A strategic management paper Orchid Garden Sutites Manila owned and operated by: Mamita reality, Inc. / Erica Michelle S. Grospe, Ma. Katrina Q. Padelina, Louiemind T. Villanueva.
Contributor(s): Grospe, Erica Michelle S., Padelina, Ma. Katrina Q., Villanueva, Louiemind T [co-author.]
Publisher: 2021Description: 197 pages ; 28 cmContent type: text Media type: unmediated Carrier type: volumeSubject(s): Strategic managementLOC classification: HD 30.28 G76 2021Summary: Orchid Garden Suites Manila is a boutique hotel in the heart of Manila, managed by Mamita Realty Inc., a family-owned business by the Roces clan for almost 24 years. A 14-story building with an old European design with 87 guest rooms, function halls, bars, swimming pool, restaurant and coffee shop. In 2006 it was also nominated for the UNESCO Asia - Pacific Awards for Cultural Heritage Preservation. Orchid Garden Suites Manila is included in the Accommodation and Food Industry under Short- tem Accommodation with Hotel and Motel subclass as identified by Philippines Standard Industry Classification (PSIC). The industry growth rate for accommodation and food service in terms of number of establishments, employment, revenue, expense, total value added has been increasing over the years and it is safe to conclude that the industry cycle for hotels is still on a growth stage because of its increasing demand and development. Among the key critical factors that should be considered are the following (1) Location (2) Global Outlook (3) Quality Management (4) Flexibility and lastly to abide by the new requirement (5) Cleanliness and health and safety practices and protocol. Considering the external environmental factors especially the effect of pandemic, re- imposition of strict restrictions hinders smooth attainment of near-term economic recovery. Nevertheless, widespread vaccination around the world including Philippines contributes to GDP growth in 2021 wherein it is expected to be in 5% to 6%. A competitive profile matrix was put in place to identify the strengths and weaknesses of Orchid Garden Suites against two competitors. Rates were based on customer rating and feedback from hotel websites. And among the quantitative and qualitative strategies that were used are SWOT Matrix, Space Matrix, Internal-External Matrix, Grand Strategy Matrix and Quantitative Strategic Planning Matrix that led to recommendation and focus on gradual Product and Services development for Orchid Garden Suites Manila. The objective of this study is to maintain the company's financial stability amidst the economic recession brought by the pandemic, maximize the resources and profit and increase its competitive position as we slowly adapt to the changes and recover from the loss of 2020 and 2021. A long-term goal shall be in process to reach 5% revenue by 2025.| Item type | Current location | Home library | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|---|
| PLM | PLM Graduate School Library | Graduate School-Thesis/Dissert | HD 30.28 G76 2021 (Browse shelf) | Available | G1802 |
Thesis (M.A)--Pamantasan ng Lungsod ng Maynila, 2021.
A strategic management paper presented to the Faculty of the PLM Business School--Graduate Program in partial fulfillment of the requirements for the degree Master in Business Administration.
Orchid Garden Suites Manila is a boutique hotel in the heart of Manila, managed by Mamita Realty Inc., a family-owned business by the Roces clan for almost 24 years. A 14-story building with an old European design with 87 guest rooms, function halls, bars, swimming pool, restaurant and coffee shop.
In 2006 it was also nominated for the UNESCO Asia - Pacific Awards for Cultural Heritage Preservation.
Orchid Garden Suites Manila is included in the Accommodation and Food Industry under Short- tem Accommodation with Hotel and Motel subclass as identified by Philippines Standard Industry Classification (PSIC). The industry growth rate for accommodation and food service in terms of number of establishments, employment, revenue, expense, total value added has been increasing over the years and it is safe to conclude that the industry cycle for hotels is still on a growth stage because of its increasing demand and development.
Among the key critical factors that should be considered are the following (1) Location (2) Global Outlook (3) Quality Management (4) Flexibility and lastly to abide by the new requirement (5) Cleanliness and health and safety practices and protocol.
Considering the external environmental factors especially the effect of pandemic, re- imposition of strict restrictions hinders smooth attainment of near-term economic recovery. Nevertheless, widespread vaccination around the world including Philippines contributes to GDP growth in 2021 wherein it is expected to be in 5% to 6%.
A competitive profile matrix was put in place to identify the strengths and weaknesses of Orchid Garden Suites against two competitors. Rates were based on customer rating and feedback from hotel websites. And among the quantitative and qualitative strategies that were used are SWOT Matrix, Space Matrix, Internal-External Matrix, Grand Strategy Matrix and Quantitative Strategic Planning Matrix that led to recommendation and focus on gradual Product and Services development for Orchid Garden Suites Manila.
The objective of this study is to maintain the company's financial stability amidst the economic recession brought by the pandemic, maximize the resources and profit and increase its competitive position as we slowly adapt to the changes and recover from the loss of 2020 and 2021. A long-term goal shall be in process to reach 5% revenue by 2025.
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