ASSESSMENT OF THE TOURISM BUSINESS in Cavite province

The case of BAYLEAF HOTEL CAVITE

A case study
Submitted to the faculty of the
College of International Tourism and Hospitality Management
Lyceum of the Philippines University Cavite

BANDA BRANDO CAGGBAY

BS ITTM With specialization in Travel and Tourism Management
OCTOBER 2019
 Abstract

ASSESSMENT OF TOURISM BUSINESSES IN CAVITE:

THE CASE OF BAYLEAF HOTEL

Banda Brandon Caagbay

Proponent

The main goal of this study was to unveil the work life balance of the employees within

the hospitality industry. Without this, the employee’s personal life and work life could collide

somewhere in the middle, causing both to suffer. The researcher assessed the work performance

of the workers in Bayleaf Hotel Cavite in order to know how they cope in a fast-paced hospitality

industry. Most of the employees from the chosen hotel were single, and majority of them were

fresh graduates. Most of the participants were from food and beverage department because they

had the wide range among any other departments. Employees of Bayleaf Hotel Cavite admitted

that they were having doubts on their efficiency. In addition, they mentioned that they did not have

much time for travelling. Lastly, they were no longer enthusiastic to execute their job. The

researchers proposed a plan of action that can help Bayleaf Hotel Cavite to further improve its

services.

Keywords: Work life balance, Bayleaf Hotel Cavite, employees, improvement

 TABLE OF CONTENTS

Page

TITLE PAGE i

ABSTRACT ii

TABLE OF CONTENTS vi

BACKGROUND OF THE STUDY 1

TOURISM INDUSTRY IN THE PHILIPPINES 2

TOURISM ESTABLISHMENT 3

TOURISM POLICIES AND PROCEDURES IN

ESTABLISHING TOURISM BUSINESS 4

THE BAYLEAF HOTEL ESTABLISHMENT 5

STATEMENT OF THE RESEARCH PROBLEM 6

RESULT AND DISCUSSION 7

CONCLUSION 8

RECOMMENDATIONS 9

REFERENCES 10

GALLERY 11
 INTRODUCTION

I. BACKGROUND OF THE STUDY

Established in 2011, The Bayleaf is a boutique hotel that rests proudly
within the historical grounds of Intramuros, Manila, providing a temporary home
to numerous guests who seek top-notch accommodation as they immerse in this
beautiful walled city.

II. TOURISM INDUSTRY IN THE PHILIPPINES

The Philippine tourism industry has grown rapidly in the last 10 years. In
2018, the Philippines welcomed 7.1 million international visitors, compared to
2009’s 3 million foreign arrivals.

One of the most heartening indicators of the growth of the Philippine

tourism industry is the number of jobs it has created in the last decade. By 2017,
5.3 million jobs — 13.1% of total employment — were directly attributed to the
tourism sector.

III. TOURISM ESTABLISHMENT

Tourism is the industry that helps a country to get economic

stability. Tourist generates business in a country and plays a key role in achieving
the socio-economic goals of development plans of the nation. Good
customer service ensures more opportunities for business for the service providers.

Advantages

Tourism boosts our economy, employs thousands of people, enriches our

businesses and pays for important public services, such as education and law
enforcement. Tourism works for each of us, every day. Tourism funds operating
expenses and infrastructure in our local public education system.
 Disadvantages

Insufficient Infrastructure, Cultural Differences, Priority on tourist instead

of locals, Environmental, Local Job Market, Illegal Marketing Living Cost of
Locals, Local Housing Areas, Crime Rates, Negative Moral Values.

The said hotels which is Bayleaf Cavite, Spring Plaza Hotel, Marcopolo
Garden, are the most recommended Hotels and Resorts that Tourists wanted to stay
in.

IV. TOURISM POLICIES AND PROCEDURES IN ESTABLISHING

TOURISM BUSINESS

Section 1. Declaration of Policy. It is hereby declared to be the policy of the

State to promote, encourage, and develop Philippine tourism as an instrument in
accelerating the development of the country, of strengthening the country's foreign
exchange reserve position, and of protecting Philippine culture, history, traditions
and natural beauty, internationally as well as domestically.

Section. 2. Creation of Philippine Tourism Authority. To carry out the

above policy, there is hereby created a corporate body to be known as the Philippine
Tourism Authority, hereinafter called the Authority, which shall be attached to the
Department of Tourism.

Section. 3. Principal Office. The Authority shall maintain its principal

office in the Metropolitan Manila area, but it may establish branches and agencies
elsewhere within the Philippines as may be necessary for the proper conduct of its
business.

V. THE BAYLEAF HOTEL ESTABLISHMENT

Contemporary luxury, sweeping convenience, and affluent history come

together at The Bayleaf Hotels. Both of our properties in Manila and Cavite are
designed for business and leisure.The Bayleaf Intramuros is a classic city hotel,
with 57 rooms, set within the walls of the oldest district and historic core of Manila.
 Meanwhile, The Bayleaf Cavite is an upscale business hotel, with 148
rooms, that is tucked away from the bustle of the metro.From 2013 to 2016, The
Bayleaf in Intramuros has earned the coveted TripAdvisor’s Travelers’ Choice
Award.

At the heart of the historic city of General Trias emerged The Bayleaf
Cavite. And, it will take you by surprise with how it puts a modern touch to this
atypical destination.

Set along the Governor’s Drive, our upscale business hotel is the first of its
kind in the area. We offer 148 rooms and suites that can accommodate families and
groups. Designed for both business and leisure, our property boasts of an all-day
cafe, entertainment center, ballroom, 4 meeting rooms, an exclusive lounge, and a
boardroom. The hotel also houses a sky-lit atrium lounge, an outdoor wedding park,
and a pool bar.

VI. STATEMENT OF THE RESEARCH PROBLEM

1. What is the profile of the establishment in terms of?
a. Services offered?
They offer 148 rooms and suites that can accommodate families and
groups. Designed for both business and leisure, our property boasts of an
all-day cafe, entertainment center, ballroom, 4 meeting rooms, an exclusive
lounge, and a boardroom. The hotel also houses a sky-lit atrium lounge, an
outdoor wedding park, and a pool bar.
b. Years of ownership?
Bayleaf, the adjoining Culinary Institute of Lyceum, and the school
are all owned by the Laurel family. “The whole project includes the
Culinary Institute and represents more than P500 million in investments,”
says General Manager Ed Vitug.
 c. Facilities?
Designed for both business and leisure, our property boasts of an all-
day cafe, entertainment center, ballroom, 4 meeting rooms, an exclusive
lounge, and a boardroom. The hotel also houses a sky-lit atrium lounge, an
outdoor wedding park, and a pool bar. At the Bayleaf, moments of
distinction always count.
d. Equipment used on the operation specifically in the kitchen?

A general checklist of everything you need to outfit your Hotel

Restaurant kitchen:

Range, Oven, Grill, Deep-fryer, Reach-in cooler, Walk-in cooler,

Freezer (either a chest, upright, or walk-in), Sauté pans, Stock/soup pots,
Saucepans, Baking sheets, Pizza screens, Baking pans, Tongs, Spatulas,
Ladles, Chef’s knives, Pizza paddle, Whisks, Mixing bowls, Plastic inserts
for coolers, Steam table, Entrée plates, Pasta bowls, Appetizer plates, Salad
plates, Dessert plates, Metal or plastic shelves for walk-in cooler, Cleaning
rags, Cleaning buckets (specifically labeled for cleaning products) , Rubber
floor mats, Hand soap/sanitizer dispenser, Fire extinguisher

2. What are the problems encountered in he operations of the business?

Managing a single independent hotel often demands constant

intervention, but when it comes to multiple properties, a small issue can
quickly get compounded and may go on to affect the chain’s brand image –
negatively influencing bookings across all units.
Here are some of the biggest challenges faced by owners of hotel
groups:
Maintaining the Brand Image and Service, Hiring the Right People,
Complexity in Management, Organizing Bookings, No Real-time Access to
Information, Cost of Training Staff.
3. What course of action may be proposed for the business?
In general organizations always must, in both good times and bad
times, monitor their costs and profitability and manage their cash flow.
Therefore a High Performance Business watch their financials since this is
basic sound business strategy. Companies that have no cost awareness will
lose sight of their costs which inevitably weakens their financial position.
At the same time organizations must continually monitor their profitability
to avoid the real threat of non-profitable growth. In recent years there have
been numerous examples of structurally-healthy companies that grew
themselves to death.

DEFENSIVE

Focus on cost reduction. When the financial situation of the

organization is in a dire state, reducing the company’s complexity,
streamlining processes, postponing investments, reducing stock levels,
cutting back on travel and accommodation expenses and refraining from
extensions of temporary employment contracts can achieve a significant
decrease in the costs and increase the financial capacity of the organization
fast.

Focus on core operations. By investing solely in the company’s core

operations whilst at the same time divesting the non-core operations that
distract management, the organization can exclusively focus on improving
and strengthening these operations, thus increase its capacity to serve
specific clients well.

Downsize. Divesting the organization’s marginally profitable and

loss-making operations increases financial capacity and creates more scope
for investments in the core operations and more promising ventures.
 OFFENSIVE

Strengthen the internal organization. Improving the quality of

management and staff, improving the primary and supporting processes,
and devoting more attention to innovation and renewal enhances the internal
organization and improves the organization’s ability to deal with changed
circumstances and profit from them.

Focus on increasing turnover and margin. Streamlining the sales

process, paying more attention to pricing, focusing on a smaller and higher-
quality product range, and strengthening relations with customers, increases
turnover and the margin.

Exploit opportunities. The period in which many competitors are

occupied with defensive measures offers an ideal opportunity to undertake
activities that will enhance the organization’s position in the market, such
as launching new products and services, taking over companies, entering
into partnerships that enhance core operations, and recruiting excellent staff
currently employed by the competition.

VII. RESULTS AND DISCUSSION

Bayleaf Hotel Cavite number of reviews are 8.4 which is excellent

because of Awesome service, Very responsive to emails, comfortable and
clean. Value for money. The buffet was not fantastic but acceptable. Staffs
were helpful and approachable. Would highly recommend, especially
rooms with a pool view. Checking in and out was hassle free.

VIII. CONCLUSION
Established in 2011, The Bayleaf is a boutique hotel that rests
proudly within the historical grounds of Intramuros, Manila, providing a
temporary home to numerous guests who seek top-notch accommodation as
they immerse in this beautiful walled city.
 At the heart of the historic city of General Trias emerged The
Bayleaf Cavite. And, it will take you by surprise with how it puts a modern
touch to this atypical destination.

Set along the Governor’s Drive, our upscale business hotel is the
first of its kind in the area. We offer 148 rooms and suites that can
accommodate families and groups. Designed for both business and leisure,
our property boasts of an all-day cafe, entertainment center, ballroom, 4
meeting rooms, an exclusive lounge, and a boardroom. The hotel also
houses a sky-lit atrium lounge, an outdoor wedding park, and a pool bar.

At the Bayleaf, moments of distinction always count. So, if you’re

looking for the perfect venues and the most competitive coordinators for
any event, you’re in the right place. A grand celebration or a simple
gathering for an occasion — we can help you make it a huge success.

IX. RECOMMENDATION WITH POSSIBLE OUTPUT

I would like to recommend the hospitality industry for having great

results for the past few years. This only means that this industry can provide
excellent service for their guests around the world. Also, the Bayleaf Hotel
Cavite is recommended by the researcher for delivering an incomparable
suite of services and facilities which cater the guests’ most pressing
demands and fanciest of whims. From the pleasures of food and
personalized treatment to well-organized business affairs, this hotel
deserved to be visited. Next is the students of Lyceum of the Philippines
University – Cavite for conducting this research about the quality of work
life balance among employees of Bayleaf Hotel Cavite.
 The students are truly recommendable because they were able to get
insights from the chosen hotel that they can share to the future hoteliers and
fellow students of College of International and Hospitality Management.
X. REFERENCE
https://primer.com.ph/travel/2018/03/02/the-bayleaf-intramuros-luxurious-

accommodation-in-the-walled-city/

https://www.thebayleaf.com.ph/

https://www.agoda.com/the-bayleaf-cavite/reviews/general-trias-ph.html?cid=-218

https://www.slideshare.net/KatieOtaku/advantages-and-disadvantages-of-tourism

https://soapboxie.com/economy/Advantages-and-disadvantages-of-tourism

https://www.hpocenter.com/article/6-courses-of-action-that-companies-can-adopt-in-

times-of-crisis/

XI. RESEARCH GALLERY