods revised Edition (Manila: Rex
Bookstore,

1992)

Jose F. Calderon, Ed. P. et al., Methods of Research and Thesis writing (Manila:
National Book Store, 1993)
 44

Chapter 6

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter presents and discusses the analysis and interpretation of the data
obtained in this study. The data were gathered through interviews, observations and
questionnaires. The questionnaire was divided into 3 parts according to the stated
problems of the study. The first was the profile of Villa del Rey Hotel in terms of a.)
locations b,) management and staff c.) facilities and amenities d.) service and rates e.)
promotion / marketing strategies; and f.) clients / guests. The second part was the issues
and concerns which affect the operations of Villa del Rey Hotel. And the third part was
the plans for the improvement of Villa del Rey Hotel in terms of a.) Operation b.)
Facilities and Amenities c.) Products/Services d.) Marketing Activities/Strategies.

Table 2

Profile of Villa del Rey Hotel

CWC, Provincial Capitol Complex,

Location Cadlan, Pili, Camarines Sur

Form of Business Organization Government-owned

Terms of Actual Operation 0-5 years

Initial Investment 100,000,001 – 150,000,000

Actual Estimated Capital 150,000,001 and above

Source of Financial Funding Government

Number of Personnel Employed 251 and above

Classification of the Hotel Standard Hotel

Estimated Number of Guests per day 151-200

 45

Table 2 shows the profile of Villa del Rey Hotel. It is located at Provincial Capitol
Complex, Cadlan, Pili Camarines Sur. Its form of business organization is government
because it is operated and managed by Governor L-Ray Villafuerte. It has been operating
for three (3) years now. The hotel had an initial capital of Php 100,500,001-150,000,000.
At present, its actual estimated capital has reached Php 150,500,001.00 and above. This is
so because the facilities and amenities, rooms, and equipment of the hotel had been
added, maintained and improved. The source of its financial funding is Government
investment. The hotel is maintained by more than 251 personnel employed. It is classified
as a Standard Hotel which is affordable to any clients or guests whose estimated number
is 151-200 per day.

Table 3

Estimated Total Number of Guests/Clients that Stay in the Hotel

Summer Vacation 280 – 300

Holidays 260 - 280

Weekends 180 – 200

Weekdays 180 - 200

Table 3 also shows the estimated total number of guests/clients that visit the hotel
and who would go for wakeboarding, kneeboarding and any services that CamSur
WaterSports Complex (CWC) offers. It shows that peak season is during Summer
vacation with estimate number of 280 to 300 guests; during Holidays with 260 to 280
clients stay in the hotel; on weekends180-200 guests come and avail their rooms, function
hall/reception area for any occasions or gatherings and those who love sports activity that
the CWC offers. On weekdays an estimated number of 180-200 guests that visit the hotel.
 46

Table 4
Profile of Villa del Rey Hotel’s Guests
ADDRESS FREQUENCY PERCENTAGE RANK
Foreigners 31 47.69 1
Other places in the Philippines 19 29.23 2
Places within Bicol Region 15 23.08 3
AGE
20-25 22 33.85 1
26-30 20 30.77 2
31-35 10 15.38 3
15-19 6 9.23 4
36-40 5 7.69 5
41-45 2 3.08 6
PURPOSE OF STAY
Leisure 58 89.23 1
Business 7 10.77 2

Table 4 shows the profile of guest of Villa del Rey Hotel which includes the
guests’ home address, age and purpose of stay. As to the guests’ home address, foreigners
ranked first with a frequency of 31 that based from the table and with percentage of
47.69. Table 4 reveals that majority of the guests are foreigners, that Camarines Sur Water
Sports Complex is known in the world as a tourist spot of Camarines Sur, and that many
are going for wakeboarding, kneeboarding and other activities that CWC offers. Ranking
second is other places in the Philippines with a frequency of 19 and a percentage of
29.23. This means that Filipinos are also aware of what Camarines Sur offers a different
and challenging activity which other places of the Philippines do not have. Ranking third
is places within Bicol Region with a frequency of 15 and with a percentage of 23.08
which means that there are guests from Naga, Iriga or Legaspi City and in other places of
Bicol Region who can afford to avail rooms to experience the beauty and unique features
of the hotel and the services rendered by the hotel, as well as the Water Sports Activity.
As to the Profile of the guests in terms of Age, mostly are from 20-25 years old; 2 nd are
from 26-30 years old; 3rd are from 31-35 years old; 4th are from 15-19 years old; 5th are
from 36-40 years old; and 6th are from 41-45 years old. Mostly of them are younger
 47

because the Hotel offers Water Sports Complex for Wakeboarding, kneeboarding and any
activities that they offer. As to their purpose of stay, most of the guests’ is for leisure
which has the highest frequency of 58 and percentage of 89.23 or ranked 1st; ranking 2nd
is business with a frequency of 7 and with a percentage of 10.77; which means that most
of the guests are in their vacation or holidays and which they spend their time for any
sports activity or leisure.

Table 5
Facilities and Services of Villa del Rey Hotel

ITEM WEIGHTE QUALITATIVE

D MEAN DESCRIPTION
FACILITIES
4.81 Strongly Agree
Villa del Rey Hotel has an adequate Parking Area
Villa del Rey Hotel has swimming pool 4.77 Strongly Agree
Villa del Rey Hotel has convenient rooms. 4.74 Strongly Agree
Villa del Rey Hotel has Function Hall 4.68 Strongly Agree
Villa del Rey Hotel has an adequate lobby. 4.65 Strongly Agree

Villa del Rey Hotel has a Restaurant / Food and Beverage 4.52 Strongly Agree
Facilities
Villa del Rey Hotel has an adequate entertainment 3.88 Agree
Villa del Rey Hotel has disco and bar. 3 Undecided
SERVICES
Villa del Rey Hotel offers security. 4.69 Strongly Agree
Villa del Rey Hotel offers valet and laundry services. 4.69 Strongly Agree
Villa del Rey Hotel offers services with a friendly 4.62 Strongly Agree
receptionist.
Villa del Rey Hotel has an adequate information booth. 4.51 Strongly Agree

Villa del Rey Hotel attends to special requests of the

4.4 Strongly Agree
guests/clients.
Villa del Rey Hotel offers special occasions 4.2 Strongly Agree
Villa del Rey Hotel offers catering services 3.97 Agree

Table 5 shows the Facilities and Services of Villa del Rey Hotel in Provincial
Capitol Complex, Cadlan, Pili, Camarines Sur. It reveals that in terms of facilities,
 48

parking area rank 1st with a rating of 4.81 with a qualitative description of strongly agree.
It says that to satisfy the needs and wants of the guest/clients is through the presented
needs, underlying need and expanding need. Parking area is one example of an
underlying need. Even though this is known to be one of the hidden needs of the guest, it
is still necessary for any hospitality industry to offer this kind of service to the public.
Ranking 2nd is swimming pool with a rating of 4.77; ranking 3rd is convenient rooms with
a rating of 4.74; ranking 4th is function hall with a rating of 4.68; ranking 5 th is lobby with
a rating of 4.65; ranking 6th is restaurant / food and beverage facilities with a rating of
4.52 and with a qualitative description of strongly agree. These are the guests’ needs
presented by the hotel to assure the satisfaction of their stay. Ranking 7th is entertainment
with a rating of 3.88 and a qualitative description of Agree which mean that it is lacking
in terms of services offered, facilities for entertainment purposes which is very important
for additional income of the Hotel and this is one of the presented or an obvious need of
the guests. In over-all impact, guests are looking forward to other services that the hotel
offers to meet their demands in making an enjoyable and memorable stay. Ranking 8 th is
disco and Bar with a rating of 3.0 and with a qualitative description of undecided which
means that the hotel is lacking in terms of Disco room, lights effect, sound system and
beverage facilities and equipment wherein, this is a great opportunity that the hotel must
offer to give another field of concentration after some sports activity that even night-time
guest will have another type of entertainment to overwhelm their expectations. In
general, quality products, facilities and amenities, tools and equipment add to the appeal
on the part of the guests and it will serve as pride of the Hotel. Considering the products
and services and its attributes is the probable success in this business and will remain to
be its competitive edge.
It also reveals the status of Villa del Rey Hotel in terms of services. Security and
valet and laundry services ranked 1st with a rating of 4.69 and a qualitative description of
Strongly Agree. It shows that the management of the hotel is more aware in giving their
security as far as their safety and their belongings are concerned, and that this hospitality
industry is motivated to protect guests from accidents, thieves, terrorism and other
hazardous which can lead to a bad stay for the guests. Laundry service shows that the
more rooms offered are the more clothes, linens, beddings and towels are to be washed.
 49

To minimize the expense of laundry outside the hotel, Villa Del Rey owned a laundry
services unit for easy washing and ready to use house keeping facilities. Ranking 2 nd is
friendly receptionist with a rating of 4.62; ranking 3rd is information booth with a rating
of 4.51; ranking 4th is attending to special request with a rating of 4.4; ranking 5 th is
catering services with a rating of 4.2 and a qualitative description of strongly agree which
means that the hotel’s trade mark is its service with a friendly receptionist/staff such that
the guest is able to mingle with them easily which creates a favorable first impression to
their guests/clients. The hotel caters the needs of the guests for special occasions like
weddings, debut, conferences and conventions. As a hospitality industry, it is a must to
show generosity and kindness to attract more customers as a means of earning and value
business among competitors. Ranking 6th is catering services with a rating of 3.97 and a
qualitative description of Agree. There are factors to be considered in terms of services
that the management is expected to deal with. These are the intangible and tangible
products of the hotel that the guests seek comfortable stay and sincerity and bring like
feel at home as member of the hotel family. Most of all to satisfy the needs and wants in
terms of services, facilities and amenities availability and being hospitality industry
which will be the impact of the hotel.

Table 6

Staff of Villa del Rey Hotel

 50

WEIGHTED QUALITATIVE
ITEM MEAN DESCRIPTION
PERFORMANCE OF THE STAFF
The staff is friendly and hospitable 4.69 Strongly Agree
The staff is competent in their work. 4.66 Strongly Agree
The staff and management coordinates effectively
4.66 Strongly Agree
with the guests
The staff attends to guest complaints 4.66 Strongly Agree
The staff establishes rapport with the guests. 4.65 Strongly Agree
The staff is courteous and tactful 4.63 Strongly Agree
The staff has a pleasing personality, groomed,
4.63 Strongly Agree
flexible and resourceful.
The staff provides quality service 4.62 Strongly Agree
ASSESSMENT OF THE STAFF
The staff creates good image in the eyes of the guests. 4.75 Strongly Agree
The staff is able to meet guests expectations. 4.69 Strongly Agree
The staff is able to satisfy guests needs in terms of its
4.69 Strongly Agree
hotel products and services.
The staff provides quality services. 4.63 Strongly Agree
Upgrading of facilities and maintenance 4.55 Strongly Agree
The staff provides quality products. 4.51 Strongly Agree
A

ASSESSMENT ON THE SERVICES AND OVERALL

OPERATION
The hotel staff is competent in marketing the hotel 5 Strongly Agree
The management caters to the need of the guests 5 Strongly Agree
The management establishes rapport with its
5 Strongly Agree
staff/personnel

Table 6 shows the Staff of Villa del Rey Hotel. It implies that friendly and
hospitable staff rank 1st with a qualitative description of 4.59; ranking 2nd is competence
in their work, management coordinate effectively with the guests and attending guest
complaints with a rating of 4.66; ranking 3rd is establishing rapport with the guests with a
rating of 4.65; ranking 4th is courteous and tactful staff and pleasing personality, groomed,
flexible and resourceful staff with a rating of 4.63; and ranking 5 th is provide quality
service with a rating of 4.62 and all with a qualitative description of strongly agree. This
means that the over all performance of the staff is excellent and that they are competent
 51

enough to market the hotel. The performance of the staff brings lasting impression on the
guests and this can create good images in the eyes of the guests. However the staff must
maintain the good service and the hospitable and competent workers of the industry.
Hotel staff can cater to the needs of the guests and is able to establish rapport with them.
Because tourism has been one of the world’s most consistent growth industries today,
increase in leisure time, by travelling to different spots of the world, qualities that the
guests are looking for, they prefer a hotel establishment that will respond to their travel
needs and suit their needs most especially to the emotional and social aspects.
It also shows the staff of Villa del Rey Hotel in terms of the assessment of its
staff. It is clear that the staff creates good image in the eyes of the guests which ranked 1 st
with a rating of 4.75; ranking 2nd is that staff satisfies the guest’s needs and the hotel
meets guest expectations with a rating of 4.69; ranking 3rd is provide quality services with
a rating of 4.63; ranking 4th is upgrading of facilities and maintenance with a rating of
4.55; ranking 5th is provides quality products with a rating of 4.51 and all with a
qualitative description of strongly agree which are very important in marketing and
promoting a hotel. These can be a major factor to know the quality and the image of the
hotel as to be a competitive industry with its existing competitors and possible potential
entrants, as well as to have loyal guests who are at home in the hotel.
Lastly, it also shows the staff of Villa del Rey in terms of the assessment on the
services and its overall operation. Taking all the positive statements, it is clear that the
hotel staff is competent in marketing the hotel, the management caters to the needs of the
guests and the management establishes rapport with its staff/personnel with a rating of 5
and a qualitative description of strongly agree. These are some factors to be considered in
the development of the hotel industry, and in order to be an outstanding hotel and
excellent services and products especially for accommodations, facilities and amenities.
And the guest will always have good impression of the Hotel in many aspects which the
industry contributes to them.
Table 7
Marketing Strategies Adopted by Villa del Rey Hotel
ITEMS WEIGHTED QUALITATIVE
MEAN DESCRIPTION
PROMOTIONS
 52

Villa del Rey Hotel promotes its hotel 5 Strongly Agree

products/services through TV Commercials
Villa del Rey Hotel promotes its hotel 5 Strongly Agree
products/services through radio commercials
Villa el Rey Hotel promotes its hotel products/services 5 Strongly Agree
through telephone directory
Villa del Rey Hotel promotes its hotel 5 Strongly Agree
products/services through direct mails
Villa del Rey Hotel promotes its hotel 5 Strongly Agree
products/services through newspapers and magazines
Villa del Rey Hotel promotes its hotel 5 Strongly Agree
products/services through brochures
Villa del Rey Hotel promotes its hotel 5 Strongly Agree
products/services through ads
Villa del Rey Hotel promotes its hotel 5 Strongly Agree
products/services through posters
PRICING STRATEGIES
Villa del Rey Hotel gives discounts to regular 5 Strongly Agree
guests/clients.
Villa del Rey Hotel gives incentives to regular 5 Strongly Agree
guests/clients.
Free meals are given to guests/clients. 4 Agree
SELLING STRATEGIES
Personal selling is its way of informing its market 5 Strongly Agree
about its products and services.
It sells by means of posters. 5 Strongly Agree
It sells its hotel products through telephone directory 5 Strongly Agree
it sells through direct mail 5 Strongly Agree
it sells its hotel products by means of distributing 5 Strongly Agree
brochures
COORDINATION
Villa del Rey Hotel Coordinates with the Travel Agents 5 Strongly Agree

Villa del Rey Hotel Coordinates with the Tour 5 Strongly Agree
Operators
Villa del Rey Hotel Coordinates with the Suppliers 5 Strongly Agree
Villa del Rey Hotel Coordinates with the Local 5 Strongly Agree
Tourism Office
Villa del Rey Hotel Coordinates with the Convention 5 Strongly Agree
Planners

Table 7 shows the Marketing Strategies that are adopted by the management of
Villa Del Rey Hotel. It implies that telephone directory, brochures, TV commercials,
posters, direct mails, newspapers and magazines, ads, radio commercials are all the
promotional activities done by the management in order to have an information and make
 53

the public be aware of the hotel in terms of services, facilities and other entertainments. It
also reveals that giving discounts and giving incentives to regular guests are the pricing
strategies adopted by Villa Del Rey Hotel which has a qualitative description of strongly
agree. Free meals are given to guests/clients who are the visitors of the Governor L-Ray
Villafuerte, like the Senators and other VIP guests and the friends of the hotel which has a
qualitative description of Agree. In terms of selling strategy, personal selling, posters,
telephone directories, direct mail, and brochures are the only strategies that are adopted
and used by the staff and management. This means that even outside the country in the
whole world and with in the country they rely on the word of mouth and through the
information which technology brought us into mobile world of their guest and friends.
And that they must seek for the right method that the status of the hotel today will be
more improved and developed as to take into consideration so as to market their tangible
and intangible products properly and should have extensive products, skills and
experience in order to have a competitive industry. The hotel also coordinates with the
travel agents, tour operator, suppliers, local tourism office and convention planners with a
qualitative description of strongly agree. It means that the hotel has a strong bonding or
relationship with the government and which is owned by the government as well. And
also to have more guests there must be a coordination with the people who made tour
packages and other promotion which can be avail by the hotel as well as who supply the
needs of the guests and the hotel. And they also offer special occasions and any occasions
and gatherings or conventions.

Table 8

Issues and Concerns which affect Villa del Rey Hotel

Issues and Concerns Frequency Percentage Rank

 54

Lack of Trained Personnel 5 50% 1

Lack of Transportation Services 2 20% 2.5
Lack of facilities 2 20% 2.5
Inefficient Management 1 10% 4.5
Accessibility 1 10% 4.5

Table 8 presents the issues and concerns currently met by Villa del Rey Hotel that
affect its operations. Lack of trained personnel ranked 1st with a frequency of 5 and a
percentage of 50.This means that hiring of employees is the main problem which affects
the organization as well as the whole operation. Lack of transportation services and lack
of facilities comes in second with a frequency of 2 and with a percentage of 20. This
means that transportation is the most important for fast mobilizations and transactions
which can transfer and bring guests from one place to another or vise-versa, as well as
upgrading of facilities to aid guest’s needs and satisfaction. Ranked 3rd is accessibility and
inefficient management which has a frequency of 1 and a percentage of 10. there were
other issues and concerns given by the management and staff of the hotel and most
statement were: Security, Guests complains due to the hotel services and technical
problems which also encountered in its operation. It is true that there is no establishment
or Hotel industry which does not encounter any issues and concerns in their daily
operations. Problems met by the hotel can be considered to be an opportunities to
improve their operations and services and that the organizations of the hotel will remain
as one and establish good image to the hotel and to the guests.

Table 9

Suggestions and Recommendations for Villa del Rey Hotel’s Improvement

MANAGEMENT AND STAFF FREQUENCY PERCENTAGE RATES

Additional rooms and amenities/facilities 7 70% 1.5
Construction of Disco Bars 7 70% 1.5
 55

Conduct Seminars and Training to the

3 30% 3.5
Employees
Management must give enough attention
to promotional campaign 3 30% 3.5
Mini bar and parlor must be added to
2 20% 4
the room
Additional sports entertainment must be
1 10% 7.5
constructed
Construction of additional function halls 1 10% 7.5
Construction of additional swimming
1 10% 7.5
pools
Constructions of additional bars and
restaurants 1 10% 7.5

CLIENTELE/GUESTS
Maintain the cleanliness and orderliness
51 78.46% 1
of the hotel
Updating the staff and management on
the hotel development in the tourism 47 77.30% 2
industry particularly in hotel business.
Put billboards and other types of
advertisement facilities. 45 69.23% 3

Table 9 presents some suggestions and recommendations for Villa del Rey Hotel’s
improvements from the management and staff which are: additional rooms and
amenities/facilities and constructions of disco bars ranked 1st which has a frequency of 7
and with 9 percentages of 70. This means that mass tourist who land to CWC for sports
activities cannot be accommodated and the hotel cannot give the guests’ needs and wants
because they lack amenities and facilities. With the same rank is construction of disco
bars for the guests to have respite while they drink, dance and have fun. Next in rank
would be conduct seminar and trainings to the employees and management must give
enough attention to promotional campaign that has a frequency of 3 and with 9
percentage of 30 which the hotel implement’s that before the start of the new employees
must undergo trainings and workshop/seminars for enhancing their capability to work in
an industry and become more competitive workers. And for further improvement and
increase of guest arrivals promotional campaign must be given the attention to have more
income of the hotel as well as the unique features of sports complex will give an
attraction to the eyes of the people and by patronizing them not only within the country
 56

but for the entire world to be known as the best cable park of the world. Construction of
additional function hall, swimming pools, bars and restaurants and additional sports
entertainment with which ranked 3rd with a frequency of 1 and a percentage of 10 which
means that mass tourist will be given the services and the facilities that the hotel offers
for their good accommodation.
Table 9 also presents some suggestions and recommendations for Villa del Rey
Hotel’s improvement from the clientele/guests which are; maintain the cleanliness and
orderliness of the hotel ranked 1st which has a frequency of 51 with a frequency of 47 and
percentage of 78.46; Ranked 2nd is updating the staff and management on the hotel
development in the percentage of 77.30 which means that the employees should be more
efficient and flexible in performing any task given and should have more knowledge and
skilled enough in promoting and selling the products that the hotel offers. Ranked 3rd is
put billboard and other types of advertisement facilities which has a frequency of 45 and
with a percentage of 69.23. This means that only few billboard which advertise the hotel
are existing within Bicol region. These types of advertisement facilities will help in the
promotion of the hotel by showing their tariffs and featuring hotels accommodations and
sports activities which can have easy access and information regarding CWC and Villa
del Rey Hotel. Other suggestions and recommendations were given by some of the
researcher’s respondents and most of their answers were: put signage direction in any
spot and way to the hotel and to CWC sports complex; establish coffee shop and internet
café; add sports entertainment like golf court, tennis court; Additional public comfort
rooms; information booth must b air-conditioned and well equipped; maintain quality
products and services; present marketing strategies and activities of the hotel must be
given more importance for the increase of income and profits and management and staff
must give immediate solution to the problems encountered.
Chapter 7

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

This chapter presents the findings, conclusions and recommendations of the study
entitled Villa del Rey Hotel: Its Status and Prospects.
 57

This study aimed to assess the status of Villa del Rey Hotel as well as the
improvement and development that can be adopted by the management and staff.

Problem 1:

1. What is the general profile of Villa del Rey Hotel in terms of:
a.) Location
b.) Management/Staff
c.) Facilities/Amenities
d.) Services/Rates
e.) Promotion/Marketing Strategies
f.) Clients/Guests

Findings:

a. Location

1. Villa del Rey Hotel is located at Provincial Capitol Complex, Cadlan, Pili
Camarines Sur.
2. The respondents agreed that Villa del Rey Hotel is accessible through van
with a rating of 4.77 and with a qualitative description of Strongly Agree.
3. Other modes of transportation that the guests/clients use to reach the hotel are
through bus, tricycle, jeepney, airlines, motorcycle, private cars and pedicabs.

b. Management/Staff

1. Villa del Rey Hotel is a government-owned.

2. It is owned and managed by the Provincial Government of Camarines Sur
with an initial investment of Php100, 000,001 and above, and with an actual
estimated capital of Php. 150,000,001 and above.
3. Villa del Rey Hotel has a 200 member-hotel staff.
4. Villa del Rey Hotel offers a standard class type of Hotel.
 58

c. Facilities/Amenities

1. Villa del Rey Hotel has an adequate parking area with a rating of 4.81 and
with a qualitative description of Strongly Agree.
2. Villa del Rey Hotel has a swimming pool with a rating of 4.77 and with a
qualitative description of Strongly Agree.
3. Villa del Rey Hotel has an adequate convenient room with a rating of 4.74 and
with a qualitative description of Strongly Agree.
4. Villa del Rey Hotel has an adequate Function Hall with a rating of 4.68 and
with a qualitative description of Strongly Agree.
5. Villa del Rey Hotel has an adequate lobby with a rating of 4.65 and with a
qualitative description of Strongly Agree.
6. Villa del Rey Hotel has an adequate Restaurants/Food and Beverage Facilities
with a rating of 4.52 and with a qualitative description of Strongly Agree.
7. Villa del Rey Hotel has an adequate entertainment with a rating of 3.88 and
with a qualitative description of Agree.
8. Villa del Rey Hotel has an adequate disco and bars with a rating of 3 and with
a qualitative description of Undecided.

d. Services/Rates

1. Villa del Rey Hotel offers security with a rating of 4.62 and with a qualitative
description of Strongly Agree.
2. Villa del Rey Hotel offers valet and laundry services with a rating of 4.62 and
with a qualitative description of Strongly Agree.
3. Villa del Rey Hotel offers services with a friendly receptionist with a rating of
4.62 and with a qualitative description of Strongly Agree.
4. Villa del Rey Hotel has an adequate information booth with a rating of 4.51
and with a qualitative description of Strongly Agree.
5. Villa del Rey Hotel attends to special requests of the guests/clients with a
rating of 4.4 and with a qualitative description of Strongly Agree.
 59

6. Villa del Rey Hotel offers special occasions with a rating of 4.2 and with a
qualitative description of Strongly Agree.
7. Villa del Rey Hotel offers catering services with a rating of 3.97 and with a
qualitative description of Strongly Agree.

e. Promotion/Marketing Strategies

1. Villa del Rey Hotel promotes its hotel products/services through TV

commercials, radio commercials, telephone directories, direct mails,
newspapers and magazines, brochures, ads, and posters with a rating of 5 and
with a qualitative description of Strongly Agree.
2. Villa del Rey Hotel gives discounts and incentives to regular guests with a
rating of 5 and qualitative description of Strongly Agree. Free meals are given
to regular guest with a rating of 4 and qualitative description Agree.
3. Selling Promotion is done by Personal Selling, posters, telephone directories,
direct mail and brochures with a rating of 5 and with a qualitative description
of Strongly Agree.
4. Villa del Rey Hotel coordinates with the Travel Agent, Tour Operations,
suppliers, local tourism office and convention planners with a rating of 5 and
with a qualitative description of Strongly Agree.

f. Clients/Guests

1. Majority of the guests of Villa del Rey Hotel are foreigners and adults with
ages between 20-30 years old. The guests usually go for leisure purposes
otherwise the others are for business purposes.

Conclusions:

1. Villa del Rey is located in a semi-urban area.

2. It is a government run and owned hotel.
3. Villa del Rey Hotel offers good service, quality products, facilities and amenities
appropriate for a standard class hotel.
 60

4. Villa del Rey Hotel offers affordable type of room rates and services.
5. Villa del Rey Hotel offers discounts, incentives, and free meals for the regular
guests of the hotel.
6. All types of promotion strategies are adopted by the hotel.

Recommendations:

1. Infrastructures going to CWC should be given priority for its improvement and
accessibility of the people to CWC and Hotel.
2. Investors should put up new Business Establishment within the vicinity for it to
be an urbanized area.
3. All the documents and papers of the hotel should be kept and compiled for
notable turn over of management in the future.
4. The management should further improve and develop additional rooms,
facilities/amenities, sports entertainment, and signage direction of every spots of
CWC, Internet Cafe and Coffee Shop.
5. The management should train its staff through workshops/seminars on tourism
industry particularly concerning accommodation likewise competence in their
work.
6. The management should give enough attention to promotional campaign that will
attract guest/clients.

Problem 2:

2. What are the current issues and concerns met by Villa del Rey Hotel?

Findings:
 61

1. Villa del Rey Hotel encounters issues and concerns like lack of trained personnel
which ranked 1st; ranked 2nd is lack of transportation services and lack of facilities;
ranked 3rd is inefficient management and accessibility which affect its operations.
2. Strict security procedures should always be followed.
3. The complaints from the guests are handled but one of the problems encountered
by the Hotel is the service.
4. Technical problems are also encountered in its operation.

Conclusions:

1. Villa del Rey Hotel faces a lot of challenges and encounters issues and concerns
which may directly or indirectly affects its operations.
2. Inefficient management occurs mostly in the absence of a manager.

Recommendations:

1. Employees who are skilled enough in performing any task and capable to handle
guest complaints should be hired.
2. A short or long range development plan needs to be studied in order to solve the
present problems encountered by the hotel.
3. Upgrading of the facilities and amenities is a must to maintain the quality service
of the hotel.
4. The safety and protection of the guests/clients should be given preferential
attention.

Problem 3:

3. How may the Villa del Rey Hotel be improved in terms of:
a. Operation
b. Facilities/Amenities
c. Products/Services
d. Marketing Activities/Strategies
 62

Findings:

a. Operations

1. Villa del Rey Hotel must provide additional transportation facilities to

transmit guest and their luggage during their arrivals and departure or vise-
versa for easy access.
2. Villa del Rey Hotel must conduct trainings and seminars to the employees to
be more competitive workers.
3. The Hotel must maintain its cleanliness and Orderliness of the Hotel.
4. Staff and management must be updated on the hotel development in the
tourism industry particularly in hotel business.
5. Staffs and management must give immediate solution to the problems
encountered.

b. Facilities/Amenities

1. There must have an additional rooms and facilities/amenities for the

unexpected mass tourist.
2. There must have constructions of disco bars and additional sports
entertainment, function halls, pools, bars and restaurants.
3. Mini bars and parlor must be added to the rooms.
4. There must be additional comfort rooms for public use.
5. Information booth and lobby must be air-conditioned and well equipped.

c. Product/Services

1. The hotel should maintain the quality products they provide.

2. The Hotel should maintain the quality service they render to the guest as well
as flexible enough to perform task.

d. Marketing Activities/Strategies
 63

1. Present marketing strategies and activities of the hotel must be given more
importance for the increase of income and profits.
2. Put Billboards and other types of advertisement facilities.
3. Management and staff must give enough attention to promotional campaign.

Conclusions:

1. Villa del Rey Hotel should improve and develop its services in terms of its: a.)
Operations; b.) Facilities/Amenities; c.) Products/Services; d.) Marketing
Activities/Strategies.

Recommendations:

1. Villa del Rey Hotel has to adopt an efficient and effective feedback system to
improve its operations. It should consider all factors for improvement to satisfy
guests’ needs and wants as well as its management and staff.
2. Villa del Rey Hotel should maintain its unique features and characteristics in
order to have that competitive edge among its competitors.
3. The management should implement a marketing plan in order to have an effective
response and attain their target sales and profits, and to meet its objectives and
goals.
 64

BIBLIOGRAPHY

A. Books

Angelo, Rocco M. and Andrew N. Hospitality Today: An Introduction. USA.

Educational Institute AH and MA. 1991
Consuelo G. Sevilla, Ed. D. et al., Research Methods revised Edition (Manila: Rex
Bookstore,
1992)
 65

Cruz, Zenaida L. Ph. D. Principles of Tourism 1. Manila Philippines: Rex Publishing

and Book
Store. 1991
Cruz, Zenaida L. Principles of Tourism II. Quezon City, Philippines: Rex Printing
Company, Inc. 1994
Daft, Richard L. Management. Philippine Reprint ISBN. Philippines. 1997
Dittmer, Paul R. and Griffin Gerald G. The Dimension of the Hospitality Industry: An
Introduction. Van Nostrand Reinhold. Newyork. 1993
Calderon, Jose F. Ed. P. et al., Methods of Research and Thesis writing (Manila:
National Book Store, 1993)
Gray, William and Salvador Ligouri. Hotel and Motel Management and Operations.
Singapore Pearson Education South Asia PTE LTD. 2003
Ismail, Ahmed. Front Office Operation and Management. Australia: Thomson Delmar.
2005
Stutts, Alan T. and Wortman James F. Hotel and Lodging management: An
Introduction, Second Edition. John Wiley and Sons, Inc. Hoboken, New Jersey.
2006
Webster Dictionary. 1995
Weissinger, Suzanne Stewart. Hotel/Motel Operations An Overview 2nd Edition.
Australia:
Thomson Learning. 2000

B. Unpublished Materials

Apan et, al. “Fornt Office Operation of selected Hotels in Naga City: An Assessment”
Undergraduate Thesis, La Consolacion College, Iriga City, 2008
 66

Bella, O., An Insight into the Operation of 5 Star Hotel in Metro Manila,
(Unpublished Master thesis, UST). 1982
Carpio Melanie B. “Hotel Industry in Legaspi City; An Assessment”. (Unpublished
Undergraduate Thesis, Mariner’s Polytechnic Colleges Foundation, Legaspi City).
2002

Cartier Darlene M. Recycling at Work: “Waste Reduction and Recycling in the Las
Vegas
Hospitality Industry”. Degree of Bachelor of Arts in Environmental Studies of
University of Nevada, Las Vegas. 1997

Dave Jovebless Liza. “The Management Services of Hotel and Restaurant in Metro
Legaspi”. (Unpublished Undergraduate thesis, Mariner’s Polytechnic Colleges
Foundation, Legaspi City). 2003

Karen B. Catangui “ Air Philippines – Naga: Its Status and Prospects” Undergraduate
Thesis, La Consolacion College, Iriga City, 2008

Maria Cristina A. Valdez “Proposed Marketing Mix Strategies of Lemars Hotel in

Iriga City” Undergraduate Thesis, La Consolacion College, Iriga City, 2008

Shoko Sugihara MBA-TIM. “Hawai’i Convention Center’s Impact on Tourism and

Marketing Strategy”. Hawaii Pacific University Spring. 1998

Shamsoddin, “Status and Problems of Hotels in Cabanatuan City”, (Unpublish

Master Thesis, Wesleyan University). 1989

C. Interview

Mr. Rio Rene A. Mortezo, Manager, Villa del Rey Hotel, Cadlan, Pili, Camarines Sur,
2008
 67

Ms. Anita Dorosan Buan, Supervisor, Villa del Rey Hotel, Cadlan, Pili, Camarines Sur,
2008

Ms. Ivy H. Hertez, Front Desk Clerk, Villa del Rey Hotel, Cadlan, Pili, Camarines Sur,
2008
 68

APPENDICES

Appendix A

Letter to the Librarian

___________________

____________________
____________________
 69

____________________

Dear Sir/Madame:

Greetings of Peace!
I wish to introduce Diomedes V. Saniel Jr. who is currently working on his thesis
entitled “Villa del Rey Hotel: Its Status and Prospects”
In connection with this, may we ask your good office to allow him to research in
your library.
I shall sincerely appreciate your kind approval to my request.

Thank You!

Sincerely yours,

Dr. Gloria C. Pasco

Thesis Adviser

Appendix B

Letter to the Hotel

La Consolacion College
Iriga City

_________________

__________________
 70

__________________
__________________

Dear Sir:

Greetings of Peace!

The undersigned is a graduating student of La Consolacion College Iriga City taking up

Bachelor of Science in Tourism Major in Hotel and Resort Management, who wish to
conduct a research on “Villa Del Rey Hotel: Its Status and Prospects”.

In line with this, may I request permission to have your hotel as a venue for the research
to be conducted? Rest assured that the information provided will be treated with utmost
confidentiality and that I will inform you of the results of my study, if you wish, for the
improvement of Villa Del Rey Hotel.

Thank you very much and God Bless!

Respectfully yours,

Diomedes V. Saniel Jr.

Researcher

Noted by:

Gloria C. Pasco Ed.D

College Dean

Appendix C

Letter to the Respondent

La Consolacion College
Iriga City

______________
 71

Dear Respondents:

Greeting of Peace!
The undersigned is a Tourism Student of La Consolacion College Iriga City. He is
conducting a research entitled “Villa del Rey Hotel: Its Status and Prospects”.
In this connection, may I have you as one of my respondents? It is hoped that the
information that you will give will greatly contribute to the development of this study.
May the researcher therefore solicit your cooperation, time and effort to provide
the answers to the queries needed in the study.
Rest assured strict confidentiality will be given to any information that you would
provide and that I will inform you of the results of my study, if you wish, for the
improvement of Villa del Rey Hotel.

Thank you very much and may you have the blessing in life with God sustaining
Power!

Respectfully yours,

Diomedes V. Saniel Jr.

Noted by:

Dr. Gloria C. Pasco

Thesis Adviser

Appendix D

Questionnaire

QUESTIONNAIRE FOR THE GUESTS/CLIENTS

I. Respondent’s Profile:
 72

Address:
________________________________________________________
Age: __________ Gender: ______________ Status:
____________________
Purpose of Stay: ___Business ___ Leisure ___Others (Please
Specify)_______

Direction: Kindly put Check (√) on the line that corresponds to your answer.

SA – Strongly Agree A – Agree U – Undecided D – Disagree SD – Strongly Disagree

II. A. Location

1. The Hotel is accessible in terms of:

_____ Bus _____ Jeepney _____ Van
_____ Tricycle _____ Airlines _____ Others (Pls.
Specify)_________

B. Villa del Rey Hotel Offers facilities like: SA A U D SD

a. Convenient Rooms
b. Function Hall
c. Lobby
d. Restaurant/Food and Beverage
e. disco/Bar
f. Entertainment
g. Parking Area
h. Swimming Pool
i. Others (Pls. Specify)

C. Services
a. Friendly Reception
b. Information Booth
c. Security’
d. Valet and Laundry Services
e. Attend to special request
f. Transportation
g. Catering Services
h. Special Occasions (Pls. Specify)
i. Others (Pls. Specify)

D. Management and Staff

a. Attend to guest complaints
b. Hotel Provides quality service
c. Staff members has a pleasing personality,
groomed, flexible and resourceful
d. Courteous and tactful
 73

e. Establish good communication skills

and rapport with the guests
f. Coordinate effectively with the guest
g. Competent in their work
h. Friendly and Hospitable
i. Others (Pls. Specify)

III. Assessment of the Hotel

a. Creates good image to the guests
b. Fulfill your goals/expectations
c. Satisfies your needs and wants
d. Provide quality products
e. Provide quality services
f. Upgrading of facilities (maintenance)
g. Other (Pls. Specify)

IV. Others:

Recommendations and Suggestions:

Kindly put check (√) on the space provided that corresponds to your
answer.

______ a. Maintain the cleanliness and orderliness of the hotel

______ b. Put Billboards and other type of advertisement facilities
______ c. Updating the Staff and management on the hotel development in
the tourism Industry particularly in hotel business
______ d. Others (Pls. Specify)
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________.

Appendix E

QUESTIONNAIRE FOR MANAGERS AND STAFF/PERSONNEL

I. Respondent’s Profile:

Name: (Optional) _______________________________________________

Address: ______________________________________________________
Age: _________ Gender: ______________ Status: ___________________
Position: ____ Manager ____ Staff ____ Others (Pls. Specify)____________
 74

Direction: Kindly put a check (√) on the space provided that corresponds to your
answer.

II. General Profile of Villa del Rey Hotel:

1. Where is Villa del Rey Hotel Located?
____________________________
2. Forms of Business Organization
_________ Single/Sole Proprietorship
_________ Partnership
_________Corporation
_________ Others (Pls. Specify) __________________
3. Number of Years in Actual operation
_____ 0-5 years _____ 11-15 years
_____ 6-10 _____ 16 years and above
4. Estimated Capital
_____ Less than 10,000,000 _____ 50,000,001-100,000,000
_____ 10,000,001-30,000,000 _____ 100,000,001-150,000,000
_____30,000,001-50,000,000 _____ 150,000,001 and above
5. Number of staff/personnel employed
_____ 1-50 _____ 101-150 _____ 200-250
_____ 51-100 _____ 150-200 _____ 251 and above
6. What is the classification of the hotel?
_____ Deluxe hotel _____ First Class hotel
_____ Standard hotel _____ Economy/Budget hotel
7. Estimated number of guests per day
_____ 1-50 _____ 101-150 _____ 201-250
_____ 51-100 _____ 151-200 _____ 251 and above
8. What are the services rendered by the hotel to the guest?
_____ Friendly Reception _____ Laundry service
_____ Attend to special requests _____ Security
_____ Transportation _____ Others (Pls.
Specify)____________
9. Who are your guests?
_____Foreigners _____ Celebrities _____Tour Groups
_____ Family _____ Professionals _____ Students
_____ Business Travelers _____ Others (Pls. Specify)
10. What are the facilities offered by the hotel?
_____ Restaurants/Bar _____ Function Hall _____ Parking Area
_____ Convenient Rooms _____ Music Room _____ Disco Bar
_____ Swimming Pools _____ Lobby _____ Entertainments
11. How many rooms does the hotel offer?
_____ 1-50 _____ 101-150 _____ 201-250
_____ 51-100 _____ 151-200 _____ 251 and above
12. When is the peak season of the hotel?
_____ Summer _____ Weekends _____Holidays
 75

_____ Special Occasions _____ Weekdays ____ Others (Pls.

Specify)______
13. What are the classification of the rooms and the occupancy rate per
day?
Rate per day
_____ Deluxe room __________________________
_____ Standard room __________________________
_____ Family room __________________________
_____ Suite room __________________________
_____ Single room __________________________
_____ Presidential suite __________________________
_____ Others (Pls. Specify) __________________________
14. Does the management coordinate with:
_____ Travel Agent _____ Local Tourism Office
_____ Tour Operator _____ Convention Planners
_____ Suppliers _____ Others (Pls. Specify)
________________
15. What are the promotion strategies of the hotel?
_____ TV/Commercials _____ Direct Mail _____ Ads
_____ Radio/Commercials _____ Newspaper _____ Poster
_____ Telephone Directories _____ Brochures _____ Others (Pls.
Specify)
16. What are the pricing strategies of the hotel?
_____ Giving discounts _____ Incentives to regular guests
_____ Free meals _____ Others (Pls. Specify)
_______________
17. What are the selling strategies of the hotel?
_____ Personal selling _____ Direct Mail
_____ Poster _____ Giving Brochures
_____ Telephone _____ Others (Pls. Specify)
_______________

Kindly put check (√) on the space provided that corresponds to your answer.

III. What are the issues and concerns met by the management of the hotel?
_______ a. Accessibility
_______ b. Inefficient management
_______ c. Poor promotional campaign
_______ d. Lack of trained personnel
_______ e. Lack of coordination with the local government
_______ f. Others (Pls. Specify)
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___________________________________________________________.
 76

IV. What are the future plans for the future improvement and development
of the hotel?
________ a. Additional rooms and amenities/facilities
________ b. Conduct seminars and trainings to the employees
________ c. Construction of additional function hall, swimming pools, bars
and restaurants.
________ d. Others (Pls. Specify)
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
____________________________________________________.

V. Recommendation and Suggestions:

________ a. A Sports entertainment must be constructed
________ b. Mini Bar and Parlor must be added to the rooms.
________ c. The management must give enough attention to promotional
campaign
________ d. Others (Pls. Specify)
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
____________________________________________________.

PAMPHLET
 77

BROCHURE
 78

Map of Pili
79
80
 81

Villa del Rey Hotel

Villas
 82

Cabana

Trailer

Tiki

Curriculum Vitae

Diomedes V. Saniel Jr.

Fatima Center San Agustin Iriga City 4431
(054) 655-0747 or 299-2289

PERSONAL BACKGROUND
 83

Nationality: Filipino
Age: 23
Birth Date: March 26, 1985
Birth Place: Brgy. Marao, Padre Burgos, Quezon
Sex: Male
Civil Status: Single
Height: 6 feet
Weight: 160 lbs
Father’s Name: Diomedes v. Saniel Sr. Occupation: Deceased
Mother’s Name: Mildred G. Volante Occupation: None
Home Address: Brgy. Marao, Padre Burgos, Quezon
Present Address Fatima Center, San Agustin, Iriga City

Language: English, Filipino, and Spanish

EDUCATIONAL BACKGROUND

Elementary: Fatima Integrated Farm School, San Agustin, Iriga City

Secondary: Fatima Integrated Farm School, San Agustin, Iriga City

Vocational: Ceguera Technological Colleges, Iriga City

Course: Data Encoder

Associate: La Consolacion College, Iriga City

Course: Hotel and Restaurant Management,

Tertiary: La Consolacion College, Iriga City

Course: Bachelor of Science in Tourism

SEMINAR/TRAINING ATTENDED

2004 Job Futures 2004: Trends and Prospects in

Job Market Placements in the hospitality Industry,
Concourse Convention Center, Legazpi City.
August 11

2008 Preparing Our Youth for the Future,

Macagang Business Center
 84

Nabua, Camarines Sur

December 4

JOB/WORK EXPERIENCE

2008 On The Job Training (OJT) at Boracay Regency Beach Resort and
Convention Center. Station 2, Balabag, Boracay Island, Malay Aklan, 5608, with
200 hours in Bartending.
May 01-23

Bartender at Hobbit House Boracay. Station 2, Balabag, Boracay Island, Malay

Aklan, 5608, From October 16, 2005 to May 30, 2006.

TOURS PARTICIPATED

5D/4N Cultural, Hisorical, Educational and Nature Tour to Ilocos Sur-Vigan

Ilocos
Norte, Baguio City and La Trinidad, Benguet
Certification of Completion Issued by Human Explore Travel and Tours
October 19, 2007

2008 Rinconada Pili Tour Familiarization

2008 Sorsogon Tour Familiarization

July 27, 2007