I. Executive Summary

Residence Inn Tagaytay is a business part of the Zoomanity Group

which specializes on both zoo and hotel industry. The business’

visualization is to be the best animal theme park which promotes and

benefits of education having enjoyment.

Cited are the factors which affect the business internally and

externally which will be the basis of the study. To further understand the

variables, strategy formulation tools are used. Following are tools used:

Internal Factor Evaluation Matrix which evaluates internal factors, External

Factor Evaluation Matrix responsible for external forces and Competitor

Profile Matrix wherein the business is compared with its competitors with

the basis of critical success factors. To merely understand the outcome,

all of which are evaluated through Internal-External Matrix, Boston

Consultancy Group Matrix, Grand Strategy Matrix, TOWS Matrix and

Quantitative Strategic Planning Matrix. Seeing that the results are

assessed, broad strategies relevant for the success are determined.

Projected also is the action plan for the objectives. Finally, to conclude,

strategies proposed are hereby reviewed through evaluation and control.

II. Mission, Vision, Core Values

Mission“To showcase various exotic and farm animals in simulated natural setting

and to enable park visitors to have an animal encounter experience not found elsewhere in the Philippines.”

Vision“To be the best animal theme park in the country that combines visitor

entertainment and amusement with education, animal welfare and preservation.”

III. Internal & External Environment AnalysisA. SWOT Analysis

STRENGTHS WEAKNESSES

S1. Well-experienced top managementS2. Location is in a scenic placeS3. Member of Zoomanity Group of CompaniesS4. The only zoo in Tagaytay and CaviteS5. Incorporated with Paradizoo (livestock park) S6. Offer variety of amusement shows

W1. Misperceived company nameW2. Unorganized and unmaintained cleanliness on trail and animal cagesW3. Poor parking areaW4. Unattractive signage of “Residence Inn” W5. Limited room accommodations

OPPORTUNITIES THREATS

O1. Wide array of marketO2. Latest and future trends and innovations in the Zoo industryO3. Government support in educational placesO4. Cool and invigorating climate of Tagaytay City

T1. Presence of other leisure parkT2. Competitors outside CaviteT3. Extinction of some animalsT4. Rising prices of resources

B. Internal Factor Evaluation Matrix

IFE matrix is a strategy-formulation tool use to evaluate internal

factors of a business which are the strengths and weaknesses of and it

measures the business strength capabilities to respond on its

weaknesses.

IFE matrix has an average weighted score of 2.50 .It is said that if

the total weighted score is less than the average the business is weak

internally. Whereas if higher than 2.5, the business has a strong internal

position. Rating will measure the minor and major strength and weakness

of the company.

The Residence Inn IFE evaluation is shown below:

RATING: Major weakness (1), Minor weakness (2), Minor strength (3), Major strength (4)WIEGHT: .05 – Slightly affects the business

.10 – Moderately affects the business

.15 – Extremely affects the business

STRENGTH WEIGHT RATING (R) W x R

Well-experienced top management

.15 4 .60

Location is in a scenic place .05 4 .20Member of Zoomanity Group of Companies

.10 4 .40

The only zoo in Tagaytay and Cavite

.10 3 .30

Incorporated with Paradizoo (livestock park)

.05 3 .15

Offer variety of amusement shows

.10 3 .30

WEAKNESS

Misperceived company name .15 1 .15Unorganized and unmaintained cleanliness on

.05 2 .10

trail and animal cagesPoor parking area .05 2 .10Unattractive signage of “Residence Inn”

.15 1 .15

Limited room accommodations

.05 2 .10

TOTAL 1.00 2.60

The total weighted score of the Residence Inn is gathered using the IFE

Matrix. With the collected weighted score of 2.60, it says that Residence Inn

Tagaytay has a strong internal position. These means that the strengths of the

business highly correspond with the possible internal problems they may

encounter.

C. External Factor Evaluation Matrix

EFE Matrix is the same method as IFE matrix but differs in factors to

evaluate the business. It uses external factors which are the opportunities

and threats and it measures the business’ ability to respond on external

factors.

EFE matrix has an average weighted score of 2.50 .It is said that if

the total weighted score is less than the average the business is weak to

take action on external factors. Whereas if higher than 2.5, the business

has a strong potential to respond. Rating will measure the minor and

major opportunities and threats of a business.

The Residence Inn EFE evaluation is shown below:

RATING: Major threat (1), Minor threat (2), Minor opportunity (3), Major opportunity (4)

WIEGHT: .05 – Slightly affects the business.10 – Moderately affects the business.15 – Extremely affects the business

OPPORTUNITIES WEIGHT RATING (R) W x R

Wide array of market .15 4 .60Latest and future trends and innovations in the Zoo industry

.15 4 .60

Government support in educational places

.10 4 .40

Cool and invigorating climate of Tagaytay

.10 3 .30

THREATS

Presence of other leisure park (indirect competitors)

.15 1 .15

Competitors outside Cavite .15 2 .30Extinction of some animals .10 1 .10Rising prices of resources .10 2 .20

TOTAL 1.00 2.65

The total weighted score of the Residence Inn is gathered using the EFE

Matrix. The score of 2.65 which is above average indicates that Residence Inn

has a greater ability to respond on external factors. This means that the company

has enough strategies to take action on the forces that affects the company

externally.

D. Competitor Profile Matrix

CPM is a tool use to compare the firm’s critical success factors with

its competitors. Critical success factors are the main aspects of a business

that must go well to achieve success.

CPM has ratings that weigh the response of the business to the

critical success factors of a theme park.

The Residence Inn competitive weighted score is shown below:

RATING: response is poor (1)response is average (2)response is above average (3)response is superior (4)

WEIGHT: .05 – Slightly Important.10 – Moderately Important.15 – Extremely Important

CRITICAL SUCCESS FACTORS

(CSF)

WEIGHT

RESIDENCE INN PEOPLE’S PARK IN THE SKY

PICNIC GROVE

R W x R R W x R R W x R

Theme parks /Amusement

.15 3 .45 2 .30 3 .45

Service Quality

.15 2 .30 1 .15 2 .30

Customer Satisfaction

.15 3 .45 2 .30 3 .45

Innovation .15 2 .30 1 .15 2 .30Brand Name .15 2 .30 4 .60 4 .60Advertising .10 1 .10 1 .10 2 .20Facilities .10 3 .30 1 .10 3 .30Cost .05 2 .10 3 .15 3 .15

TOTAL 1.00 2.30 1.85 2.75

The total weighted score of the three companies in the same

industry has been computed using the Competitive Profile Matrix. The

score of 2.30 of Residence Inn compare to People’s Park in the sky with

1.85 weighted score means that the Residence Inn has greater

competitive advantage, whereas to Picnic Grove with 2.75 score shows

that they need make advance strategies to overpower the competitor.

These statistics shows that Residence Inn has good competence when it

comes to theme park industry provided that there are still developments

that they may accomplish to innovate.

IV. Long-Term Objectives

“To be recognized as one of the top 10 companies in Zoo industry and uphold enjoyment with educational benefits.”

“To be recognized in the animal theme park industry as one of the top 5 companies in Luzon and eventually top 10 in the country.”

V. Strategy Formulation A. Strategy Formulation Matrices

a.) Internal-External Matrix

IE matrix is a formulation tool that helps the management make

decisions in relation with the status of their company. It portrays three

options, to grow and build, hold and maintain or harvest and divest.

IFE

E

F

E

4 3 2 1

3

Grow and Build

2

Hold and Maintain

1

Harvest or Divest

The IFE (2.60) and EFE (2.65) weighted score intersects at the 5th

cell which is part of the hold and maintain strategy. The Internal-External

Matrix shows that the Residence Inn should hold and maintain their

strategies on business operations to attain higher market share and

service development for their economic survival.

b.) BCG Matrix

Boston Consultancy Group Matrix shows the relation between

the business’ relative market share and industry sales growth. It also

illustrate four quadrants which states the strategies needed by

Residence Inn to make decisions on how to improve their business

and what to prioritize: the stars (high market share, high sales growth),

the question mark (low market share, high sales growth), the cash cow

(high market share, low sales growth), the dogs (low market share, low

sales growth).

Relative Market Share

Industry

Sales

Growth

High LowHigh

STARS QUESTION MARKS

Low CASH COWS DOGS

Residence Inn has low relative market share and high industry

sales growth every year and it falls to the Quadrant I which is the

“Question Mark”. For stability strategies, they may utilize additional

investments, retain the current marketing strategies and maintain the high

generation of profit to achieve stars.

c.) Grand Strategy Matrix

Grand strategy matrix is a strategy-formulation tool use to evaluate

alternative strategies. It shows the relation between the strengths and

weakness of its competitive position and the flow of its market growth. It

has four quadrants and each quadrant has list of strategies the company

must take.

Competitive Market Position

Market

Growth

weak strong

rapidMarket development Market penetration Product development Divestiture Liquidation 

Market development Market penetration Product development 

slowRetrenchment Concentric diversification Horizontal diversification Conglomerate diversification Liquidation 

Concentric diversification Horizontal diversification Conglomerate diversification Joint ventures 

Residence Inn has weak market position and has high market

growth. Although there is a rapid growth of market, they are unable to

compete because of weak market position that is why quadrant II offers 5

options that the business may acquire to develop their competitiveness.

a.) Market Development: through this strategy, Residence Inn may

target new segment of the market to increase sales and help to

improve market position provided that they offer another

business which is the hotel. Along with this is the idea of

creating a new benefit that customers may get from their animal

theme park and that is not just fun but learning. This strategy

will also correspond with the objective of being at the top 10

company in the Zoo industry.

b.) Market Penetration: large market will not help Residence Inn to

have strong market position unless it has been penetrated. To

achieve this they must gain the competitor’s market share.

Another is through advertising they may persuade new

segments of the market.

c.) Product/Service Development: Residence Inn may attain this

kind of developments by having innovations with the animal

theme parks (technological driven) and with the management of

their employees.

We don’t consider the 4th and the 5th options as we aim to achieve

the long-term objectives.

d.) TOWS Matrix

TOWS Matrix is a tool use to generate strategies needed by

matching up the internal and external factors of the company. It uses

the SWOT and constructs the SO strategies, ST strategies, WO

strategies and WT strategies.

External Factors

Internal Factors

OPPORTUNITIESO1. Wide array of marketO2. Latest and future trends and innovations in the Zoo industryO3. Government support in educational places O4. Cool and invigorating climate of Tagaytay

THREATST1. Presence of other leisure park in TagaytayT2. Competitors outside CaviteT3. Extinction of some animalsT4. Rising prices of resources

STRENGTHSS1. Well-experienced top managementS2. Location is in a scenic placeS3. Member of Zoomanity Group of CompaniesS4. The only zoo in Tagaytay and CaviteS5. Incorporated with Paradizoo(livestock park) S6. Offer variety of amusement shows

SO STRATEGIESS1-O1, O2S2-04S4-O3S6-O2

ST STRATEGIESS4-T1S3-T2S5-T3S1-T4S6- T1

WEAKNESSESW1. Misperceived company nameW2. Unorganized and unmaintained cleanliness on trail and animal cagesW3. Poor parking areaW4. Unattractive signage of “Residence Inn”W5. Limited room accommodations

WO STRATEGIESW1-O1W1-O3W2-O2W3-O2W4-O2W5-O4

WT STRATEGIESW4, W3,W2-T1 W5-T1

SO STRATEGIES

S1-O1, O2: Top management will be responsible on what decision

to take for the business advancement to penetrate the market.

S2-04: These two factors give Residence Inn an exceptional

distinction among other Zoos as they are rendering amusement

with relaxation.

S4-O3: As the national government supports the educational

places, the city government may also promote Residence Inn as it

is the only educational animal theme park in Tagaytay City.

S6-O2: To come up with the future trends in the Zoo industry,

Residence Inn may offer additional services that will bring

enjoyment to the customers like movies/TV shows starring the

animals, animal rides and etc. for the customer’s greater

satisfaction.

ST STRATEGIES

S4-T1: The business must have put great emphasis that above all

leisure parks in Tagaytay City, only Residence Inn offer to their

customer an encounter with the wildlife.

S3-T2: Competition outside the town will still be penetrated by the

other members of Zoomanity Group.

S5-T3: Paradizoo may help in nurturing the wildlife resources.

S1-T4: Well-experienced top management will already know

how to respond on some with the cost incurred in the business

operation to cope up their sales.

S6- T1: For competitive advantage, residence inn may use

their amusement shows to compete with other leisure parks in

Tagaytay City.

WO STRATEGIES

W1-O1: These opportunity may help the company makes clear

indication of what their business is into through ‘word of mouth’ of

these wide array of market.

W1-O3: As Residence Inn portray amusement with learning,

government will support this matter.

W2-O2: Innovations on theme park/Zoo industry may bring the

management the idea to have total quality of services in delivering

a supreme satisfaction to their customer.

W3-O2: Along with the innovations and changes that the business

may take is the reconstruction of their parking area.

W4-O2: To market well the changes that may be made in their

business operation, the business may pursue development with

their signage.

W5-O4: The cool distinctive climate of Tagaytay City may persuade

the market in manila and in other tropical areas to accommodate

Residence Inn hotels, through these possible demand, additional

rooms are needed to be developed for better customer satisfaction.

WT STRATEGIES

W4, W3, W2-T1: These negative factors may affect the general

sale of Residence Inn because customer may not get satisfied with

their quality service and may choose to visit other leisure parks in

Tagaytay City. With these problems, Residence Inn must develop

service quality and renovate their facilities and signage to avoid

waning of market share.

W5-T1: By offering another business which is the hotel, they may

use this to make an advantage with their competitors.

e.) Quantitative Strategic Planning Matrix

QSPM helps the management to formulate alternatives that

the business may practice to support improvement and

competence. It uses the SWOT or CSF as the basis to weight and

rate the strategy options. Ratings measure the relevance and

acceptability of the SWOT/CSF in the alternatives.

Attractiveness Score: Not relevant (0)Not acceptable (1)Possibly acceptable (2)Probably acceptable (3)Most acceptable (4)

WEIGHT: .05 – Slightly Important.10 – Moderately Important.15 – Extremely Important

CSF WEIGHTAlternative 1

Market Development

Alternative 2Market

Penetration

Alternative 3

Product/Service

Development

AS AS x W AS AS x W AS AS x W

STRENGTH Well-experienced top management .15 4 .60 4 .60 4 .60Location is in a scenic place .05 1 .5 3 .15 2 .10Member of Zoomanity Group of Companies

.10 1 .10 1 .10 0 .0

The only zoo in Tagaytay and Cavite .10 1 .10 2 .20 2 .20Incorporated with Paradizoo (livestock park)

.05 2 .10 2 .10 1 .05

Offer variety of amusement shows .10 4 .40 4 .40 2 .20WEAKNESSMisperceived company name .15 3 .45 4 .60 2 .15Unorganized and unmaintained cleanliness on trail and animal cages

.05 0 .0 4 .20 4 .20

Poor parking area .05 0 .0 3 .15 4 .20Unattractive signage of “Residence Inn” .15 1 .15 3 .45 4 .60Limited room accommodations .05 4 .20 2 .10 3 .15TOTAL 1.00 2.15 3.15 2.15

OPPORTUNITIESWide array of market .15 4 .60 4 .60 1 .15Latest and future trends and innovations in the Zoo industry

.15 4 .60 3 .45 3 .45

Government support in educational places .10 4 .40 3 .30 1 .10Cool and invigorating climate of Tagaytay .10 2 .20 2 .20 0 .10THREATS.Presence of other leisure park (indirect competitors)

.15 2 .30 4 .60 3 .45

Competitors outside Cavite .15 2 .30 4 .45 3 .45Extinction of some animals .10 1 .10 1 .10 1 .10Rising prices of resources .10 1 .10 2 .20 1 .10TOTAL 1.00 2.60 3.00 1.90Total Attractiveness Score 4.70 6.15 4.05

In regards with the results gathered in the Grand strategy matrix,

we arrived at the alternatives of Market development, Market Penetration

and Product/Service Development given in the tabulated form drawn

above. With the sum total attractiveness score calculated, Alternative 2

which is Market Penetration yielded the highest score of 6.15 whereas

alternatives 1 and 3 with lower score of 4.70 and 4.05. The further results

mean that Residence Inn has to focus on pushing the service offered in

the market through pertinent strategies in achieving long term goals.

B. Broad Strategies

a.) Improve the Brand – we suggest the owner to change the idea of the

business name to something (e.g, Residence Inn Tagaytay Zoo) that will

represent their prioritized field on business industry which is the zoo so

that the customers, once heard the name, will easily perceive what

commerce the business is into which is the animal theme park industry.

b.) Front Renovation – improve the signage “Residence Inn Tagaytay” in

front of the mini-zoo and then make their known giant statue of Gorilla

face the Aguinaldo Highway so that the passersby may recognize the zoo

as it is their business’ main concern.

c.) Expand and Innovate – As one of the members of Zoomanity Group

which is a leading company in the industry of theme parks, we suggest the

management to give importance on the preservation and innovation of

their zoo, amusement and other recreational activities to build greater

competitive advantage with other theme parks in Tagaytay City like

People’s Park in the Sky and Picnic Grove which has cheaper cost as they

are operated by the city government.

d.) Amusement with Learning – Residence Inn must have great focus

on learning benefits as well as an exceptional enjoyment to their

customers. This may be done by creating recreational activities with

educational benefits that will catch the interest of the market and will give

them incomparable experience afterwards to create a market position.

VI. Action Plan

Functions Actions

Objective 1: Product/ Service Development

- Research and Development

- Human Resources

-collect information about the latest and future trends and innovations in the Zoo industry.

- Finance -funding for the acquisitions of resources or materials needed.

- Research and Development- Finance- Purchasing

-acquire necessary resources needed for the innovation.

-Finance -allocating financial support for the production/operations team.

- Production/ Operations

-conceptualizing of new product/service offerings. (product/service development)

-Finance -allocating budget for the promotion of additional offerings

- Marketing -promotions of new offerings.

- Finance/ Accounting

-monitoring the sales

Throughout the Operation

Objective 2: create market position

- Marketing -address the primary focus in the brand (re-branding)

- Research and Development

-research on the latest trends in the zoo industry

-Top Management- Marketing- Research and Development

-innovation and development of current strategies

-Marketing -actively participate in social

VII. Evaluation & Control Plan

Strategic evaluation is use to measure the effectiveness of the company’s

current strategies that helps them achieve their long-term objectives. And as we

analyze and study the Residence Inn’s current strategies we observe that they

can actually survive the daily operations of the business. Their strategies are

often focused on their stability, whereas the long-term objective of being the best

animal theme park is not being pursued. We suggest them to take some

corrective actions to avoid errors and to make sure that their strategies are

aligned to their objective that will bring them to success.

Having a well-experienced top management, Residence Inn must improve

their marketing strategies. They must give credits to their strengths and grab

each opportunity to come to reach a high competitive position. We recommend

improving the company name to avoid contingencies like misinterpretation of the

market with it. Having a profound definition of what they really offer will make

them give their company a position in the market. Along with this, we suggest

them to make some changes with their positioning plan. It may be an

incomparable concept if they pursue the idea of promoting that there is fun in

learning about wild life. We propose that they may take these corrective actions

throughout their operation.

A STRATEGIC PLAN FOR THE COMPANY

RESIDENCE INN TAGAYTAY

A Term Paper Presented to the

Business Science Cluster

Rogationist College

In Partial Fulfillment of the Requirements for the Subject

Strategic Marketing

Bustamante, Daries Mae

Hernando, Mari Nikko

Layugan, Monica

Manalo, Raymart

Medina, Krizzia

Odal, Mary Anne

Rozul, Aileen Gale

Silvan, Ron Lester