Thesis (Master in Management) -- University of the Philippines Mindanao, April 2018

Hijo resorts Davao (HRD) is a mid-range resort located in Tagum City, Davao del Norte. It is owned by the Tuason family since 1959. It positions itself to be a premier eco-agri tourism destination in the Philippines. Its primary guests are local travelers coming from the Davao region. It offers guest three major tourism products: (1) accommodation, (2) food and beverage; and (3) leisure activities. It is supported by its consultancy firm, Enderun Hospitality Management (EHM). The organization is mostly composed of the residents of Tagum City. The resort is managed by two managers who are loaded too much work. This is worsened by the lack of key members in the sales and marketing team lack. Moreover, the operationalization of Hijo International Trading Songapore Pte. Ltd. Shared Services Center (HITS-SSC) aims to streamline and systematize all its transactional services, However, HITS-SSC also poses as a challenge due to its department leads? lack of focus; and the departments? possible charging of management fee in the future. Looking as its sales performance, its revenue has been low for the past years. Its operating profits margin is poor despite the minimized costs of goods sold (COGS) and operating expense (OPEX). This financial problem is brought about by the poor organizational structure; and, poor sales and marketing efforts. The proponent created this strategic management plan paper to address the resort's problem, and it help improve from 2019-2013. This utilized Fred David's Strategic Management Model (2011) for the conceptual framework. It is comprised of three inter-related phases: (1) Strategy Formulation, (2) Strategy Implementation; and, (3) Performance Evaluation. These evaluated the resort's external environment, and internal environment. These were further evaluated the resort's external environment, and internal environment. These were further evaluated by performing the following: (1) External Factor Evaluation Matrix, (2) Internal Factor Evaluation Matrix, (3) Strength-weaknesses-Opportunities-Threats Analysis, (4) Strategic Position and Action Evaluation (SPACE) Matrix; and, (5) Internal-External Matrix. The conducted Quantitative Strategic Planning Matrix resulted into the focus on the strategy of market development. The proponent outlined the different program to be done in HRD's (1) organization and human resources, (2) operations, (3) marketing, and (4) finance. The plan heavily discussed on the marketing aspect as there is high potential of attracting new guests within Davao region, and the country. These aim at targeting the resort's goals: (1) financial growth, (2) social inclusivity, and, (3) environmental protection- and each goal?s identified objectives. A Gant Chart was also provided to track the strategic management plan's progress.