RESORTS NEGRENSE

A Marketing Plan

Presented to the
Faculty of College of Hospitality and Tourism Management
STI West Negros University
Bacolod City

In Partial Fulfillment of the Course Requirement in

Tourism and Hospitality Marketing
for the Degree of Bachelor of Science in Hospitality Management

Alota, John Mark C.

Bargo, Kyra S.

Dulca, Junifer A.

Lanzar, Anamay D.

Manalo, Ana D.

January 2024
 iii

TABLE OF CONTENTS
Page
Title Page i
Approval Sheet ii
Table of Contents iii
List of Tables v
List of Figures vi
Executive Summary vii

Chapter 1 INTRODUCTION
Business Background 1
Vision (Existing/Proposed) 3
Mission (Existing/Proposed) 3
Marketing Objectives 3

Chapter 2 SITUATIONAL ANALYSIS

PESTEL Analysis 5
Market Demand 8
Market Needs 9

Chapter 3 TARGET MARKET SEGMENTATION ANALYSIS

Results and Discussion 10
Market Segmentation 23
Competitors Analysis (Direct/Indirect) 25

Chapter 4 MARKETING STRATEGIES

SWOT Analysis 28
TOWS Analysis 30
Product Strategy 33
Place Strategy 33
 iv

Pricing Strategy 34
People Strategy 34
Promotional Mix 35
Branding (Logo/Slogan/Tagline) 36

Chapter 5 MARKETING ACTIVITIES TIMETABLE

GANTT Chart 40

Chapter 6 FINANCIAL FORECAST

Marketing Budget/Expense 41
Sales Forecast 42
Income Statement Forecast (3 years) 44
Balance Sheet Forecast (3years) 45
Chapter 7
Conclusion 46
Recommendation 46

References 47

Appendices
Survey Questionnaire 48
Letter of Approval 51
Documentation 52
 v

LIST OF TABLES
Table Page
1 PESTEL Analysis 5
2 Age of Respondents 10
3 Sex of Respondents 10
4 Civil Status of Respondents 11
5 Average Monthly Income of Respondents 11
6 Target Market Segmentation 23
7 Direct Competitors 25
8 Indirect Competitors 26
9 SWOT Analysis 28
10 TOWS Analysis 30
11 GANTT Chart of Marketing Activities 40
12 Marketing Budget Expense 41
13 Sales Forecast 43
14 Income Statement for 3 Years 44
15 Projected Balance Sheet 45
 vi

LIST OF FIGURES
Figure Page
1 Question no. 1 12
2 Question no. 2 13
3 Question no. 3 13
4 Question no. 4 14
5 Question no. 5 15
6 Question no. 6 15
7 Question no. 7 16
8 Question no. 8 17
9 Question no. 9 17
10 Question no. 10 18
11 Question no. 11 19
12 Question no. 12 20
13 Question no. 13 20
14 Question no. 14 21
15 Question no. 15 22
16 Target Market 23
17 Existing Logo 36
18 Proposed Logo 36
19 Poster 38
20 Flyer 39
 vii

EXECUTIVE SUMMARY

The purpose of this marketing plan is to help the establishment of Resorts Negrense,

an establishment located in Purok Bayanihan Barangay Punta Taytay, Bacolod City, Negros

Occidental in terms of increasing revenue and increasing satisfaction among customers.

The establishment has great amenities, stunning scenery, and interesting activities for

guests, as well as a soothing mood partly due to the surrounding nature and a view of the

ocean.

A proposed mission and vision are stated in marketing plan to help the

establishment to articulates the fundamental purpose and defining its core values, goals,

and the means by which it intends to achieve. It provides a guiding compass for decision-

making. Marketing objectives are set as well further Increase brand awareness, to be widely

known for consistently delivering high-quality services, to deliver 100% customer

satisfaction.

Marketing Strategies are proposed successfully increase the sales and reach the

target market audience and intended to draw attention to these traits, showcasing the

resort's scenic surroundings, excellent facilities, and dedication to providing the targeting

tourist a customized, life-changing experience.

These individuals think that this will help achieve marketing plan and that through

using this marketing plan we can help the Resorts Negrense to be more popular in Negros

Island by advertise more on social media, and more promotions, print advertising use

billboard to advertise the services. In general, this marketing plan aims attract new

customers encourage the existing customers to continue purchasing the product and

services.
 Chapter 1
INTRODUCTION
Business Background

Resorts Negrense, a distinguished establishment in Bacolod City, has been a beacon

of luxury and relaxation since its inception in 2017. Nestled strategically in Prk. Bayanihan,

Brgy. Punta Taytay, Bacolod City, this resort has swiftly become a symbol of opulence

within the region. Owned and managed by the esteemed Rojas family, led by the notable

figure Enrique D. Rojas, the president of the National Federation of Sugarcane Planters,

Resorts Negrense holds a rich legacy deeply intertwined with the heritage and industry of

Negros.

Spanning 14 hectares, Resorts Negrense offers a diverse array of amenities, making

it a sought-after destination for both social and corporate gatherings in Bacolod. From

expansive swimming pools, a jungle-themed playground, and beach volleyball courts to

cottages, barbeque pits, and event spaces, the resort caters to various preferences.

Resorts Negrense often engage in various marketing and promotional activities to

attract guests and increase their visibility. These activities include social media marketing

campaigns where they showcase their beautiful facilities stunning scenery and exciting

activities available for guests. The resort regularly posts engaging and visually appealing

content showcasing its amenities, accommodations, and activities for guests to enjoy.

Additionally, they can offer special promotions and deals such as discounts on package

bookings freebies or complimentary upgrades to entice potential guests to book their stay.

Currently Resorts Negrense is under construction to enhance and expand its

offerings. The atmosphere is buzzing with activity as they work on creating new and
 2

improved spaces for their guests. Resorts Negrense aims to elevate guest experiences,

seamlessly blending innovation with natural beauty.

Resorts Negrense faces marketing challenges characterized first by a lack of online

presence, hindering its online image. To overcome this, the resort recognizes the imperative

to boost awareness regarding its innovations, aiming to enhance visibility and attract a

broader audience through strategic marketing efforts. Additionally, Resorts Negrense

encounters a hurdle in accessibility as they currently lack a dedicated website for

reservations and reviews. Guests often face the challenge of searching through various

platforms on Google to find the appropriate channels for reservations and leaving reviews.

This navigation complexity, especially for those less tech-savvy, underscores the need for

the resort to establish a user-friendly online platform to streamline the booking process and

encourage guest feedback. Secondly, the tourist season poses a significant challenge for

Resorts Negrense. The resort's revenue is also dependent on peak season, if there aren't

plenty of guests, it will have a major impact on them because of what they earn every day,

which is also where they obtain what they pay for their employees. During off-peak periods,

the resort may experience financial instability due to a decrease in the number of guests.

Managing and mitigating the impacts of seasonal demand is crucial for maintaining a

consistent flow of revenue throughout the year., if revenues are low, they may cut people.

As a result, it impacts not just the resort but also individuals who work there. Lastly, another

significant challenge for the resort is its location, situated far from the city proper.

Accessibility becomes a notable concern, particularly depending on the point of origin of

the guests, especially those traveling from the south. Usually among guests they prefer a
 3

location in the city proper to be close to malls and other attractions and the distance of the

resort could be less convenient for them.

Vision (Existing)

To contribute to the strengthening of tourism and other productive projects in the

island of Negros by providing signature Resorts Negrense hospitality and experience, thus

helping make this beautiful and idyllic region the center of the most important tourism

development in the Philippines.

Vision (Proposed)

To consistently provide the best possible service, which will enable us to maintain

and defend our stellar reputation with clients, associates, rival businesses, and the general

public. To maintain harmony with the environment and satisfy the demands of modern

society of Barangay Punta Taytay and to be well known in Negros.

Mission (Existing)

To provide our guests and visitors with an unforgettable experience of comfort,

pleasure and relaxation with our signature Negrense hospitality and warmth and where

every guest's satisfaction is our greatest achievement.

Mission (Proposed)

To give guests an inviting atmosphere, a top-notch, entertaining environment, and

a variety of activities appropriate for all ages all in one location at a fair price.

Objectives:

1. Increase brand awareness by 20% within the next 12 months.

2. To be widely known for consistently delivering high-quality services.

 4

3. To deliver 100% customer satisfaction and to exceed expectations in order to leave

a great impression and have repetitive guest.

 Chapter 2
SITUATIONAL ANALYSIS

Table 1
PESTEL Analysis
POLITICAL ECONOMICS SOCIAL

• Advancement in • Negative growth • Community

politics rates Engagement

• Business popularity • Value of wages • Social Growth

• Illegal expansion • Non -replicability • Seeking Diversity

TECHNOLOGICAL ENVIRONMENTAL LEGAL

• Security Systems • Proper Waste • Food & Customer

• Wi-Fi and Disposal Safety

Connectivity • Air Pollution • Employment Laws

• Digital Marketing • Crowded Pollution • Environmental

and Advertising Area Regulations

The table above (table 1) shows the study of macro-external factors (Political,

Economic, Social, Technological, Environmental, Legal) that could affect how Resorts

Negrense operates.

Political

The political factors that can affect resorts Negrense, first some of the politics are

lowkey promoting the other business that can cause that business more well known than

other establishment, also the promotion of the politics can cause the place of Punta Taytay
 6

higher the popularity of businesses and establishments that even the barangay can’t manage

the people visiting and disobey their rules and regulation and creating damage to the said

place, lastly some of businesses are illegally expanding their place that can cause also

damage the preserved environment.

Economics

These are the Economic factors that affect Resorts Negrense. First negative growth

rates and economic contraction are also marked by a decrease in real income, higher

unemployment, lower levels of industrial production, and a decline in wholesale or retail

sales However, the current state of the economy at times can be misleading to when

negative growth is occurring or not. For example, in situations where negative growth

occurs Secondly value of wages is increasing, and consumers may consider the economy

to be stable or improving Similarly, when an economy experiences both positive growth

and high rates. Third non-replicability. It is impossible to precisely recreate market

conditions or predict an outcome based on how markets have behaved in the past under

similar circumstances. Inflation can also distort purchasing power over time for recipients

and payers of fixed interest rates.

Social

The dynamics of community engagement, social growth, and seeking diverse

experiences shape the resort in interesting ways. Firstly, the extent to which resorts engage

with the local community greatly influences their overall standing. Positive connections

contribute not only to the well-being of the community but also make resorts more

attractive and sustainable. Secondly, there's a noticeable social growth with more people

coming in, as more people visit the resort, it can create a sense of community and shared
 7

experiences, enhancing the overall social environment, yet a curious trend emerges – not

everyone returns. This can be attributed to the innate human desire for diversity. Many

individuals, whether visitors or locals, are inclined to explore different resorts rather than

sticking to one. Even locals, seeking fresh experiences, venture to resorts farther away.

This intricate interplay of community engagement, social growth, and the seeking of

diversity underscores the need for resorts to adapt continually, ensuring that they remain

not only socially connected but also offer the variety that captures the interest of their guest.

Technological

Technological factors of the resorts can have a significant impact on various aspects

of operations and guest experiences. First, their security system, especially the CCTV

cameras, is a big deal. It's not just about keeping guests safe; it's also about looking out for

the staff. Everyone can feel secure knowing there are extra eyes making sure everything is

okay. Second, having free Wi-Fi is like a welcoming gesture. It attracts more people to the

resort because they can use the internet while waiting for their rooms or just chilling in

their spaces. It's a bonus that keeps everyone entertained, and no one gets bored. Lastly,

they tell everyone about the resort through digital marketing, like on social media. This

includes active engagement on social media platforms, where vibrant posts showcase the

beauty of the resort, exciting events, and happy guest experiences. Additionally, strategic

online advertisements captivate a broader audience, popping up on websites and platforms

that potential guests frequent.

Environmental

These are the environmental factors that affects Resort Negrense first proper waste

disposal outside the premises given the number of residences in the area plenty of trash can
 8

be found outside the resort. This has an impact on the resort's reputation, and it may attract

pests, and create an unpleasant atmosphere for guests. Secondly air pollution caused by

passing vehicles and people burning their trash and air pollution can affect resorts by

reducing air quality, impacting guests' health, and degrading natural surroundings. It may

also affect outdoor activities, visibility, and overall guest experience. Third crowded

population area near a resort can impact the guest experience by increasing noise levels,

and competition for resources this may affect the tranquility and exclusivity that many

guests seek at resorts and strain on local resources could affect the overall guest experience

and operational dynamics.

Legal

These are the legal factors that affects Resorts Negrense. First food safety &

customer safety, guests can get sick, have accidents sue the resort or even cause closure if

safety is not prioritized. Invest in strict protocols and safety measures to build trust and

attract repeat customers. Secondly employment laws, fines lawsuits and high employee

turnover can occur if labor laws are not followed. Treat employees fairly and comply with

all regulations to attract and retain top talent, improving service quality. Third

environmental regulations, ignoring these damages the beauty of Negros, leading to fines,

bad publicity, and losing eco-conscious tourists. Implement sustainable practices and

responsible waste disposal to demonstrate environmental commitment, attract eco-

conscious guests, and build a positive image.

Market Demand

The fluctuations in demand within the resort industry are primarily driven by

consumer preferences. Nowadays, when looking for more from their travels than just
 9

accommodation, guests are drawn to resorts that provide immersive experiences, such as

wellness retreats or environmentally friendly getaways. The allure of the destination,

defined by scenic beauty remains a driving factor in demand, attracting a diverse audience

and the accommodation option range from luxurious suites to family-friendly spaces.

Market Needs

Customer often seek more than just a place to stay they want a holistic vacation

experience and seek a variety of accommodation options, that suites to budget-friendly

choices. Resorts that provide family-friendly amenities and activities are in demand, as

families look for destinations that cater to the needs of all age groups. Modern travelers

expect seamless digital experiences resort with reliable Wi-Fi, online booking platforms,

and tech-savvy amenities meet the needs of a digitally connected customer and that provide

diverse and high-quality dining options, including local cuisine, can attract food enthusiasts.

Resorts in easily accessible locations with convenient transportation options, or those

providing shuttle services, can meet the needs of travelers looking for hassle-free journeys.
 Chapter 3
TARGET MARKET SEGMENTATION ANALYSIS

Results and Discussion

Profile of the Respondents

Resorts Negrense's respondent profile analysis delivers key insights into age,

gender, monthly income, status, and location, offering a direct understanding of the diverse

factors shaping the resort's customer demographics.

Table 2
Age of respondents

Age Percentage
19-31 years old 68 %
32-41 years old 25%
42-61 years old 7%
Total: 100%

As you can see from the table 1, customers between the ages of 19 to 31 make up

the largest percentage (68% of 100%), in a lot of these individuals teens or students. Parents

and some team builders make up the next age group, which is 32 to 41 in 25% of the table,

and senior citizens make up the final 7% in 42 - 61 of age.

Table 3
Sex of Respondents

Sex Percentage
Men 43 %
Women 57%
Total: 100%
 11

Regarding sex, data in the table 2 indicates that 43% of customers are men, a percentage

lesser than the 57% of female customers.

Table 4
Civil Status of Respondents

Civil Status Percentage

Single 62 %
Married 36%
Widowed 2%
Separated 0%
Total: 100%

In regards with the civil status, table 3 shows that 62% of customer which is the

highest percentage are single person in which confuse in the place, then 36% in married

persons having a family reunions and vacation, and the widow that need a relax with the

families.

Table 5
Average Monthly Income of Respondents

Monthly Income Percentage

5,000 below 51 %
5,001 – 10,000 18 %
10,001 – 20,000 8%
20,001 and above 21%
Total: 100%

According to the data in table 4, the customers with the lowest average monthly

income are those who are gaining (5000 below), who make up 51% of the data, due in part

to the low prices the resort offers. However, some of these customers are students who have
 12

a source of income. The next groups of customers are those who are gaining (5000 - 10,000),

(10,000 - 20,000), and (20,000 and above), who make up 47% of the data and are interested

in exploring the resort because it offers high-quality services at a low cost. Finally, the

lowest data sets include pensioners and students, who have only 2% of the data.

Question Proper

This survey questions digs further into their customers' resort preferences, digging

into the factors that influence their decisions and measuring their overall satisfaction.

Q1. How often do you visit a resort?

2%
20%

46%

32%

Every Week Once Every Two Weeks Once Every Month Once A Year

Figure 1. Question No. 1

According to the data, 46% of the customers visited the resort once a year, 32% of

the customers came once a month, 20% of the customers visited the resort once every two

weeks, and the remaining 2% of the guests visited the resort every week. Because of the

resort's advantages, one may escape the strains of everyday life and unwind here.
 13

Q2. What type of resort do you prefer to visit?

8% 6%
7%

79%

Mountain Resort Beach Resort Island Resort Themed-Style Resort

Figure 2. Question No. 2

Based to the data, the beach resort has an average of 79% pleasant ambiance and

attractiveness, the theme style resort has an average of 8%, and the island resort has an

average of 7% owing to its customer survey. Mountain resorts has 6% this are locations

where people may get away from their regular life. These locations will provide more than

simply a place to sleep. These generally include some type of leisure that draws visitors to

the resort.

Q3. What amenities you are looking for when you visit a
resort?

3%

27%

52%
20%

Rooms/ Cottages Parking Space Swimming Pool Restaurant

Figure 3. Question No. 3

 14

Based on the survey 52% preferred swimming pool when visiting a resort and

rooms and cottages has the average of 27%. Furthermore, the average of parking space is

20% and the remaining 3% is the restaurant.

Q4. Where did you find this resort?

6%

46%

48%

Suggested by friend Facebook Instagram

Figure 4. Question No. 4

Because individuals currently spend more time on social media, the majority of the

results where people find the Resorts Negrense are on Facebook, with an average of 48%.

Second, with an average of 46%, they were recommended by their friends, demonstrating

that word-of-mouth may be an excellent way for attracting new consumers. Finally, the

remaining 6% discovered the resort via Instagram.

 15

Q5. What type of vacation experience do you prefer when

visiting a resort?

3%

22%

49%

28%

Relaxing and Tranquil Adventure and Exploration

Family-Friendly Activities Cultural and Historical Experiences

Figure 5. Question No. 5

The results show that 49% of individuals picked relaxing and tranquil since most

people desire a quiet environment while they're with their family and friends. The average

of 28% selected adventure and exploration when visiting the resort. 22% of individuals

prefer family-friendly activities and the remaining 3% wants cultural and historical

experiences.

Q6. Do you tend to visit the same resort repeatedly, or do

you prefer exploring new resorts?

33%

66%

Visit Repeatedly Explore New Resort

Figure 6. Question No. 6

 16

Exploring new resorts with a 67% average because others may want to visit new

resorts to obtain new experiences and see new sights. Furthermore, 33% of individuals visit

resorts repeatedly, and people prefer to visit the same resort on a regular basis because they

like the familiarity and comfort it provides. It all depends on the person and their travel

preferences.

Q7. What factors influence your decision when

choosing a resort for your vacation?

16%
22%
75%

83%

Price & promotions Location and proximity to attractions

Reputation and reviews Unique amenities and services

Figure 7. Question No. 7

Choosing a resort for vacation with an average of 83% and 75% of resort customers

visited the area due of its pricing and promotions, as well as service, the degree of customer

service and attention to detail, including nice and helpful personnel. And testimonials and

reviews the comments and testimonials from prior guests might offer me a sense of the

entire experience. Finally, consider the quality and range of accommodations available,

such as rooms, suites, or villas, as well as their amenities and view.

 17

Q8. What resort amenities are most important to you

during your stay?

36%

84%

42%

45%

Pool and spa facilities On-site dining options

Beach access Adventure sports activities
Kids' club or family-friendly activities

Figure 8. Question No. 8

The majority of respondents prioritized pool and spa facilities (84%), on-site dining

options (45%), beach access (42%), adventure sports activities (50%), and kids’l club or

family-friendly activities (0%), indicating that these amenities are essential for guests’

relaxation and rejuvenation during resort stays.

Q9. Do you typically choose resorts for special

occasions ?

10%

90%

Yes No

Figure 9. Question No. 9

 18

Resorts are popular for special occasions, with 90% of respondents choosing them,

while 10% prefer cozy cabins, adventurous getaways, or intimate dinners.

Q10. Are you traveling to the resort primarily for

13%
1.2

3.2
1.4

Solo travel Couple's getaway Family vacation Group travel (friends, colleagues)

Figure 10. Question No. 10

Family vacations take up 50% of all vacations, solidifying resorts as havens for

generating shared memories and bonding moments with loved ones. Solo travel, on the

other hand, appears as a substantial trend (13%), indicating a growing desire for self-

discovery and personal getaways. While couples seeking romantic holidays retain a

prominent presence (21%), resorts confront an unexpected challenge - a lack of

attractiveness for bigger groups (friends, colleagues) with 17%.

 19

Q11. How important are eco-friendly practices and

sustainability initiatives when choosing a resort?

1%
9%

32%
58%

Extremely important Important Neutral Not very important Not important at all

Figure 11. Question No. 11

According to the study results, 58% of extremely important respondents value eco-

friendliness highly, indicating a strong desire. Second, 32% value sustainability, indicating

that they actively investigate eco-friendly options. Finally, just 9% are indifferent, showing

a tiny sector that may not actively seek out eco-friendly resorts but would not be put off by

them either. Particularly, just 1% believe environmental friendliness to be unimportant, and

none consider it to be unimportant at all.

 20

Q12. How satisfied were you with the various

communication channels used by the resort (website,
emails, social media, etc.)?
0
1%
13%

43%

43%

Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied

Figure 12. Question No. 12

A significant 43% are very satisfied highlighting clear, informative, and engaging

communication across website, emails, and social media. Secondly 43% are satisfied

indicating consistent and reliable communication practices that meet basic expectations.

Lastly, 13% remain neutral, implying they neither dislike nor particularly enjoy the

communication and no respondents expressed dissatisfaction or very dissatisfaction.

Q13. How would you rate the value for money of

your stay? Is it worth the price?

44%

1.2 43%

12%

Very Satisfied Satisfied Neutral Dissatisfied

Figure 13. Question No. 13

 21

According to the figure above shows that 44% of the guest are very satisfied

indicating an exceptional experience that exceeded expectations and felt worth every penny.

Another 43% are satisfied implying they received good value for the price paid and were

overall happy with their experience. In addition, 12% remain neutral, suggesting they

neither strongly disliked nor particularly enjoyed the value for money aspect. Lastly, only

1% expressed dissatisfaction, and none were very dissatisfied.

Q14. How satisfied are you with your overall

experience at the resort?
1%
1%
14%

37%

47%

Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied

Figure 14. Question No. 14

A significant 37% are very satisfied highlighting an exceptional experience that

truly exceeded expectations and created lasting memories. Secondly 47% are satisfied

implying they had a good overall experience and were happy with their stay and 14%

remain neutral, suggesting they neither strongly disliked nor particularly enjoyed their

experience. Notably only 2% expressed dissatisfaction (1% each for dissatisfied and very

dissatisfied)
 22

Q15. On a scale of 1 to 5, how likely are you to recommend

Resorts Negrense to friends or family? (1- lowest, 5-
highest)

0%
2%

29%
40%

28%

1 2 3 4 5

Figure 15. Question No. 15

Based on the figure above 40.4% of respondents are highly likely to recommend

the resort and 28.3% gave a neutral rating, suggesting they had a satisfactory experience.

The remaining 29.3% are unlikely to recommend the resort, highlighting potential issues

or areas for improvement that impacted their experience.

 23

Market Segmentation

Target market

7%

25%

68%

Adults and Professionals Students Seniors and Retires

Figure 16. Target Market

Table 6

Target Market Segmentation

TARGET MARKET PRIMARY SECONDARY TERTIARY

ADULTS AND SENIORS AND
CHARACTERISTICS STUDENTS
PROFESSIONAL RETIRES
AGE 32 to 41 years old 19 to 31 years old 42 to 61 years old
GENDER Male and Female Male and Female Male and Female
COUNTRY Philippines Philippines Philippines
Want to be Love to explore and Love family
LIFESTYLE relaxing and adventure gatherings, love to
tranquil see the ocean view
Relaxation and Seek a mix of Their needs include
productivity. Want relaxation and social accessible
comfortable activities, swimming, accommodations,
accommodations, outdoor adventure perhaps with
BENEFIT SOUGHT
recreational mobility aids if
facilities, and necessary, and a
quality services. peaceful
atmosphere.
 24

Market Segmentation Analysis

Resorts Negrense targets its accommodation and services to Adults and

Professional, Students, Seniors and Retires who want to spend their vacation on Resorts

Negrense. For their lifestyles’ the Adults and Professional (age ranges from 32 to 42 years

old male and female and from here in the Philippines) wants to be relaxing and tranquil,

Adults and Professional wants relaxation and productivity and they want comfortable

accommodations, recreational facilities, and quality services. For the Students (age ranges

from 19 to 31 years old male and female and from here in the Philippines) their lifestyle

loves to explore and adventure. The student seeks a mix of relaxation, social activities,

swimming, and outdoor adventure. Lastly, the Seniors and Retires (age range from 42 to

61 years old male and female and from here in the Philippines) their lifestyle is they love

family gatherings and love to see the ocean view. The senior and retires needs includes

accessible accommodations, perhaps with mobility aids if necessary, and a peaceful

atmosphere.
 25

Competitors Analysis

Direct Competitors

Table 7 indicates the information of Resorts Negrense direct competitors.

Table 7
Direct Competitors

ATTRIBUTES COMPANY COMPETITOR 1 COMPETITOR 2

RESORTS PALMAS DEL CARIBBEAN
NEGRENSE MAR WATERPARK &
CONFERENCE RESOTEL
RESORT HOTEL
LOCATION Brgy. Punta Taytay, J.R Torres Ave, Goldenfield West
Bacolod City, Bacolod, Negros side Bacolod
Negros Occidental, Occidental, 6100 6100 Negros
6100 Occidental
PRODUCTS/ Rooms Rooms Rooms
SERVICES Function Halls Function Halls Function Halls
F&B F&B F&B
Parking Area Parking Area Parking Area
Cottages Cottages Cottages
Swimming Pool Swimming Pool Swimming Pool
Activities Activities Activities
MARKETING Facebook Page Facebook Page Facebook Page
STARTEGIES Instagram Instagram Instagram
Contents Contents Email
Email Email
Freebie
PRICE 1000-9,000 2000-3500 1000-3500
RANGE
CLASS TYPE B B B

Palmas Del Mar Conference Resort Hotel - They provides comfortable 4-star

accommodation in Bacolod City. It also features a Jacuzzi, an outdoor pool and free Wi-Fi.

The resort provides a garden to unwind in, as well as free private parking on site. The resort

enjoys a superb location, allowing guests easy access to a range of popular attractions.
 26

Capitol Park and Lagoon, University of St. La Salle and San Sebastian Cathedral are close

by.

Caribbean Waterpark & Resotel - Situated right in the heart of the city of Bacolod,

Caribbean Water Park and Resotel is a new resort with a complete hotel facility. Located

at Goldenfield Commercial Complex, it's an enchantment for all children to explore the

ways of the pirates. Offering comfortable accommodation, friendly services with a full

range of amenities, Caribbean Waterpark & Resotel is an ideal place to stay in Bacolod.

Indirect Competitors

Table 8 below shows the information of indirect competitors of Resorts Negrense

Table 8
Indirect competitors

ATTRIBUTE COMPANY COMPETITOR COMPETITOR COMPETITOR

S 1 2 3
RESORTS UNCLE BNK ROJOS
NEGRENSE GERS Cafe VIEWING
DECK
LOCATION Brgy. Punta Brgy. Punta Brgy. Punta Brgy. Punta
Taytay, Bacolod Taytay, Bacolod Taytay, Bacolod Taytay, Bacolod
City, Negros City, Negros City, Negros City, Negros
Occidental, Occidental, Occidental, Occidental,
6100 6100 6100 6100
PRODUCTS/ Rooms Scoop Seafood Grilled Chicken Seafood
SERVICES Function Halls Eat all you can Pasta Budol Fest
F&B Sandwiches Nachos Overload Fresh Buko Juice
Parking Area Shake Seafood Sisig
Cottages Grilled Food Palabok
Swimming Pool Coffee
Activities
MARKETIN Facebook Page Facebook Page Facebook Page Facebook Page
G Instagram Contents Instagram Content
STARTEGIE Contents
S Email
Freebie
PRICE 1000-9,000 200-800 100-400 200-1000
RANGE
CLASS TYPE B C C C
 27

Uncle Gers - Uncle Gers is located in Barangay Punta Taytay Bacolod city. The restaurant

features a live acoustic band and serves a lot of seafood. They use a shovel to scoop seafood,

which makes them well-known for it. Due to its proximity to the sea and ability to witness

the sunset in the afternoon, the client wanted to dine there to enjoy the scenery.

BNK Cafe (Bahay ni Kuya Cafe) - It is located in Barangay Punta Taytay Bacolod City.

The place is recognized for their sisig and serve a selection of foods, consisting of grilled

chicken, palabok, pasta, and nachos overload. Additionally, family bundles with several

dishes are available. For those who would like to enjoy while they dine, they also have a

KTV.

Rojos Viewing Deck - Rojos Viewing Deck is located in Barangay Punta Taytay Bacolod

City. Their location is close to the sea, making it an ideal spot to visit and dine with the

family. They also serve a variety of grilled seafood and a budol fest; the food is reasonably

priced, and the view of the sea and fresh air makes you feel more like you to eat fresh

seafood and fresh buko juice that goes well with the sea breeze atmosphere. There is also

an affordable venue for your special events, an inexpensive catering package.

 Chapter 4
MARKETING STRATEGIES
SWOT Analysis

Table 8 below shows the analysis of strengths, weaknesses, opportunities, and

threats of Resorts Negrense. It demonstrates Resorts Negrense's strength, weak point,

possible opportunities for the establishment, and possible threats for the establishment.

Table 9
SWOT Analysis
STRENGTHS (S) WEAKNESS (W)

1. Affordable pricing 1. High operation expenses

2. Strategic location (accessible to 2. Limited specialized packages

target market by land transportation) 3. Lack of effective social media

3. Wide parking area marketing campaign

OPPORTUNITIES (O) THREATS (T)

1. Population growth 1. Changes in customer favor

2. Market expansion 2. Competitors

3. Partnership with local businesses 3. Seasonal Demand

Resorts Negrense has many strengths, one of this is affordable pricing, Resorts

Negrense offers good services and products at an affordable price. This is also one of the

reasons why some people go to the resort, it's affordable and worth it. Second strength is

their unique profile, Resorts Negrense are known for their tranquil and peaceful ambiance,

making them ideal for relaxation and unwinding from the hustle and bustle of city life.
 29

Lastly, the wide area of the resort Negrense includes spacious gardens, lush greenery, and

sprawling accommodation options to cater to their guests. Other amenities such as

swimming pools, sports facilities, and dining areas also contribute to the resort's expansive

area.

The resorts face three key weaknesses. The first is the high operational expenses,

which are a result of the ongoing development of the Resorts Negrense as well as the

inflation rate. Second, the limited specialized packages could hinder the appeal of potential

customers searching for a good deal because nowadays people prefer that a resort provides

several discounts or packages so that they can save. Lastly, seasonal demand is a major

concern. The resort's profits are largely dependent on high seasons, causing financial

instability during the off-peak season. Because if there aren't enough customers, there will

be no revenues, and a business may lose money as a result.

Resorts Negrense has many opportunities, as the population booms, Resorts

Negrense can flourish by catering to the growing middle class seeking unique and authentic

travel experiences. Resorts Negrense can also capitalize on market expansion by attracting

international tourists seeking alternative destinations and engaging in cross-promotion with

neighboring regions to create enticing multi-island packages. Furthermore, by partnering

with local businesses, Resorts Negrense can offer a richer guest experience, foster

community development, and gain access to valuable local resources and expertise.

If the Resorts Negrense have opportunities, they also have threats. First is change

in customer favor at Resort Negrense threats to them since it is far from the city and many

resorts are near to the city. Due to their lack of access to the beach, customer preferences

will definitely shift, they might not satisfy their needs and expectations to the resort, and
 30

they concern over safety and environmental issues can also impact customer preferences.

Second is competitors, the resort has many competitors because there are numerous

beaches around it, which it is cheaper than them and they offer the same services and

accommodation. Lastly, the low online reviews are a genuine threat to them since no one

is aware about how refreshing the resort and not certain what they offer or how they can

accommodate people.

TOWS Analysis

The table below shows the effective strategies for reducing threats and taking

advantage of opportunities for the Resorts Negrense.

Table 10
TOWS Analysis
INTERNAL FACTORS STRENGTHS (S) WEAKNESS (W)
1. Affordable pricing 1. High operation
2. Strategic location expenses
(accessible to target 2. Limited specialized
market by land packages
transportation) 3. Lack of effective social
3. Wide parking area media marketing
campaign
EXTERNAL FACTORS
OPPORTUNITIES (O) S-O STRATEGIES W-O STRATEGIES
1. Population growth 1. To enhance the 1. To enhance the lack of
accessibility of social media marketing
2. Market expansion
potential guest or campaign on the resort.
3. Partnership with tourist coming the By partnership with the
resort. By eliminating local content creator to
local businesses
the transportation, the feature their amenities,
resort, they need to accommodations,
partnership with the functions hall and the
local business that activities they offer to
provide a
 31

transportation that will attract more potential

pick up the guest at tourist. (W3, O3)
the designated pick-up 2. Developing innovative
spot and will also drop marketing campaigns
off it to their place. tailored to target
(S2 O3) potential new residents
2. Tailor your pricing by highlighting the
strategy to offer unique aspects of the
affordable options that area, such as amenities,
resonate with the attractions and
evolving needs of the implementing targeted
expanding community, advertising and
by identifying new informative content can
target segments within effectively communicate
the growing the advantages of
population. launching residing in the area.
new products or (W1, O1)
services that 3. By offering enticing
specifically cater to special discounts and
the diverse preferences incentives, to attract
emerging with the new customers to the
population growth. area. These promotions
Collaborate on create a sense of
promotions, cross- urgency and excitement
promotional events, or to potential customers to
bundled offerings to explore what the resort
enhance the value has to offer in this way
proposition for not only draw attention
customers. (S1, O1, to the new potential
O2, O3) customers but also
encourage repeat visits.
(W2, O2)
 32

THREATS (T) S-T STRATEGIES W-T STRATEGIES

1. Changes in 1. To enhance the 1. Converting expenses
accessibility, utilize into assets involves
customer favor
digital platforms to strategically reinvesting
2. Competitors provide real-time resources to create
updates on products that align with
3. Seasonal Demand
transportation options. customer preference. By
Staying attuned to transforming these costs
evolving customer into assets, your place
preferences to adjust can introduce offerings
its offerings or that better meet
services to align with customer needs and
current trends and expectations. (W1, T1)
demands. (S2, T1) 2. Creating diverse
2. Crafting an enticing promotions and
promotional video for packages for various
your resort involves occasions is a strategic
capturing the essence way to stay top-of-mind
of the breathtaking with customers
ambiance and scenic throughout the year.
views seamlessly to Tailor promotions to
highlight the resort's align with customer
amenities, emphasize preferences and market
the unique features of trends, ensuring they
accommodations, resonate with your target
inviting viewers to audience. (W2, T2)
immerse themselves in 3. Know your target
the offerings. (S3, T3) audience's preferences,
behavior, and platform
usage. Tailor your
content to resonate with
their interests. Create
visually appealing and
engaging content to
capture attention and
stay informed about
current social media
trends and adapt your
content to align with
popular themes. (W3,
T1)
 33

Product Strategy

To attract more clients, creating diverse promotions and packages for various

occasions is a strategic way to stay top-of-mind with customers throughout the year.

Provide reasonably priced products and services that may be used for any occasion and

tailor promotions to align with customer preferences and market trends, ensuring they

resonate with your target audience. Resorts Negrense encourages numerous customers to

purchase their products and services by keeping them affordable and providing them with

a reason to choose their products over those of their competitors. Since price plays an

important role since it determines the value that makes the resort's products and services

worth it for its customers to purchase. Making additional promotions and packages

available on all coccasions to entice more clients will also help the resort attract more

guests. People currently prefer a resort that offers a variety of discounts or packages so that

they can save money.

Place Strategy

To enhance the accessibility, utilize digital platforms to provide real-time updates

on transportation options. Staying attuned to evolving customer preferences to adjust its

offerings or services to align with current trends and demands. Implement a user-friendly

app or website that offers dynamic information about available transportation services,

schedules, and routes. This ensures that customers can plan their journeys efficiently,

staying informed about the latest transportation options. The majority of guests initially

assess the resort's transportation options prior to visiting, so using this strategy could aid

in the decision-making, this not only enhances convenience but also contributes to a

positive customer experience. Staying attuned to evolving customer preferences ensures

 34

that the strategy aligns with current trends and demands. This strategy creates a flexible

and customer-focused approach, which boosts tourist arrivals, customer satisfaction.

Pricing Strategy

Offering discounts to PWDs and students can increase revenue and make the resort

more well-known and frequented in the community. It can also help promote the resort on

social media platforms with the assistance of customers and helping it to compete with

competitors. Additionally, offering bundle promotions can force customers to visit in

groups in order to take advantage of the promo's, which can help expose the location in

visitor feedback and increases revenue. In this way, the resort uses the promos to encourage

the customer referrals.

People Strategy

This strategy can be effective in attracting new residents by showcasing the benefits

of living in the area and addressing their specific needs and interests by creating tailored

marketing campaigns, the area can stand out from other options and attract the attention of

potential residents targeted advertising can be sure that the message reaches the right

audience, while informative content can provide valuable information to help potential

residents make informed decisions. This approach can help the area differentiate itself and

appeal to those who are looking for a unique and attractive place to live. The Resorts

Negrense have scheduling for the people, and the management guarantees that the

employees get their rest day since it is vital to them. They really focus on their employees'

work-life balance to ensure they maintain the happiness and stability of their jobs.
 35

Promotional Mix

Crafting an enticing promotional video for Resorts Negrense is pivotal for its

success. By capturing the breathtaking ambiance and scenic views seamlessly, the video

acts as a virtual tour, offering potential guests a compelling glimpse into the resort's beauty.

The strategic emphasis on highlighting amenities and unique accommodations creates a

persuasive narrative, prompting viewers to visualize their experience and driving them to

explore booking options. This immersive approach not only attracts immediate reservations

but also establishes a long-term positive brand image for Resorts Negrense. Social media

is a powerful marketing tool for businesses. Ultimately, the promotional video becomes a

potent marketing tool, driving visibility, bookings, and sustained success for the resort.

Consistent social media presence can increase brand awareness by sharing valuable content

and collaborating with local influencers who have a large followers can help resorts reach

new audience and promote the Resorts Negrense through authentic content and to attract

new followers. Ultimately, the promotional video becomes a potent marketing tool, driving

visibility, bookings, and sustained success for the resort.

 36

Branding

Figure 17. Existing Logo

Figure 18. Proposed Logo

The proposed logo elegantly combines elements of tropical allure and luxury. The

focal point is a refreshing pool, bordered by the graceful silhouette of a coconut tree, set

against the mesmerizing hues of a sunset. A subtle backlight adds a welcoming glow,

emphasizing hospitality. The bold brown font of "Negrense" ensures immediate visibility,

radiating warmth and earthiness. Meanwhile, the vibrant yellow of "Resorts" suggests

liveliness and joy. Together, these design elements convey a sense of a tropical haven,
 37

inviting visitors to experience relaxation, natural beauty, and a touch of elegance at Resorts

Negense.

Slogan:

Existing Slogan: “The fun capital of Negros”

Proposed Slogan: “Escape to Elysium: Where Comfort Meets Bliss” conveys the idea

that the resort provides an idyllic and heavenly experience. "Elysium" refers to a state of

perfect happiness or paradise in Greek mythology. The slogan suggests that the resort is a

place where guests can escape from the ordinary to find comfort, pleasure, and relaxation—

creating unforgettable moments in a blissful and serene environment.

 38

Poster

Figure 19. Resorts Negrense Poster

 39

Flyer

Figure 20. Resorts Negrense Flyer

 Chapter 5
MARKETING ACTIVITIES TIMELINE

Table 11
GANTT Chart of Marketing Activities
TIMEFRAME
JAN-DEC 2024
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
TASK
Social Media
Ads
Campaign
(Facebook)
Digital
Advertising
Search Engine
Marketing
Public
Relation (PR)
Sales
Promotions
Limited Time
Offers
Blogs and
Articles
Campaign
Development
Managing
Customer
Relations
Influencer
Marketing
Flyers and
Brochures
Seasonal
Promotions

Table 10 shows the gantt chart of marketing strategy that would help the business

implement in order to assess and determine when to use the proposed strategy of Resorts

Negrense.
 Chapter 6
FINANCIAL FORECAST
Marketing Budget/ Expense

The annual marketing budget for Resorts Negrense will be Php 150,000.00. The

intended activity, promotion, and marketing will assist the institution in attracting new

consumers and increasing client retention. Given the allocated budget, Negrense will have

a lean season at times, and a monthly operating plan will assist them. Although some

investment will be required to make this strategy a reality. The prospect of their obtaining

customer will more than offset the expenditure. The greater the consumer rate, the greater

the return on investment for Resorts Negrense.

Table 10 below demonstrate the financial Budget needed to implement the proposed

marketing strategy of Resort Negrense.

Table 12
Marketing Budget/ Expense
No. of
Unit Cost MONTHLY YEARLY
Quantity/Item
ONLINE MARKETING
• Social Media Platform
1 1,500 Php 1,500 Pph 18,000
Marketing (Facebook)
• Search Engine Development
1 3,000 Php 3,000 Php 36,000
and Maintenance
PRINT MEDIA MARKETING
• Brochure 200 10 Php 2,000 Php 24,000
• Flyers
300 2 Php 600 Php 7,200
PLACE
• Seasonality Design 1 1,000 Php 1,000 Php 12,000
• Aesthetic Design 1 1,000 Php 1,000 Php 12,000
• Catchy Design and Decoration 1 1,000 Php 1,000 Php 12,000
TOTAL EXPENDITURE
Php 131,200
TOTAL ALLOTTED BUDGET
Php 150,000
 42

Sales Forecast

Resorts Negrense sales forecast unveils a strategic blend of products and services,

showcasing a diverse range of offerings to cater to varying guest preferences. The entrance

fee and swimming pool services drive consistent sales, with peak numbers on weekends,

indicating a strong demand for recreational activities. Accommodation services, including

cottages and rooms, form a stable revenue stream, reflecting the resort's appeal for both

day-trippers and overnight guests. The restaurant's menu offerings contribute significantly

to daily sales, enhancing the overall guest experience. Additionally, the provision of

recreational activities such as kayak, billiards, and zipline complements the resort's allure,

providing entertainment options for a wide audience. The detailed breakdown of quantities,

sales, costs, and contribution margins in the sales forecast paints a comprehensive picture

of Resorts Negrense financial landscape. With a total contribution of 35,088,312, the resort

appears well-positioned to meet guest expectations while achieving strong financial

performance. This foresight into anticipated sales provides valuable insights for effective

management and strategic planning.

Table 11 below shows the weekly, monthly, annually sales forecast of Resorts

Negrense.
 43

Table 13
Sales forecast of Resorts Negrense

Products
and
Services Price Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Qty Sales Qty Sales Qty Sales Qty Sales Qty Sales Qty Sales Qty Sales
Entrance
Fee 90 20 1,800 25 2,250 16 1,440 21 1,890 29 2,610 40 3,600 50 4,500
Swimming
Pool 90 11 990 14 1,260 12 1,080 18 1,620 24 2,160 20 1,800 29 2,610
Cottage 650 2 1,300 2 1,300 1 650 2 1,300 2 1,300 3 1,950 4 2,600
Rooms 3,500 1 3,500 2 7,000 1 3,500 2 7,000 1 3,500 2 7,000 2 7,000
Restaurant 360 4 1,440 3 1,080 4 1,440 5 1,800 5 1,800 5 1,800
Kayak 120 5 600 5 600 3 360 6 720 4 480 8 960 5 600
Billiards 150 10 1,500 5 750 4 600 5 750 3 450
Zipline 150 5 750 3 450 5 750 5 750 6 900 7 1,050

Total Total
Cost of Contribution
Total Qty Total Sales Service Contribution
Service Margin
Cost Margin
MONTHLY ANNUALY Total
201 18,090 18,090 18,090 542,700 6,296,400
128 11,520 11,520 11,520 345,600 4,147,200
16 10,400 10,400 10,400 312,000 3,744,000
13 38,500 38,500 38,500 1,155,000 13,860,000
26 5,400 5,400 5,400 162,000 1,944,000
36 4,320 4,320 4,320 129,600 1,555,200
27 4,050 4,050 4,050 121,500 1,458,000
31 4,650 4,650 4,650 139,500 139,512 35,088,312

Weekly 678,510
Monthly 20,355,300
Annually 244,263,600
 44

Income Statement Forecast

The table below presents subject sales for 2024, 2025, and 2026. The projected

sales were created by estimating future sales revenue by analyzing historical data and using

it to predict future sales patterns, years with higher sales during 2026 were added by 23%,

and years with lower sales were added by 12%. The analysis of future sales involves a

yearly expansion of the resort's assets, driven by increased demands for renovations and

accommodations. The liabilities table reflects a deliberate effort to elevate retained

earnings in response to the anticipated growth. Despite these enhancements, the capital

remains unchanged annually, signifying a strategic commitment to financial stability

amidst dynamic market conditions.

Table 14
Resorts Negrense Income Statement for 3 Years
HOTEL NAME YEAR YEAR YEAR
HOTEL NEGRENSE 2023 2024 2025

INCOME
DESCRIPTION AMOUNT AMOUNT AMOUNT
Guest Reservation 4,719,600 4,418,200 3,956,100
Food Purchases 55,200 41,480 73,320
Events 175,000 280,500 221,500
Other 20,230 18,700 14,220
INCOME TOTAL 4,970,030 4,758,880 4,265,140
LESS SALES RETURNS (497,003) (475,888) (426,514)
TOTAL REVENUE 4,473,027 4,282,992 3,838,626

EXPENSES
DESCRIPTION
Utilities 120,200 110,560 135,450
Maintenance 60,500 52,720 67,200
Depreciation 185,280 176,360 180,600
Staff Wages 800,000 795,410 755,280
Insurance 90,300 88,220 86,340
Legal fees 74,650 70,600 75,240
Advertising 90,550 50,800 66,740
Supplies 48,600 56,950 54,850
Others 87,150 80.520 92,200
TOTAL EXPENSE 1,557,230 1,482,140 1,513,900

NET INCOME BEFORE TAXES 2,915,797 2,800,852 2,324,726

TAX RATES (10%) (10%) (10%)
INCOME TAX EXPENSES 291,579.7 280,085.2 232,472.6
NET INCOME 2,624,217.3 2,520,766.8 2,092,253.4
 45

Balance Sheet Forecast (3 years)

The table below shows that in 2024, 2025, and 2026, the equity of the owners,

which is the capital, is remaining 5,000,000 every year and the returned earnings are

increasing in the future years, the resort prioritizes the assets and liabilities, which are the

80% of the said capital, which can make the future sales higher and can maintain the goal

earnings high in the future years.

Table 15
Projected Balance Sheet for 3 Years
RESORTS NEGRENSE
PROJECTED BALANCE SHEET
For the years ended December 31, 2024 - December 31, 2026

2024 2025 2026

Assets
Current Assets
Cash 3,300,578 3,895,500 4,500,000
Accounts Receivable 768,452 805,000 930,000
Inventory 464,000 378,000 550,000
Total Current Assets 4,533,030 5,078,500 5,980,000

Fixed Assets
Land 1,200,000 1,200,000 1,200,000
Facilities 850,000 850,000 850,000
Furniture and Fixtures 720,000 720,000 720,000
Equipment 529,784 529,784 529,784
Leasehold Improvements 500,000 500,000 500,000
Total Fixed Assets Net 3,799,784 3,799,784 3,799,784

Total Assets 8,332,814 8,878,284 9,779,784

Liabilities and Equity

Current Liabilities
Labor Cost (Salaries, wages, benefits) 643,000 820,000 960,000
Utilities 780,000 842,261 1,188,000
Marketing 459,214 315,523 522,384
Total Current Liabilities 1,882,214 1,977,784 2,670,384

Total Liabilities

Owner's Equity
Capital 5,000,000 5,000,000 5,000,000
Retained Earnings 1,450,600 1,900,500 2,109,400
Total Equity 6,450,600 6,900,500 7,109,400

Total Liabilities & Equity 8,322,814 8,878,784 9,779,784

 Chapter 7
Conclusion / Recommendation
Conclusion

In conclusion, Resorts Negrense is undergoing significant improvements to

enhance the guest experience and expand its offerings. However, due to a lack of online

presence and accessibility concerns, the resort confronts marketing challenges.

Overcoming these challenges will be critical for drawing a larger audience and generating

consistent income, especially during off-peak periods. Addressing these challenges and

implementing strategic marketing efforts, as well as improving online accessibility, will be

key to the resort's success. Additionally, finding ways to manage and mitigate the impacts

of seasonal demand and considering the location's accessibility concerns will be important

for the resort's long-term success and guest satisfaction.

Recommendations

For recommendations to address their marketing challenges, Resorts Negrense

needs to improve their online accessibility, and managing seasonal demand. Develop a

comprehensive digital marketing strategy to improve online presence and reach a wider

audience and invest in website development. With this the resort can position itself for

long-term success and growth. With the right strategies in place, Resorts Negrense can

become a sought-after destination for travelers looking for a unique and memorable

experience. Overall, Resorts Negrense has the potential to become a premier destination

for travelers seeking relaxation and adventure.

 47

References

BacolodLifestyle.com(2018).Resorts Negrense. Retrieved from:

https://www.bacolodlifestyle.com/resorts-negrense-at-punta-taytay-bacolod
city-is-now-open-to-the-public/
Agoda(2017).Palmas Del Mar.Agoda App. Retrieved from:
https://www.agoda.com/palmas-del-mar
Travel(2018).Caribbean Water Park.Travel App. Retrieved from:
https://www.caribbean-waterpark.com/
Facebook(2021).Uncle Gers.Facebook App Retrieved from:
https://www.facebook.com/unclegers https://www.facebook.com/
BahaynikuyaSumag(2022).Garage Talabahan. Retrieved from:
https://www.facebook.com/GarageTalabahan
 48

Appendices A

Dear
Respondent,
Greetings!
We, the 3rd year BS Hospitality Management students of STI West Negros University
are currently conducting a Marketing Plan for Resorts Negrense as a part of our course
requirement in Marketing in the Tourism and Hospitality subject. In this regard, may we ask
your precious time in answering this questionnaire honestly and objectively as you can. Rest
assured that all your answers to the questions will be treated with utmost confidentiality and
will be used for academic purposes only. Your presence in this study is voluntary. It is up to
you to decide whether to take part in the study or not. If you decide to be a part of this study,
you will be asked to sign the consent form provided below. After signing, you can still back
out at any time without giving any reasons. Your data will be returned to you or destroyed
once the data collection is complete. Attached is the survey questionnaire for your reference.

Thank you very much for your time and consideration!

Proponents

RESPONDENT’S
CONSENT
I have read and understand the provided information and had the opportunity to
ask/clarify some question. I understand that my participation is voluntary, and I am free to
withdraw at any time, without leaving reasons and without cause. I fully understand the
purpose of this study and the importance of my participation to attain its objective. I
VOLUNTARILY agree to take a part of this study.
Participants name and Signature: Date: ________________
Part I. Respondents Profile
Instruction: Please indicate your answer to the space provided and put a checkmark (✓) on
the box that corresponds to your answer.
Name (Optional): Age:

Sex: Male Female Others please specify:

Civil Status:
Single Widowed
Married Separated
 49

Average Monthly Income:

P5, 000 and below P5001-P10, 000 P10, 001-P20, 000
P20, 001 and above Others please specify, __________________________
Location
Living within Bacolod City Living outside Bacolod City; pls specify ______________

Part II. Question Proper

Instructions: Please indicate your opinion on the statements by putting a check mark (/) in the
box that corresponds to your answer. There are no right or wrong answers. Your answers will be
kept confidential, and your profile will not be identified.
1. How often do you visit a resort?
Every Week Once Every Two Weeks Once Every Month Once
A Year
2. What type of resort do you prefer to visit?
Mountain Resort Beach Resort Island Resort Themed-Style Resort
3. What amenities you are looking for when you visit a resort?
Rooms/Cottages Parking Space Swimming Pool Restaurant
Others (please specify) ______________________
4. Where did you find this resort?
Suggested By Friend Facebook Instagram Others (please specify)
_______________
5. What type of vacation experience do you prefer when visiting a resort?
Relaxing and Tranquil Adventure and Exploration Family-Friendly
Activities
Cultural and Historical Experiences Others(pleasespecify)
_______________________
6. Do you tend to visit the same resort repeatedly, or do you prefer exploring new resorts?
Visit Repeatedly Explore New Resort
7. What factors influence your decision when choosing a resort for your vacation? (Select up to
three)
Price & promotions Location and proximity to attractions
Reputation and reviews Unique amenities and services
Recommendations from friends/family
 50

Others (please specify) ________________________

8. What resort amenities are most important to you during your stay? (Select up to three)
Pool and spa facilities On-site dining options Beach access
Adventure sports activities Kids' club or family-friendly activities
9. Do you typically choose resorts for special occasions (e.g., anniversaries, celebrations)?
Yes No
10. Are you traveling to the resort primarily for:
Solo travel Couple's getaway Family vacation Group travel (friends,
colleagues)
11. How important are eco-friendly practices and sustainability initiatives when choosing a resort?
Extremely important Important Neutral Not very important Not important at all
12. How satisfied were you with the various communication channels used by the resort
(website, emails, social media, etc.)?
Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied
13. How would you rate the value for money of your stay? Is it worth the price?
Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied
14. How satisfied are you with your overall experience at the resort?
Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied
15. On a scale of 1 to 5, how likely are you to recommend Resorts Negrense to friends or family?
(1- lowest, 5- highest)
1 2 3 4 5
51
 52

Appendices C

Documentation