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Strategic management paper for Grand Plaza Hotel Corporation / Jehan Marie O. Yucot. 6

By: Yucot, Jehan Marie O. 4 0 16, [, ] | [, ] |

Contributor(s): 5 6 [] |

Language: Unknown language code Summary language: Unknown language code Original language: Unknown language code Series: ; 46Edition: Description: 28 cm. 117 pagesContent type: text Media type: unmediated Carrier type: volumeISBN: ISSN: 2Other title: 6 []Uniform titles: | | Related works: 1 40 6 []Subject(s): -- 2 -- 0 -- -- | -- 2 -- 0 -- 6 -- | 2 0 -- | -- -- 20 -- | | -- -- -- -- 20 -- | -- -- -- 20 -- --Genre/Form: -- 2 -- Additional physical formats: DDC classification: | LOC classification: | | 2Other classification:

Contents:

Action note: In: Summary: EXECUTIVE SUMMARY: The Philippines, is known as an archipelago nation, break its records in welcoming 7.1 million of tourist arrival in 2018. Hence, Metro Manila is one of the premier spots for corporate executive travelers due to the rapid developments of business centers, numerous shopping malls and nearby attractions. Grand Plaza Hotel Corporation (GPH) is a hotel group that primarily conducts business as an owner and operator of the renowned The Heritage Hotel, a 4 - star deluxe hotel situated along EDSA road corner Roxas Boulevard. The parent company of GPH is the Hong Leong Investment Holding Pte Ltd., one of Asia's largest and most successful conglomerates. The firm is 54% owned by The Philippine Fund Limited. The hotel offers 468 contemporary design rooms and 12 versatile ballrooms and function rooms. The hotel is previously functions as casino hotel until Philippine Amusement and Gaming Corporation (PAGCOR) decided of not renewing its lease contract. The closure of in-house casino in 2013 and the increase industry rivalry affects the hotel's profitability. GPH incurred negative profits since 2016 resulted to the 18% decrease in sale and 36% increase of operating expenses. In order to sustain the hotel business with existing limited resources, the management needs to extend in improving hotel's competitiveness among its competitors amidst of several risk and uncertainties. The firm must able to identify its internal and external factors for its current industry position. GPH determine its market position by evaluating current position in the industry. Analyzing the matrices, the firm characterized as a conversation position in which there is a high market growth but low market shares. Using the QSPM, the most recommendable strategy is the Product / Service Development in which the firm needs to create addition line of services that will add benefit to its existing market while gaining an increase in market shares. The recommended strategy is to create an in-site wellness spa that will add competitive advantage to the hotel. To fully enjoy the authentic accommodation, the hotel is motivated to promote relaxation and unwinding despite of the heavy traffic and noisy roads around the Metropolitan Metro Manila. The Heirs Wellness Spa serves as an In-House Spa to cater the relaxation needs of check-in guests. Other editions:

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Item type	Current location	Home library	Collection	Call number	Status	Date due	Barcode	Item holds
Book	PLM	PLM Graduate School Library	Graduate School-Thesis/Dissert	HD 30.28 .Y83 2019 (Browse shelf)	Available		G1663

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Thesis (M.A.)-- Pamantasan ng Lungsod ng Maynila, 2019.;A strategic management paper presented to the faculty of the College of Business and Government Management Graduate School of Business in partial fulfillment of the requirements for the degree Master in Business Administration. 56

EXECUTIVE SUMMARY: The Philippines, is known as an archipelago nation, break its records in welcoming 7.1 million of tourist arrival in 2018. Hence, Metro Manila is one of the premier spots for corporate executive travelers due to the rapid developments of business centers, numerous shopping malls and nearby attractions. Grand Plaza Hotel Corporation (GPH) is a hotel group that primarily conducts business as an owner and operator of the renowned The Heritage Hotel, a 4 - star deluxe hotel situated along EDSA road corner Roxas Boulevard. The parent company of GPH is the Hong Leong Investment Holding Pte Ltd., one of Asia's largest and most successful conglomerates. The firm is 54% owned by The Philippine Fund Limited. The hotel offers 468 contemporary design rooms and 12 versatile ballrooms and function rooms. The hotel is previously functions as casino hotel until Philippine Amusement and Gaming Corporation (PAGCOR) decided of not renewing its lease contract. The closure of in-house casino in 2013 and the increase industry rivalry affects the hotel's profitability. GPH incurred negative profits since 2016 resulted to the 18% decrease in sale and 36% increase of operating expenses. In order to sustain the hotel business with existing limited resources, the management needs to extend in improving hotel's competitiveness among its competitors amidst of several risk and uncertainties. The firm must able to identify its internal and external factors for its current industry position. GPH determine its market position by evaluating current position in the industry. Analyzing the matrices, the firm characterized as a conversation position in which there is a high market growth but low market shares. Using the QSPM, the most recommendable strategy is the Product / Service Development in which the firm needs to create addition line of services that will add benefit to its existing market while gaining an increase in market shares. The recommended strategy is to create an in-site wellness spa that will add competitive advantage to the hotel. To fully enjoy the authentic accommodation, the hotel is motivated to promote relaxation and unwinding despite of the heavy traffic and noisy roads around the Metropolitan Metro Manila. The Heirs Wellness Spa serves as an In-House Spa to cater the relaxation needs of check-in guests.

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