Sitio Gustavo

Recreational Beach & Function Hall

Resort
Located at :Currimao Ilocos Norte
I. Introduction

Tourism has become one of the worlds oldest industries and one of the fastest growing
economic sector. For many countries , tourism is seen as one of the key instruments for the
development for its cities and municipalities as its stimulates economic activities ,

This study is conducted to achieve sustainable tourism in the Municipality of Currimao . As

Currimao is service oriented , tourism operators continually strive to meet the demands and
expectation of the visitor for quality tourism products , experience , and services . These
provide significant value in terms of community development and cultural benefit though the
promotion of responsible tourism in exploring the towns natural amazement.

Moreover, the study aims to enhance tourists perceptions of Currimao as an attractive

destination by making the town more accessible . We hope to awaken the locals love for
their own town which will hopefully stimulate them to protect the areas natural resources
while promoting the towns through tourism.

Trough the support of the local government and locals , the town of Currimao could become
one of the most competitive tourism site in the Province.

Official Seal of the Municipality of Currimao

Mythical Origin

During the Spanish regime, when Galleon Trade was still flourishing, Moro pirates
frequented the coast of the China Sea. To protect the natives, the Spanish authorities built
watchtowers at two strategic points, one at the tip of what is now called Arboledan Point and
the other at Barangay Torre. Whenever pirates appeared on the horizon to attack the
villages, the people manning the watchtowers warned the people by shouting "CORRER"
which means "to run". As soon as the natives heard the shouts, they would hide to save
themselves. During those times, the pirates were known among the natives as "CUMAWS",
a name which struck the fear and terror among the people. It was from these two words that
name CURRIMAO was derived.
Geographical Location

The Municipality of Currimao, is a 4th class municipality in the province of Ilocos Norte
Philippines According to the 2015 census, it has a population of 12,184 people.
It is surrounded by Pinili in the south, Batac in the east, South China Sea in the west, and
Paoay in the north.
Barangay Population Population Population Change Annual
percentage (2015) (2010) (2010- Population
(2015) 2015) Growth
Rate (2010-
2015)

Anggapang 2.29% 279 286 -2.45% -0.47%

Norte
Anggapang Sur 1.28% 156 148 5.41% 1.01%
Bimmanga 3.37% 411 404 1.73% 0.33%
Cabuusan 2.91% 354 335 5.67% 1.06%
Comcomloong 1.06% 129 144 -10.42% -2.07%
Gaang 10.16% 1,238 1,211 2.23% 0.42%
Lang-ayan-Bara 4.71% 574 547 4.94% 0.92%
mban
Lioes 3.91% 477 516 -7.56% -1.49%
Maglaoi Centro 1.96% 239 230 3.91% 0.73%
Maglaoi Norte 5.51% 671 633 6.00% 1.12%
Maglaoi Sur 4.44% 541 496 9.07% 1.67%
Paguludan-Salin 2.62% 319 318 0.31% 0.06%
deg
Pangil 4.93% 601 632 -4.91% -0.95%
Pias Norte 7.28% 887 853 3.99% 0.75%
Pias Sur 5.93% 723 714 1.26% 0.24%
Poblacion I 6.11% 744 848 -12.26% -2.46%
Poblacion II 5.01% 611 565 8.14% 1.50%
Salugan 3.87% 471 448 5.13% 0.96%
San Simeon 2.46% 300 283 6.01% 1.12%
Santa Cruz 2.40% 293 305 -3.93% -0.76%
Tapao-Tigue 6.49% 791 689 14.80% 2.66%
Torre 3.52% 429 459 -6.54% -1.28%
Victoria 7.76% 946 906 4.42% 0.83%

Currimao Total 12,184 11,970 1.79% 0.34%

Economy
Fisca
Annual Regular
l Change
Income
Year
2009 3 1,417,635.59 –

2010 43,753,429.25 39.26%

2011 48,457,036.04 10.75%

2012 47,329,314.37 -2.33%
2013 46,483,703.90 -1.79%
2014 42,858,679.53 -7.80%
2015 81,893,270.47 91.08%
2016 83,006,081.22 1.36%
End notes:
Annual Regular Income = Locally Sourced Revenue + Internal Revenue Allotment
(IRA) Current Year + Other Shares from National Tax Collection
Locally Sourced Revenue = Real Property Tax (General Fund) + Tax on Business +
Other Taxes + Regulatory Fees + Service/User Charges + Receipts from Economic
Enterprises
National rankings

 Population (2015): 12,184, ranked 1,472 out of 1,634

 Land area (2007): 13.16 square kilometers, ranked 1,493 out of 1,634
 Population density (2015): 358 inhabitants per square kilometer, ranked 544 out of
1,634
 Annual population growth rate (2010 to 2015): 0.34%, ranked 1,285 out of 1,634
II.

Mission

We are constant committed in providing and delivering outstanding services and

experiences to new and returning guests by exceeding their expectations of what we can
offer, by recognizing and acknowledging our employees’ contributions and involvement, by
ensuring fair and reasonable returns to our shareholders, and by being responsible,
conscientious, trustworthy, and dependable corporate citizens.

Vision

To provide employment opportunities and economic development for of Ilocos Norte,

through tourism and destination resort recreation.

Management

Sustainable Management

Legal Compliance

Sitio Gustavo ensures it is in compliance with local environmental, health, safety, labour,
insurance, tax, licensing, & construction laws. Employee Training in Sustainability
Employees receive ongoing training on their role in contributing to Sitio Gustavo’s
sustainability efforts and are familiar with environmental policies and objectives in the
following areas:
• - energy
• - water
• - waste management
• - emergency response
• - social/cultural information
• - environmental interpretation
Social and Economic Impact Management
Community Development

Supports the sustainable development of the surrounding community and continues to

explore opportunities in which to provide further support in areas such as the local
economy, education, health, infrastructure, culture and sport.
Where possible, the resort utilizes the services of local entrepreneurs and
complementary businesses

Environmental Impact Management

Purchasing Policy & Consumable Goods

Favour s locally produced environmentally friendly products for building

materials, capital goods, food, and consumables. The resort avoids over-
packaged, single use and disposable goods wherever possible.

Energy Consumption Sitio Gustavo energy costs, usage, and savings are recorded and
reported with efforts in place to move toward more sustainable forms of energy supply, and
measures to decrease overall consumption.

Water Consumption
particularly proud of its sustainability credentials in relation to water supply and
consumption, and has a strong commitment to water conservation.

Reducing Pollution
From its origin, Sitio Gustavo has strived to have as little negative impact on the local
environment as possible, and attempts to reduce or eliminate pollution from waste
water, waste, energy generation, chemical products, noise, light, runoff, erosion, and air
and soil contaminants wherever possible.

Industry Keys to Success

1.A property designed for the guest and/or lounge patron

2.Frequent Guest Award Program
3.Controlled overhead and operational costs
4.Regular and ongoing guest feedback
5.Latest technology/software capacity
6.Unique, timeless and comfortable environment
7.Dedicated management and associate support status
SERVICE & FACILITIES OFFERED :

SERVICES
• Operating hours 24/7
• Jetski, Banana boat, Regata, & Scuba diving (Aquatic Activities)
• Sauna, Jacuzzi , Thai Spa , Salon & Massage spa
• Valet parking: PHP 50 per day
• Currency exchange
• 24-hour Room Service
• Firing range, ATV , 4x4 Ride ,& Motorcross/Scrambler trecking
• Gift Shops
• Function hall Services
• Concierge service
• laundry/cleaner
• House Doctor on Call
• Butler Service in Seaview Suite
• Complimentary Satellite TV services
• Baby Sitting Services upon request with extra charge

Facilities
• Clinic
• Conference Facilities
• Facilities for the Physically Challenged
• Non-smoking Rooms
• Safe Deposit Box
• Wireless Internet in Public Areas
• Library
• Orthodox Spanish Chapel
• Garden and Pool Bars
• Total of 40 rooms
• 3 swimming pools
• Gift Shops
• 2 restaurants
• Fitness center
• Swimming Pool
• Ocean park
• Sports field
III.

COSTUMERS
Target customers will be primarily residents and tourist originating both international and
domestics markets from scuba divers,backpackers,bird watchers explorers and even
honeymooners, both young adults to adults, employees and business owners, families,
regardless of their economic status. These clients will primarily come from within nearby
towns and provinces. This also includes tourists from around the world who finds a place to
stay while they tour. These group are very particular with price versus the quality/ quantity of
services . Since there has been a limited business in the province offering the same
services, locals and foreign tourists alike suggests that same businesses be established so
they will have different array of choices, depending on their needs and preferences.
The strategic location of the property is the key to its success in these areas due to the
proximity of the nearby white sand beaches and resorts where guests can take a plunge or
bathe in the sun and beautiful scenery.

Key to our business success is the level of customer loyalty and repeat business. We offer
our guests unique ambience amenities,when styled in a boutique manner both inside the
rooms and within the hotel’s conference facilities.

Our guests feel that they can conduct their business from within a less severe atmosphere
than can be experienced in our competitive properties, where there is less personal
recognition. They appreciate being called by name when they arrive, and having staff
remember their specific requirements, time and again. This is the key in developing the
relationship beyond an initial stay and evidences our added value in relation to competitive
properties in the vicinity.

MARKET
We will be considering 30-50 potential clients availing our services daily. The market will be
starting its first branch and will be expanding in the next 5 years with maximum of 3
branches. The projected growth rate will be great since there will be few competitors upon
its opening. The major challenge of this business is the location. Is it a familiar location?
How easy is it to locate the establishment?

COMPETITION
2019 TOP RESORT IN ILOCOS REGION
 Pannzian Beach -Pagudpud
 Fort Ilocandia Resort Hotel - Laoag City
 Vitalis White Sand -Candon , Ilocos Sur
 Puerto Del Sol Beach Resort - Pagudpud
 Hotel Luna - Vigan , Ilocos Sur
 Playa Tropical Beach Resort - Currimao
 Java Hotel - Laoag City
 Rivermount Hotel and Resort - Sarrat
 Rio Grande de Laoag Hotel and Resort - Laoag City

Our competitors will primarily come from the same business segment, offering
accommodations, food and beverage, liquors and team building services. Competitors offer
same quality of services, but with a higher price range. This will be their major weakness.
Since these businesses has been in the industry for quite some time, and their names and
reputation are already established, these will be the major strengths of our competitors.
MARKETING STRATEGY/ SALES GOALS

 Paid advertising

This includes multiple approaches for marketing. It includes traditional approaches like TV
and print media advertising.

 Relationship marketing

This type of marketing is basically focused on customer building. Enhancing existing

relationships with customers and improving customer loyalty.

 Word of mouth

It totally relies on what impression you leave on people. It is traditionally the most important

type of marketing strategy. Being heard is important in business world. When you give

quality services to customers, it is likely that they’d promote you.

 Internet marketing

It is also known as cloud marketing. It usually happens over the internet. All the marketing

items are shared on the internet and promoted on various platforms via multiple

approaches.

 Diversity marketing

It caters diverse audience by customizing and integrating different marketing strategies. It

covers different aspects like cultural, beliefs, attitudes, views and other specific needs.

There will be flyers that will be distributed few weeks before its opening, and small to
medium sized billboards will be posted on the vicinity of the location, clearly showing the
business name, facilities, products, and services the business will offer. We will also show
summarized price ranges of our services and will also display the contact number/s of our
customer service. There will be a 24/7 readily available customer service that will be
organized to answer prospective client’s inquiries and questions. These billboards will also
be posted around the busiest part of the city, to increase exposure and visibility. Target
clients will be residents looking for short time accommodation, and tourists and backpackers
who doesn’t have prior accommodation bookings. To attract potential clients, we will provide
promotional offers that are very competitive in the market, and no other competitors offer
such promotions eg; avail 3 days’ accommodation and will get 1 night free. These marketing
strategies will be very effective and will be measured before during and after
implementation. The size of the sales force will be enough to cater anticipated surge of
inquiries and questions.
IV.

STAFF JOB DESCRIPTION

 Lower Level Resort Management

The lowest level of resort management hierarchy incorporates all the lower level staff of the
resorts that performs different small level yet crucial tasks of the resort. This includes
following –

 Front Desk Clerk -include the checking in of guests, checking out, reporting repairs to
maintenance, working the telephone system, answering questions about the community,
recommending restaurants, theaters, events, and sights, keeping room records and
records of transactions and explaining the billing .

 Bell Staff- Assist guest to and from their rooms.

 Concierge- serves as the guest liaison on both hotel and non hotel service.

 Valet Parking Staff- Manage the guest”s automobile.

 Chefs /Cook – the chef works mainly in a resort kitchen to prepare, season and cook
meals for resort patrons. Along with cooking, a chef is also responsible for overseeing
the kitchen staff and ensuring the kitchen complies with health standards.
 F&B Attendant – Though this is the lowest resort management level yet quite important
since it is said that a resort’s success depends on its waiters as they provide a first
direct impact on the customer regarding the resort while taking the orders.
 Room Attendant -Performs routine duties in cleaning and servicing of guest rooms and
baths under supervision of housekeeping supervisor. Room attendant promotes a
positive image of the property to guests and must be pleasant, honest, friendly and
should also able to address guest requests and problems.

 Linen Attendant- responsible for providing a constant supply of clean lines for the
entire hotel.

 Engineering & Maintenance- supervise operation , maintenance and repair of hotel

equipment tools and facilities.
Organizational Chart

GOAL OF THE ORGANIZATION

To satisfy our valued costumer and guest in the main goal of Sitio Gustavo Resort . Wit
their effort in preserving the nature , will soon become a model resort in out country.

Qualification and skills required:

 Good communication skills
 Good interpersonal skills
 The ability to work well as part of the team
 Good leadership skills
 The ability to work under pressure
 Flexibility
 College graduate
 With NCII / apprentice experience
 Single
 18- 30 years old

Recruitment Plan

 Attracting a higher standard of candidate

 Attracting a candidate who has skills you currently do not have in your organization
 Promoting your company as a dynamic place people want to work
INCENTIVE ISSUED TO STAFF

 Career and Personal Development

Everyone loves being challenged so set ways to challenge employees and praise them
when they meet those challenges. You may have programme in which people are rewarded
for learning, such as completing courses, or reading books, or going above and beyond for
guests.

Keeping your employees engaged will help them feel that their work matters and they will
work harder for you.

 Recognition
Recognizing employees for a job well done will boost their trust, engagement, productivity,
and retention. It can be as simple as a personal and private, “you did really well today
handling that angry customer” or a public shoutout at meetings.

You can have a mix of monthly recognition's and thank yous or you can just do some daily
affirmations. Create a positive culture in which other employees praise each other for a job
well done. Overall, this type of positiveness will be contagious and create a happy
workplace in which people want to show up to work.

 Retirement Plan
With the cost of living constantly on the rise, retirement plans are a good incentive for
hotels. The contribution doesn’t have to be huge, but having something in place for people -
even when they are young - helps.

Even for part time workers, having solid retirement plans is a huge incentive. If you have
competitive contributions, you may see workers figuring out how to stay with your company
for the next twenty or thirty years, which is where employee growth comes in as well.

 Mentoring
Along the lines of personal growth, employees like mentoring programs. When they first
start at the hotel, it’s a good idea to assign each newbie a mentor who can help him or her
learn the ropes and know what to do.

 No Micro-Managing
Nothing will make employees run to the door faster than micro-managing. Micromanaging
tells employees that you do not trust them to accomplish their job.

 Health and Wellness Programs

Many who work full time find that they don’t have time to work out and be healthy, so
offering a health and wellness program will create a culture of happiness.

 Family Atmosphere
If people feel happy where they work, it makes everything run smoothly. If people feel
unhappy, pressured, or bullied it can have long-term negative impact for everyone involved.
Try and hire people who work well together to create a family atmosphere.
 Fun
Just as work-life balance is important, some fun is important at work. No one wants to work
at a super-serious, super-boring place.
You can encourage fun by allowing employees to have quick chats between customers or
by having contests at work - behind the scenes. Allow teams or individuals to win rewards.
Games can be done individually or as team-building activities in times when another team is
running the resort (training days)

 Low Cost Perks

All perks do not have to cost the company much. There are ways to have low-to-no-cost
incentives that make employees feel like VIPs. You may offer priority parking for the day (or
week), a casual dress day, an extra day off work.

Employees also love gift cards - so you may offer a low-value gift card for a favourite
restaurant; sometimes if you buy gift cards in bulk the company you buy them from can offer
a percentage discount so it costs you lower than the face value.

SWOT ANALISYS

Strength:
 Brand - company's world-class resorts are among the top 10 most-visited resorts in the
Province and they consistently earn top rankings in industry publications.
 Significant barriers to entry for would-be competitors.
 Ambiance - Sitio Gustavo are known for the ambiance and the serene atmosphere that
they provide to guests. The lush greenery, spacious rooms, and well-landscaped
exteriors are a relief to business travelers who usually stay in the run of the mill
corporate class hotels.
 Business Philosophy - The business philosophy of the Sitio Gustavo are centered
around core Asian values such as humility, respect, courtesy, helpfulness, selflessness,
and, above all, sincerity. These values ensure that the guests are treated with a lot of
concern courtesy and respect and the highest importance is given to top quality service.
 Service - Sitio Gustavo are famous for the top service quality and customers are given a
lot of personal attention. The decor of the restaurant is imperial and the architecture
inspirational and the service quality is consistent across all its properties.
 Luxury Amenities - This hotels have round the clock butlers, foreign exchange counters,
pools overlooking splendid scenery, massages, Jacuzzi and Sauna etc.
 Roads are well constructed and sign ages were provided for travelers guide .
 It Features also the municipality's product - as Ilocos finest product.
 Provide annual check up and dental services for employees
 Peace and order- existence of Police headquarters, fire station, Brgy. Tanod and
implementation of curfews.
Weaknesses

 Expansion Plan - Sitio Gustavo have been on an expansion spree to all parts of the
world and they have opened a lot of hotels not just across the country but also in other
parts of the world. Keeping the image in mind the hotel has invested in major
infrastructure developments which have cost them a fortune.
 High Cost of Maintenance - The hotel has a lot of focus on the maintenance of facilities
and amenities which are high end. The hotel also trains their employees on a regular
basis which also acts as a higher cost factor.
 Limited available clinic within the area .
 Lack of technological enhancement of the employees

Opportunities

 Changing the market Trends - The trends in the hospitality market are changing. The
customer is fussier but willing to pay more for value-added services. This means that
hotels by focusing more on personalized attention can charge higher for their facilities.
 Continued innovation in resort operations.
 Generates of sustainable income through eco tourism, travel agencies and other sector
of Department of Tourism.
 Creating environmental awareness
 Job employment opportunities
 Better access for tourist/ guests.

Threats

 Difficult economic environments that strain discretionary spending.

 Natural Calamities
 Reliance on government permits and strict adherence to environmental laws and
regulations.
 Small supply of available property to develop new resorts
 Land scarcity issue
 Compete against established businesses