STRATEGIES IN REVIVING HOSPITALITY INDUSTRY IN THE MIDST OF

COVID-19 PANDEMIC IN ALAMINOS CITY

Presented to Dr. Pauleen Nivera Camba

Pangasinan State University Alaminos City Campus
Alaminos City, Pangasinan

A Partial Fulfillment of
the Requirements for
Research to Hospitality I (HPC9)

Prepared by:

Baynosa, Allen C.

Caguicla, John Coleen A.

Catabay, Jeff L.

Suyat, Shamel S.

2021

Table of Contents
TITLE PAGE i

APPROVAL SHEET ii

ACKNOWLEDGEMENT iii LIST OF TABLES iv

LIST OF FIGURES v

Chapter I - THE PROBLEM

Background of the Study 4

Statement of the Problem 6

Scope and Delimitation 7

Significance of the Study 8

Definition of Terms 10

Chapter II- REVIEW OF RELATED LITERATURE AND STUDIES

Related Literature 13

Related Studies 16

Local Studies 18

Synthesis of the reviewed related studies and the present study 20

Conceptual Framework 22

Research Paradigm 25

Chapter lll- RESEARCH METHODOLOGY 27

Research Design 27

Subjects of the Study 28

Locale of the Study 28

Data Gathering Instrument 29

 Validation of the Instrument 30

Data Gathering Procedure 30

Statistical Treatment of Data 31

Chapter 4- PRESENTATION, ANALYSIS OF DATA AND INTERPRETATION

OF DATA 36

CHAPTER 5- SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS 52

Summary 52

Salient Findings 53

Conclusions 57

Recommendations 59

Bibliography 60

Journals/Manuals/Articles 60

Appendices 61

Appendix A. Request letter to conduct the study 61

Appendix B. Letter for the Respondents 62

Appendix C. Survey Questionnaire 63

LIST OF FIGURE
Figure 1 Research Paradigm 26

LIST OF TABLES
Table 1.1 Profile of the Respondents 35
Table 1.A Age 36
Table 1.B Gender of the Respondents 37
Table 1.C Years of Existence 38
Table 1.D Name of the Hotel/Business 39
Table 1.E Status of Workplace before the Pandemic 41
Table 1.F Foreseen crisis will arise 42
Table 2 Different strategies in Reviving Hospitality Industry 44
Table 3 Effectiveness of Strategies in Reviving Hospitality Industry 46
Table 3.A Strategies Identified Gradually uplift Hotel/Business 49
Table 4 Significant Difference between the Strategies Implemented by

the Hotel and Restaurant Operators to the Hotel Alone Operators 50

Chapter 1

THE PROBLEM

This chapter presents the background of the study, statement of the

problem, scope and delimitation, significance of the study and definition of

terms.

Background of the Study

It is undeniable that the Hospitality Industry has been drastically shaken due to

an outbreak of severe pneumonia of unknown. On January 7, 2020, World

Health Organization (WHO) named this novel virus Novel coronavirus (2019-

nCoV); later on, WHO announced at the Global research and innovation forum

that the

2019-nCoV was renamed COVID-19 and officially included in the work scope of

United Nations Disaster Management Team (UNDMT) (Jung et al., 2020; Pan et

al., 2020). This results on critical global responses to control the spreading of the

COVID-19 pandemic which includes travel restrictions, shelter-in-place and

social distancing orders. Most countries around the world have imposed partial

or complete border closures, with travel bans affecting the majority of the world’s

population and with millions suddenly unemployed, uncertainty over economic

recovery, and global fears of continuing COVID-19 spread and its future waves,

the Hospitality Industry was among the first industries affected, and it will be

among the last industries to recover (Connor et al,. 2020; Tappe et al., 2020 ).

4
 5

Here in the Philippines, the government closed the airports in Luzon on 20 March

as part of the Enhanced Community Quarantine (ECQ) that started on 16 March.

The tourism and hospitality sector has already felt the negative impact of the

pandemic on its performance much earlier. In other countries, travel restrictions

and measures have started as early as January of this year, and have impacted

the Philippine international tourist arrivals. Domestic tourists, on the other hand,

also limited their travel for fear of contracting COVID-19. The Department of

Tourism reported that international tourist receipts in the first quarter of the year

declined to PHP85bn, 36% lower than the revenues in the same period last year

(by PWC.com., 2020).

Furthermore, although the City of Alaminos was quick to act in ensuring that the

city government is prepared in its response. From realigning funds to be

allocated for the procurement of relief packs for the prioritized sectors, it was still

visible that other sectors needs attention such as the Hospitality Industry for even

if the

Hundred Islands National Park (HINP), one of the top tourist drawers in northern

Luzon, will reopen to local tourists “only limited scale is allowed and with strict

health protocols as precaution against the spread of the new coronavirus

disease

(COVID-19)” according to LCP Secretariat, 2021. That is why the researchers

are trying to find out the city’s strategies in reviving its Hospitality Industry.
 6

tatement of the Problem

The main target of this study is to determine what are the Strategies of Alaminos

City when it comes in Reviving the Hospitality Industry in the Midst of Covid-19

Pandemic,

Specifically, it attempts to answer the following research sub questions/

statement which are the following:

1. What is the profile of the respondents in terms of the following:

a. Age

b. Gender

c. Years of existence in Hospitality Industry

d. Name of the hotel/business (optional)

e. Status of workplace before Pandemic

2. What are the different strategies of Alaminos City in Reviving Hospitality

Industry?

3. How effective these different strategies of Alaminos City?

a. Does these strategies gradually uplift business.

4. Is there a significant difference between the strategies implemented by

the hotel and restaurant operators to hotel alone operators?

 7

cope and Delimitation

Based on our current situation, the hospitality industry in Alaminos City has been

forced to change their operating strategies which generate high levels of

uncertainty and usually require quick responses in facing negative impacts.

That is why this study is limited to summarize the Strategies in Reviving

Hospitality in the Midst of Covid-19 Pandemic which limits the respondents to

those are only in the organization of Hundred Island Business Owners of

Alaminos City which will be performed with the help of technological advances to

further follow rules & regulations due to current pandemic. Then the researchers

wilasal pursue to get the response from either whole members or half of its

population, cross comparison will not be performed as ideas & strategies may

vary and yield

differently.

Thus, the researchers highly advise that outcomes may not be generalized to a

wider population or nearby municipality or city which is clearly could see as

limitation.
 8

ignificance of the Study

The results of the study will be of great benefit to the following:

Business owners. Data given will provide the business owners with information

on what strategies can be used in reviving the industry in the midst of covid-19

pandemic. The result will enable the business owners to know and how this

strategy can revive the industry. They will be given a chance to start and rise

again by these strategies. In reviving the industry, they can use this break to

develop and enhance their services. By knowing this strategy, they can easily

determine what to add and what is needed to be done before they operate. This

can serve as a guide for them in starting their business in the midst of pandemic.

LGU-Alaminos City. This research will help LGU-Alaminos City in reviving their

hospitality industry. They can use this strategy to increase their tourist arrivals

that will gradually lift the hospitality industry in the city of Alaminos. Given

strategies and data, will develop and help the LGU-Alaminos City in reviving their

hospitality industry. With these strategies, they can have a well-planned strategy

in reviving the hospitality industry.

 9

S
 10

Students. The result of the study will help the students to know these strategies

for reviving the hospitality industry, what they need to know about this strategy

and how these strategies will work and help for reviving the hospitality industry.

As a student of hospitality management, knowing this strategy will help and boost

our confidence, these strategies will serve as opportunities to restart and to gain

more knowledge about reviving our industry. Information collected will help other

students who are just enrolled on hospitality management and as well as the

future hoteliers.

Researchers/Future Researchers. This study would help the future researchers

to be aware and knowledgeable of the strategies in reviving the hospitality

industry in Alaminos City. They can use this study as reference if their study is

similar. It would help them to be a better analyst and it can be a help as a future

reference for more studies in the future.

 11

Definition of Terms

Analysis. A person who conducts analysis. (Merriam-Webster) Covid-19.

Disease caused by a new strain of coronavirus. 'CO' stands for corona, 'VI' for

virus, and 'D' for disease. Formerly, this disease was referred to as '2019 novel

coronavirus' or '2019-nCoV.' (World Health Organization) Department of

Tourism. Executive department of the Philippine government responsible for the

regulation of the Philippine tourism industry and the promotion of the Philippines

as a tourist destination. (Tourism.gov.ph)

Develop. To grow or to become more advanced, or can mean to cause

something to grow, or to build improvements on land. (Yourdictionary.com)

Domestic tourist. Comprises the activities of residents of a given country

travelling to and staying in places inside their residential country, but outside their

usual environment for not more than 12 consecutive months for leisure, business

or other purposes. (UNWTO.org)

Drastically. In a way that is likely to have a strong or far-reaching effect.

(Oxford-Dictionary)

Enhanced Community Quarantine. Series of stay-at-home orders and cordon

sanitaire measures implemented by the Inter-Agency Task Force for the

Management of Emerging Infectious Diseases on the said area. (Inquirer.net)

Hospitality Industry. Broad category of fields within the service industry that
 12

includes lodging, food and drink service, event planning, theme parks, travel and

tourism. It includes hotels, tourism agencies, restaurants and bars.

(Hoteltechreport.com)

Hoteliers. A person who runs or owns a hotel, and responsible for hiring

managing staff and keeping things running smoothly. (Vocabulary.com)

Midst. In the middle of. (Oxford Languages)

Outbreak. Sudden or violent start of something unwelcome, such as war,

disease. (Merriam-Webster)

Procurement. Act of obtaining goods or services, typically for business

purposes. Procurement generally refers to the final act of purchasing but it can

also include the procurement process overall which can be critically important

for companies leading up to their final purchasing decision. (Investopedia.com)

Reference. Use of a source of information in order to ascertain something.

(Dictionary.com)

Reviving. Restore to life or consciousness. (Collinsdictionary.com)

Strategy. It is a plan of action or policy designed to achieve a major or overall-

aim.

(Dictionary.com)

Treatment. The manner in which someone behaves toward or deals with

someone or something. (Oxford Languages)

 13

United Nations Disaster Management Team. Works with diverse stakeholders,

particularly key government departments, to integrate the objectives of Disaster

Risk Reduction and Climate Change Adaptation into broader development plans

and programmes, including those related to agriculture and natural resources.

((UNTWO.com)

World Health Organization. Specialized agency of the United Nations

responsible for international public health. The WHO Constitution, which

establishes the agency's governing structure and principles, states its main

objective as "the attainment by all peoples of the highest possible level of

health". (Britannica.com)
14
 CHAPTER 2

REVIEW OF RELATED LITERATIRE AND STUDIES

This chapter presents the literature which includes books, journals, and

pamphlets and other reading material which bear significance to the

present study. The researchers lifted, cited quoted and summarized

concepts and findings from the various literature and studies which have a

great contribution to this study.

Related Literature

We gather information on coronavirus and its negative impact on travel and

hospitality businesses worldwide. There was a 50% decline in hotel bookings,

which led to a drop of nearly 9.4 million in international tourist arrivals, with

losses estimated at between $30 billion and 50 billion it is according to a special

forecast from STR and Tourism Economics, due to the COVID-19 outbreak, the

hotel industry is projected to report significant declines across demand,

occupancy, ADR, and revenue per available room (RevPAR) in 2020. While

travel has come to a virtual standstill due to the COVID-19 outbreak, the market

is expected to regain its footing in the latter part of the year and next year.

On the other hand, high spirits dwindled as the Philippine hospitality industry took

a severe blow when the Covid-19 pandemic took off. Travel restrictions

prevented people from booking hotels and resorts, leaving these establishments

struggling for room occupancy and consequentially, stable revenue.

13
 16

According to Colliers, in the first half of 2020, hotel occupancy in Metro Manila

fell from 71 percent to 25 percent due to a sharp decline in foreign arrivals. In

accordance to this, a significant number of hotels closed their doors and laid off

hospitality professionals and personnel. While the impact of the pandemic to the

hospitality industry is undeniable, some hotels managed the blow by converting

into quarantine facilities where overseas Filipino workers and foreigners can

undergo their 14-day isolation before heading to their destinations. Hotel rooms

were converted as places where frontliners can stay as they remain exposed to

the coronavirus. Some of these establishments even turned large function rooms

into Covid-19 research hubs where health workers and decision makers can map

out their next moves to quell the spread of the virus.

Although there have been workarounds, these initiatives where still not enough to

pull the hospitality industry out of the water. Business projections remain dim,

and with the implementation of another community quarantine, business

optimism remains sluggish. Many hotel managements were able to decrease

labor costs by reducing their business hours and using available government

wage subsidies. To achieve sustainable recovery, owners and operators will

need to analyze their return on investments. Optimizing staffing levels and

placing effective internal risk

management and approval processes can help spur recovery and enable

companies in the hospitality sector to be more profitable.

 17

To provide hotel owners and operators with access to customers, the

Department of Tourism has allowed selected hotels to operate as venues for

workshops, training, seminars, among others, provided that venue capacity is

capped at 30 percent. While small gatherings have been allowed, hotel operators

are still expected to follow guidelines set by the Inter-Agency Task Force.

Moreover, President Rodrigo Duterte signed the first national stimulus package,

the Bayanihan to Heal as One Act, into law last March 2020. The legislation,

supported with P275 billions of funding, granted a P10 billion allocation for the

tourism industry and micro, small and medium-sized enterprises (MSMEs). Some

P6 billions of this amount was reserved for a loan program. In addition, P3 billion

of the remaining assistance was earmarked for financial aid for displaced and

unemployed tourism workers.

Hotels and other accommodation establishments in Alaminos City, including

ancillary establishments, are allowed to operate at a maximum of fifty percent

(50%) operational capacity, provided that a Provisional Certificate or a Certificate

of Authority to Operate from the Department of Tourism has been secured. Dinein

capacity of restaurants, food chains and other food retail establishments may

operate at a maximum of seventy-five percent (75%) operational capacity. Tourist

destinations in the Province of Pangasinan shall be re-opened at up to fifty

percent (50%) capacity. Tourist destination management must strictly enforce

minimum public health standards.

 18

Related Studies

The tourism and hospitality sector has long since suffered a downturn not just in

the region but globally. The pandemic prompted countries to impose travel

restrictions and many people refused to travel for fear of infection. A quick

rebound for the tourism and hospitality industry is unlikely as international travel

restrictions continue and the demand for international travel remains low which

means. The International Air Transport Association (IATA). 2020 expects that

global passenger traffic will not return to pre-COVID-19 levels until 2024. This

policy brief is adapted from a publication of the Asian Development Bank (ADB)

by M. Helble. 2020.

According to the results of data analysis researchers from Taiwan (Aliperti et al.,

2020; Yue et al., 2020) found that the COVID-19 pandemic had a greatly impact

on the Taiwan’s hospitality industry too. In view of the post-COVID-19 epidemic

era, this study of them proposes several recovering strategies for the hospitality

industry to provide hotel operators as a reference for subsequent operations.

Predominantly, in the face of a major crisis such as the COVID-19

epidemic, where hoteliers should establish a risk warning mechanism which is

the following: Operators should strengthen risk and crisis awareness training to

enable operators and employees to establish strong crisis awareness and anti-

risk capabilities; At the same time, a crisis management agency must be

established to monitor, identify, diagnose, and rectify the strategic and execution
 19

management of the enterprise, thereby strengthening the company’s operating

fitness.

Furthermore, they recommend Big data and the development of artificial

intelligence (AI) which has increased sales, and many service providers have

launched smart services that are commonplace within hospitality and tourism

industry (Kabadayi 2019).

Mariani et al. (2019) pointed out that conjoint investment and pooling resources

have generated positive eWOM at the global level and by targeting domestic and

international travelers, this would be essential for strategic alliance partnership in

the tourism supply chain, airlines. Not only provide a single delivery service but

also cooperate with tourism and hospitality related industry players to launch

various types of package tours and to provide passengers and guest with a

higher quality of travel and accommodation in hotels through the airline’s own

brand to available upmarket customers (Fu et al., 2020).

In line with this according to a Philippines News Agency report., 2020 Tourist

arrival to the Philippines is slumped by 73% during the seven months of 2020,

giving the country 1.3 million visits to fade way and lost around PHP 400 billion

(over USD 8.3 billion) in tourism revenue in 2020 due to the sudden fall in tourist

arrivals amid the COVID-19 pandemic. The tourism and hospitality sector has

already felt the negative impact of the pandemic on its performance much earlier.

Domestic tourists, on the other hand, also limited their travel due to fear of

contracting COVID-19. The Department of Tourism reported that international

 20

tourist receipts in the first quarter of the year declined to PHP 85 billion, 36%

lower than the revenues in the same period last year. Same through as what the

Alaminos City Hospitality is facing, a huge decline of bookings

To address this matter the Director of the Department of Tourism said last Oct. 1,

that the Department of Tourism (DOT) is launching the first planned travel

corridors, zones through which residents from COVID-free areas can exclusively

travel. The Ridge and Reef Corridor Plan paved the way for the reopening of

interregional tourism including Pangasinan wherein the opening of Hundred

Islands national Park pave way. Now, the famous Hundred Islands National Park

(HINP) is now open to all Pangasinan residents with the continued modified

general community quarantine (MGCQ) status in effect in the province yet the

question is how will the local unit bring back its glorious name on top to raise the

Hospitality Industry.

Local Studies

To understand the impact of COVID-19 on the Philippine tourism and hospitality

industry, PwC Philippines, together with the Department of Tourism, surveyed

247 decision makers across the different subsectors in May 2020.

Forty-four percent of the respondents are from the tourism services sector (i.e.,

travel agencies, bookings, tours, etc.), and 34% are from the accommodations

sector. According to the survey, 97% say that COVID-19 has the potential for
 21

significant impact on their business operations, and is causing them great

concern.

Such finding is not surprising given that only businesses related to essential

services and products were the only enterprises allowed to operate during the

ECQ. Because of the low demand and restrictions, majority of the respondents

say that they temporarily stopped offering a service/product, reduced their level

of operations, and reduced the employee headcount.

Given the travel restrictions and closure of businesses, 88% of the respondents

expect losses of over 50% of their 2020 revenues. Sixty-three percent of the

respondents also say that they expect their businesses to normalize within six

months to over a year. Such findings are worrying because the tourism industry

contributed 12.7% of the country’s GDP in 2019, and provided 5.71 million jobs in

the same year.

According to Colliers, in the first half of 2020, hotel occupancy in Metro Manila

fell from 71 percent to 25 percent due to a sharp decline in foreign arrivals.

Moreover, a significant number of hotels closed their doors and laid off hospitality

professionals and personnel. While the impact of the pandemic to the hospitality

industry is undeniable, some hotels managed the blow by converting into

quarantine facilities where overseas Filipino workers and foreigners can undergo

their 14-day isolation before heading to their destinations. However, as the

 22

Philippine government begins to calibrate the opening of sectors such as

Hospitality, there remain concerns as to how this process will affect jobs and

livelihoods now and beyond as the threat of Covid is still present.

Despite this, the Philippine Travel Agencies Association (PTAA) is optimistic that

tourism will improve in 2021. The association is planning to move forward with its

yearly Travel Tour Exposition and International Travel Trade exposition to revive

the tourism of the Philippines in hope to revive the nations Hospitality Industry.

The Department of Tourism (DOT) is also looking for ways to restart and boost

tourism despite the pandemic. It is also in charge of creating health and safety

protocols that will be observed while traveling as the vaccinations is ongoing.

Synthesis of the reviewed related studies and present the study

The Pandemic has affected the Hospitality Industry worldwide even in the City of

Alaminos it caused a loss total of 522,917 tourists who visited the HINP last year

which is beneficial to City’s’ Hospitality Industry, generating PHP44.73 million in

income for the city which is no longer unattainable because of Covid-19., Austria

2020 of PNA. Hotels nationwide were force to closed their doors and laid off

some personnel even in the City of Alaminos when the Quarantine Period starts

to kickoff though some becomes quarantine facility in some area of the country
 23

which was never applicable to the City as they were prepared with facilities

leaving the Industry at its lowest point.

According to Colliers., 2020 to achieve sustainable recovery, owners and

operators will need to analyze their return on investments. Optimizing staffing

levels and placing effective internal risk management and approval processes

can help spur recovery and enable companies in the hospitality sector to be more

profitable. To provide hotel owners and operators with access to customers, the

Department of Tourism has allowed selected hotels to operate as venues for

workshops, training, seminars, among others, provided that venue capacity is

capped at 30 percent. While small gatherings have been allowed, hotel operators

are still expected to follow guidelines set by the Inter-Agency Task Force, but

would it be enough and can these be applied in Alaminos.

In Taiwan researchers (Aliperti et al., 2020; Yue et al., 2020) proposes several

recovering strategies for the hospitality industry to provide hotel operators as a

reference for subsequent operations that can be use and recommend to the City

of Alaminos. Finally, they see this research paper with these hotel operators that

can provide accommodation experiences which may increase tourists’

happiness, and further provide opportunities for tourists to gain positive,

memories from their experience.

In accordance to the current situation, President Rodrigo Duterte signed the first

national stimulus package, the Bayanihan to Heal as One Act law last March

2020. Which is the grant of P10B allocation for the tourism and hospitality
 24

industry; and P3B of the remaining assistance was earmarked for financial aid for

displaced and unemployed tourism and hospitality workers to restoring the

hospitality, tourism and business. Now that hotels and other accommodation

establishments in Alaminos City, including ancillary establishments, are allowed

to operate at a maximum of fifty percent (50%) operational capacity, provided all

requirements is secured. Dine-in capacity of restaurants, food chains and other

food retail establishments may operate at a maximum of seventy-five percent

(75%) operational capacity. Tourist destinations in the Province of Pangasinan

shall be re-opened at up to fifty percent (50%) capacity. Tourist destination

management must strictly enforce minimum public health standards. Thus, the

current strategies of the City can elevate the shaken Industry.

Conceptual Framework

As Coronavirus (COVID-19) continues to impact travel globally, it is important to

observe industry forecasts and trends that will ultimately shape the recovery

strategy as hotels begin to plan for the initial rebound in travel demand.

According to a special forecast from STR and Tourism Economics, due to the

COVID-19 outbreak, the hotel industry is projected to report significant declines

across demand, occupancy, ADR, and revenue per available room (RevPAR) in

2020. While travel has come to a virtual standstill due to the COVID-19 outbreak,

the market is expected to regain its footing in the latter part of the year and next

year. Based on research from CBRE, from the start of the US outbreak in

January 2020, it is predicted that it will take approximately 6-10 months (June) for
 25

US hotel demand to begin to recover, and 12-16 months for ADR and RevPAR to

recover.

Therefore, hoteliers need to take the necessary steps to adequately prepare for

recovery, while also setting proper expectations and KPIs.

Meanwhile, the Philippines provide hotel owners and operators with access to

customers, the Department of Tourism has allowed selected hotels to operate as

venues for workshops, training, seminars, among others, provided that venue

capacity is capped at 30 percent. While small gatherings have been allowed,

hotel operators are still expected to follow guidelines set by the Inter-Agency

Task Force. Moreover, President Rodrigo Duterte signed the first national

stimulus package, the Bayanihan to Heal as One Act, into law last March 2020.

The legislation, supported with P275 billions of funding, granted a P10 billion

allocation for the tourism and hotel industry and micro, small and medium-sized

enterprises (MSMEs). Some P6 billions of this amount was reserved for a loan

program. In addition, P3 billion of the remaining assistance was earmarked for

financial aid for displaced and unemployed tourism workers.

In accordance to this the Province of Pangasinan implemented Executive Order

No. 0059-2020 by Province of Pangasinan (Official). Executive Order No. 0059-

2020 SUPPLEMENTAL GUIDELINES FOR THE MODIFIED GENERAL

COMMUNITY QUARANTINE (MGCQ) IN THE PROVINCE OF PANGASINAN

which contains rules & regulations to promote health, hospitality industry and etc.

allowing people to move forward even in pandemic.

 26

Lastly, the City Tourism Officer of Alaminos Miguel Sison said in an interview last

March that the city government will open Hundred Island National Park to local

tourist and will provided thermal scanners, sanitizers, and alcohols in the

registration building. Protocols are also observed alongside the City Disaster

Risk Reduction and Management Office and the City Health Office to ensure the

safety of the public, he said.

Due to these restrictions the researchers will surely follow the rules implemented

nationally & locally such as wearing of face mask & face shield, observance of

social distancing so on & forth,

Specifically, in gathering information needed for the academic paper here are the

plans are:

a. Gathering information of the Strategies in Reviving Hospitality from the

LGU- Local Government Unit-Tourism Office

b. Floating of questionnaires with the use of Google Forms

c. Approaching the relevant respondents through their organization known as

Hundred Islands Hotel & Business Owners.

 27

Research Paradigm

This study was hypothesized to further view on the Strategies in Reviving the

Hospitality Industry of Alaminos City amidst of the Covid-19 Pandemic.

InputProcess-Output (IPO) Model are used to define the main objectives of the

paper.

Alaminos City has been performing remarkably if we would turn the clock back

but as the Pandemic arises the Hospitality has been paralyzed yet it is not a

reason to a major fall of the Industry which this paper aims to dig deeper, the

strategies to rise like a phoenix.

The process would be usage of online platform preferably google form in line to

perform the gathering of data while strictly following (IATF) protocols.

As to its output, the researchers will surely show the result of the first and second

model in determining the strategies of Alaminos City to revive the Hospitality

Industry through the chosen research method.

Research Paradgm
28
 CHAPTER 3

RESEARCH METHODOLOGY

This chapter concentrates on the discussion of the research methods and

procedure adhered to by the researchers in order to answer systematically the

specific problems posed for investigation. Specifically, research design, subjects

of the study, locale of the study, data gathering instrument, validation of the

instrument, data gathering procedure, statistical treatment of data were explained

in this chapter.

Research Design

This study used descriptive research and through this research design,

researchers accumulated quantitative data from the Local Government

UnitTourism Office & respondents or the owners from Hundred Island Business

Owners Association of Alaminos City. The gathered data was interpreted through

frequency distribution and mean score. Researchers floated survey questionnaire

through Google Forms as primary way considering the current situation and

protocols being implemented.

27
 30

Subjects of the study

This research primarily focuses on the Local Government Unit of Alaminos

City-Tourism Office, and Hotel & Restaurant and Hotel alone owners.

In this study/research, the accessible population comprised all hotel and

restaurant and hotel alone owners and LGU-Tourism Office in Alaminos City for

additional information only. The population comprises of 12 sample hotels and

restaurants and hotel alone mainly Island Tropic Guest House, Bulls Eye Inn,

Vistas de las Islas, Casa Del Camba, Empress Island Hotel, Nautilus Island View

Lodge, La Esplanada, Rose Inn, Shimas Restaurant, Kaboom Diner, Maxine By

the Sea and Rustic Crown Hotel.

Furthermore, the hotel and hotel & restaurant owners were chosen as one

of the study's population because most of them have worked in the business for a

several years and are in the greatest position to provide the researchers with the

information needed to answer the study's research questions.

Locale of the study

This academic study will be steered in the City of Alaminos, Province of

Pangasinan where hotels, inns and restaurant in line with Hospitality Industry

were the subject of survey to extract the strategies and effectiveness of the said

methods.
 31

Data Gathering Instrument

In this study, the following instruments and scale would be utilized by the

researchers such as a Likert scale to gather all the data needed to answer the

specific problems in this study. Survey questionnaire would be the main

instrument for gathering statistical information about the respondent’s profile and

background, actions and strategies done of the future population by a structured

set of questions.

Researchers primarily floated a survey questionnaire via google form for it was

proven to be much more effective on the type of research that we are having

considering the threat of Pandemic. The researchers also set a scheduled

interview as one of the options for data gathering instrument specifically in

meeting the LGU-Tourism Officers with accordance to protocol since Covid-19 is

still present. Possibly, not all respondents will respond via google forms in the

specific period of time so the option was applicable. Thus, researchers contacted

the hotel and restaurant owners if they prefer answering the survey questions

thru google forms or thru structures personal interview. The survey questions

aimed at eliciting relevant information concerning their strategies in reviving their

business/industry amidst of pandemic. Questions relating to methodology,

perceived problems of the hospitality industry as well as possible strategies that

could be adopted to enhance or help the said industry will be asked.

 32

Validation of the Instrument

The researchers used is a man-made instrument concerning to gather

data vital to the study. Questions comes from researchers’ former readings on

related topics and academic paper.

In the validation process, copy of the questionnaire/interview questions

would be given to subject instructor to carefully ascertain the appropriateness

and adequacy of the instruments to be used. Also, it will be given for more

suggestions, modification and other corrections.

Data Gathering Procedure

After validation of the instrument, the researchers secured permission for

the hotel owners and LGU of Alaminos City for the necessary data on what

strategies they do to survive their business in this pandemic and gathering

information of the strategies in reviving hospitality industry from the LGU

government.

After having permission, the researchers explained the purpose of this

study to the selected respondent and then they make sure each participant

corresponds to their predefined criteria. The researchers collected the data

provide the survey questionnaire that comprises of the strategies that they do to

survive their business in this pandemic.

The survey/questionnaire has different sections:

 33

• Section 1 for the personal information of the respondents;

• Section 2 for Survey Questions,

After the all the necessary modifications, questionnaires would sent via mail or

social media platforms to the chosen respondents. Another option was

researchers going to print questionnaires to be handed over to respondents

personally strictly observing and enforcing the safety health protocols.

Statistical Treatment of Data

The data collected by the researcher was organized, tabulated, tallied,

analyzed and treated with appropriate statistical techniques in order to answer

the general and specific problem in this research work.

The data gathered from the respondents through the use of questionnaire

would be carefully analyzed and reviewed.

In query number one, frequency counts and percentage would be using to

determine the age, gender and years of existence in the Industry of the

Respondents.

Frequency and Percentage Formula:

P= 𝑓
𝑥 100%
𝑛

Whereas:

P= Percentage
 34

f= Frequency n=

No. of the respondents

In query number two, frequency distribution and weighted mean will be used to

determine the most used strategies in reviving the Hospitality Industry in

Alaminos City amidst of Pandemic and their frequency indicator whereas a

Likert scale served as guide.

Formula for weighted mean: wx=∑

f/x wherein:

wx = weighted mean x = weighted

respondents’ response f =

individual response n = number

of items
 33

In query number three, frequency count and weighted mean will be using to

determine the effectiveness of the used strategies in reviving the Hospitality

Industry of Alaminos City amidst of the pandemic.

The scale for qualitative and quantitative together with the limit of index is listed.

Limit of Index Quantitative Interpretation Qualitative Interpretation

4.21 – 5.00 1 Excellent

3.41 - 4.20 2 Very Good

2.61 - 3.40 3 Good

1.81 - 2.60 4 Fair

1.00 - 1.80 5 Poor

Table 1
 36

In query number four, frequency count and weighted mean will be using to

determine if there is a significant difference between the strategies implemented by

the hotel alone to hotel and restaurant operators.

The scale for qualitative and quantitative together with the limit of index is listed.

Limit of Index Quantitative Interpretation Qualitative Interpretation

4.21 – 5.00 1 Strongly Agree

3.41 - 4.20 2 Agree

2.61 - 3.40 3 Neutral

1.81 - 2.60 4 Disagree

1.00 - 1.80 5 Strongly Disagree

Table 2
 Chapter 4 PRESENTATION, ANALYSIS OF DATA and INTERPRETATION of
DATA

This chapter propose all gathered data from the respondents that

provide relevant and substantial information in accomplishing the purpose of the

study. Presentation, analysis, and interpretation of data gathered paved the way

in the research study.

1.1 Profile of the Respondents

The profile of the respondents was described in terms of Age, Gender

Years of Existence, Status before the Pandemic and If they foresee such crisis.

DATA

Age Gender Years of Status If foreseen

Existence Before such
Pandemic Pandemic
Valid 100 100 100 100 100
N
Missing 0 0 0 0 0

35
 38

Table 1.A: Age

Frequency Percentage
AGE

18-24 38 38.00

25-31 40 40.00

32-38 18 18.00

Valid
39-41 4 4.00

Others 0 0

Total 100 100.0

Interpretation:

The above table showed that age group of 25-31 has a frequency count of 40

which was equivalent to 40.00 percent ranking the highest. Next in the age

group of 18-24 has a frequency of 38 which was equivalent to 38.00 percent.

Then the group age of 32-38 has frequency count of 18 which was equivalent to

18.00 while the age group of 39-41 has frequency count of 4 which was

equivalent to

4.00.
 40
Table 1.B: Gender of the Respondents.

Frequency N=100 Percentage

Male 45 45.00

Female 55 55.00

Others 0 0

Total 100 100%

Interpretation:

The table above illustrates that out of 100 respondents; 45% were from

males and 55% were from females.

Table 1.C: Years of Existence

 41
Frequency Percent

Years of Existence

1 to 2 years 54 54.00

3 to 4 years 30 30.00

Valid 5 to 6 years 8 8.00

7 to 8 years 5 5.00

9 years and above 3 3.00

Total 100 100.0

Interpretation:

The above evidence in Table 1.C depicts that in year bracket of 1 to 2 years has

a frequency count of 54 which was equivalent to 54.00 percent. Next in the year

bracket of existence between 3 to 4 years have a frequency count of 30 which

was equivalent to 30.00 percent. Then 5 to 6 years have a frequency count of 8

which was equivalent to 8.00 while in the year bracket of 9 years and above has

the frequency count of 3 the lowest which was equivalent to 3.00

Table 1.D Name of the Hotel/Business

Name Frequency Percent

Island Tropic Guest House 20 20.00

Maxine by the Sea 19 19.00

 42
18 18.00

Rustic Crown Hotel

12 12.00

Casa del Camba

8 8.00

Nautilus Island View

Valid Lodge
Empress Island Hotel 6 6.00

Travellers Inn 6 6.00

Bulls Eye Inn 5 5.00

Sweet Honey Hotel 4 4.00

Count to Ten Inn 1 1.00

Shimas Restaurant 1 1.00

Total 100 100.0

Interpretation:

As showed in the Table I. D, in terms of the number of respondents Island

Tropic Guest House has the greatest number confirming base on the survey

conducted having frequency count of 20 which was equivalent to 20.00 percent.

 43
Next is Maxine by the Sea with frequency count of 19 which was equivalent to

19.00 percent. Then Casa del Camba with frequency count of 12 which was

equivalent to 12.00, followed by Nautilus Island View Lodge with frequency

count of 8 which was equivalent to 8.00 percent. Empress Island Hotel and

Travelers’ Inn has the same frequency count of 6 which was equivalent to 6.00

percent. Sweet Honey Hotel has second to least number of respondents having

frequency count of 4 which was equivalent to 4.00 and lastly tied on the last spot

are Count to Ten Inn and Shimas Restaurant having frequency count of 1 which

was equivalent to 1.00 percent.

Table 1.E Status of Workplace of the Respondents before the Pandemic

Status Level

Indicator 5 4 3 2 1

Frequency

Status 35 42 10 12 1
 44

35.00 42.00 10.00 12.00 1.00 Percentage

Average Weighted Mean = 3.58

Descriptive Record =Very Good

Legend:
Limit of Index Quantitative Interpretation Qualitative Interpretation

4.21 – 5.00 5 Excellent

3.41 - 4.20 4 Very Good

2.61 - 3.40 3 Good

1.81 - 2.60 2 Fair

1.00 - 1.80 1 Poor

Interpretation:

The above Table 1. E suggests that the standings of said workplace in

Alaminos City before pandemic has frequency count of 35 for Excellent which

was equal to 35.00 percent. The frequency count of Very Good is 42 which was

equal to 42.00 percent. Next is Good garnering frequency count of 10 which was

equal to 10.00 percent. The Fair bracket has frequency count of 12 which was

equal to 12.00 percent and Poor bracket has frequency count of 1 which was

equal to 1.00 percent.

 45
Table 1.F if Foreseen crisis will arise

Response

Indicator 3 2 1

Frequency

Question 18 60 22

18.00 60.00 22.00 Percentage

Average Weighted Mean = 1.96

Descriptive Record = NO

Legend:

Limit of Index Quantitative Interpretation Qualitative Interpretation

2.34-3.00 3 Yes

1.67-2.33 2 No

1.00 - 1.66 1 Maybe

 46
Interpretation:

As showed in Table 1.F, base on respondents’ answer ‘No’ bracket has a

frequency count of 60 equal to 60.00 percent. ‘Yes’ bracket has a frequency

count of 18 which was equal to 18.00 percent and ‘Maybe’ bracket has a

frequency count of 22 which was equal to 22.00 percent.

Table 2

Different Strategies in Reviving Hospitality Industry

Strategies n=100Frequency Percentage Rank

Discount 83 83.00 1

Freebies 17 17.00 9

Loyalty Cards 10 10.00 10.5

Free Breakfast 63 63.00 4

 47

Offer Flexible Cancellations 35 35.00 6

34 34.00 7
Use Virtual Reality Hospitality
Technology
22 22.00 8
Promos for Early Booking
48 48.00 5
Online, TV and Newspaper
advertisement
65 65.00 2.5
Offer Package Deals
10 10.00 10.5
Built E-commerce Website
platform with chatbots
65 65.00 2.5
Use of Social Media
platforms to promote the hotel
Valid N 100

Interpretation:

The Table 2 expresses the most used strategies chosen by the

hotel/business owners of Alaminos City in reviving the Hospitality Industry

amidst of the Pandemic. The data shows the number of the respondents,

frequency count, percentage and the ranking of respective strategy .

For the strategy of “giving Discount”, it was rank as the top choice obtained from

the respondents with a frequency count of 83 which was equal to 83.00

percentage. Next tied on the 2nd rank are ‘Offering Package Deals and Usage of

Social Media Platforms to Promote the Hotel’ (Fb, Yt, Etc.) with a frequency
 48
count of 65 which was equal to 65.00 percent. Then ‘Offering Free Breakfast’

with a frequency count of 63 which was equal to 63.00 percent. Following is

‘Online, TV and Newspaper Advertisement’ with a frequency count of 48 equal

to 48.00 percentage. ‘Offering Flexible Cancellations has frequency count of 35

equal to 35.00 percent. Succeeding are ‘Usage of Virtual Reality Hospitality

Technology’ with frequency count of 34 equal to 34.00 percent.

Then ‘Promos for Early booking’ with frequency count of 22 which was

equivalent to 22.00 percent. Lastly, tied are ‘Loyalty cards and Building

ecommerce website platform with chatbots’ with frequency count of 10 which was

equal to 22.00 percent.

Table 3

Effectiveness of Strategies in Reviving Hospitality Industry

5 4 3 2 1 Average Descriptive Rank

Weighted Record
Mean
Discount 61 28 8 2 1 Frequency 4.46 E 1
61.00 28.00 8.00 2.00 1.00 Percentage
Freebies 19 23 49 8 1 3.51 VG 8
19.00 23.00 49.00 8.00 1.00
Loyalty cards 5 15 65 14 1 3.09 G 11
5.00 15.00 65.00 14.00 1.00
Free breakfast 26 35 29 7 3 3.74 VG 5
26.00 35.00 29.00 7.00 3.00
Offer flexible 20 13 52 12 3 3.35 G 9
Cancellations 20.00 13.00 52.00 12.00 3.00
 49
Use virtual 19 31 39 9 2 3.56 VG 7
reality
19.00 31.00 39.00 9.00 2.00
Promos for early 29 27 35 6 3 3.73 VG 6
booking 29.00 27.00 35.00 6.00 3.00
Online, TV and 36 31 24 6 3 3.91 VG 4
Newspaper 36.00 31.00 24.00 6.00 3.00

Offer package deals 45 25 12 16 2 4.38 E 2

45.00 25.00 12.00 16.00 2.00
Built e-commerce 9 27 49 11 4 3.26 G 10
website platform
9.00 27.00 49.00 11.00 4.00
Use of social media 53 25 14 7 1 4.22 E 3
53.00 25.00 14.00 7.00 1.00
Overall Average =3.75 VG

Legend:

Limit of Index Quantitative Interpretation Qualitative Interpretation

4.21 – 5.00 5 Excellent

3.41 - 4.20 4 Very Good

2.61 - 3.40 3 Good

1.81 - 2.60 2 Fair

1.00 - 1.80 1 Poor

Interpretation:
 50
The Table 3 presents effectiveness of given strategies along with its

ranking. The data shows the number of the respondents, frequency count,

percentage, average weighted mean, descriptive record and the ranking of

respective strategy.

For the strategy of “giving Discount”, got an average weighted mean of

4.46 which correspond as Excellent. Next is ‘Offering Package Deals’ got an

average weighted mean of 4.38 which correspond as Excellent. Then ‘Usage of

Social Media Platforms to Promote the Hotel’ got an average weighted mean of

4.22 which also correspond as Excellent. ‘Online, TV and Newspaper

Advertisement’, got an average weighted mean of 3.91 which correspond as

Very Good.

Following is ‘Free breakfast, with an average weighted mean of 3.74 which

correspond as Very Good.’ Promos for early booking’, got an average weighted

mean of 3.73 which correspond as Very Good. Succeeding is ‘Use of

Virtual Reality’ with an average weighted mean of 3.56 which correspond as

Very Good.’ ‘Freebies’ got an average weighted mean of 3.51 which correspond

as Very Good.

‘Offer flexible cancellations’ got an average weighted mean of 3.35 which

correspond as Good. ‘Built E-commerce Website Platform’ has an average

weighted mean of 3.26 which correspond as Good. Lastly, ‘Loyalty Cards’ got

the least an average weighted mean of 3.09 which correspond as Good.

 51

Table 3.A

Does identified Strategies Gradually to Uplift Hotel/Business during Pandemic.

Response

Indicator 3 2 1
Frequency

Question 71 15 14

71.00 15.00 14.00 Percentage

Average Weighted Mean = 2.57

Descriptive Record = YES

 52

Legend:

Limit of Index Quantitative Interpretation Qualitative Interpretation

2.34-3.00 3 Yes

1.67-2.33 2 No

1.00 - 1.66 1 Maybe

Interpretation:

As showed in Table 3.A, based on respondents’ answer ‘yes’ bracket has

a frequency count of 71 equal to 71.00 percent. ‘no’ bracket has a frequency

count of 15 which was equal to 15.00 percent and ‘Maybe’ bracket has a

frequency count of 14 which is equal to 14.00 percent.

Table 4

Significant Difference between the Strategies Implemented by the Hotel and

Restaurant Operators to the Hotel Alone Operators

Indicator 5 4 3 2 1

19 49 14 5 13 Frequency
 53
Question

19.00 49.00 14.00 5.00 13.00 Percentage

Average Weighted Mean = 3.56

Descriptive Record = Disagree

Legend

Limit of Index Quantitative Interpretation Qualitative Interpretation

4.21 – 5.00 5 Strongly Agree

3.41 - 4.20 4 Agree

2.61 - 3.40 3 Neutral

1.81 - 2.60 2 Disagree

1.00 - 1.80 1 Strongly Disagree

Interpretation:

The above Table 4 presents that based on the accumulated data,

‘Disagree’ has a frequency count of 49 which was equal to 49.00 percent. Next is

‘Strongly Disagree’ which have a frequency count of 19 equal to 19.00 percent.

Following is ‘Neutral’ with a frequency count of 14 which was equivalent to 14.00

percent. Then ‘Strongly Agree’ got a frequency count of 13 equivalent to 13.00.

 54
Lastly, ‘Agree’ with a frequency count of 5 equal to 5.00 percent.

Legend:

**AWM (Average Weighted Mean)

**OAWM (Overall Average Weighted Mean)

**DR (Descriptive Rating)

**Used SPSS and Microsoft Excel

CHAPTER 5 Summary, Conclusions and Recommendations
This chapter presents the summary of the study, salient findings, the

conclusions arrived at and the recommendations that was made by the

researchers.

Summary

Clearly, Alaminos City Hospitality Industry has been negatively affected

by the Pandemic yet it was thriving in these tough times through Strategies.

The given data above were collected online during October of 2021

through the help of LGU in gathering the credible business owners of Alaminos

City. Majority of our respondents were aged from 25-31 as expected & though it

took us a while to complete survey that is why Managers were consider too as

respondents which results on greater number of Female than Male.

Since this paper aims to know the Strategies of Alaminos City in Reviving

the Hospitality Industry amidst of the Pandemic & main respondents are from the

sample population, it was definitely identified that the strategies they conduct

gradually uplift their sales though results showed that many did not foresee this

crisis in this mighty Industry.

52
 56

Salient Findings

The findings of the study are hereby presented.

a. The study revealed that respondents age group of 25-31 has the highest

frequency and percentage count of 40 which was equivalent to 40.00

percent. It was also visible that in the age group of 18-24 there is frequency

of 38 which was equivalent to 38.00 percent. Then the group age of 32-38

has frequency count of 18 which was equivalent to 18.00 while the age

group of 39-41 has the lowest frequency count of 4 which was equivalent to

4.00 percent.

In terms of gender it can be observed that most of them was female

(52%), however, nearly half from the group were male (45%) and majority

(40%) of these owners are between the ages of 25 to 31 years. The study

has found out that in when it comes to how long they were in the industry

data shows of that in year bracket of 1 to 2 years has the highest frequency

count of 54 which was equivalent to 54.00 percent. Next in the year bracket

of existence between 3 to 4 years has a frequency count of 30 which was

equivalent to 30.00 percent.

Then 5 to 6 years have a frequency count of 8 which was equivalent to

8.00 while in the year bracket of 9 years and above has the frequency

count of 3 the lowest which is equivalent to 3.00.

 57

It could also be observed in that among the hotels/businesses identified,

20 of the owners were from Island Tropic Guest House while 5 were from Bulls
Eye Inn, 12 from Casa del Camba, 6 from Empress Island Hotel, 19 from Maxine
by the Sea, 8 from Nautilus Island View Lodge, 18 from Rustic Crown Hotel, 4
from Sweet Honey Hotel, 6 from Travellers Inn, 1 from Shimas Restaurant, and
also 1 from Count to Ten Inn.

Next in relation on the status of their workplace before pandemic

the frequency count of Very Good was 42 which was equal to 42.00 percent was

the highest. Frequency count of 35 for Excellent which was equal to 35.00

percent. Following is Good garnering frequency count of 10 which was equal to

10.00 percent. The Fair bracket has frequency count of 12 which was equal to

12.00 percent and Poor bracket has frequency count of 1 which was equal to

1.00 percent.

The researchers found out that out of the sample population a percentage

of 60 has answered ‘No’ if they foresee such crisis, 18 answered ‘Yes’ and 22

for

‘Maybe’ leaving an average weighted mean of 1.96 and a descriptive record of

No.

b. The most common strategies used by the business owners in Alaminos City

to uplift Hospitality Industry were arranged according to their mean score

and the Rank basing on respondents’ perspectives. ‘giving Discount”, was

rank as the top choice obtained from the respondents with a frequency

count of 83 which is equal to 83.00 percentage.

 58

Next tied on the 2nd rank are ‘Offering Package Deals and Usage of

Social Media Platforms to Promote the Hotel’ (Fb, Yt, Etc.) with a frequency

count of 65 which was equal to 65.00 percent. Then ‘Offering Free

Breakfast’ with a frequency count of 63 which was equal to 63.00 percent.

Following is ‘Online, TV and Newspaper Advertisement’ with a frequency

count of 48 which was equal to 48.00 percentage. ‘

Offering Flexible Cancellations has frequency count of 35 equal to

35.00 percent. Succeeding are ‘Usage of Virtual Reality Hospitality

Technology’ with frequency count of 34 equal to 34.00 percent. Then

‘Promos for Early booking’ with frequency count of 22 which was

equivalent to 22.00 percent. Lastly, tied are ‘Loyalty cards and Building

ecommerce website platform with chatbots’ with frequency count of 10

which is equal to 22.00 percent.

As to the mean score and ranked the commonly used strategies of

the Alaminos City to uplift Industry, it was then found out that ‘Discount’,

‘offereing package deals’ and ‘use of social media’ was the most common

used that was highly effective and efficient to further survived in the tough

New Normal. The owners were asked of the various strategies they

employ in reviving hospitality industry and multiple responses from them

were observed.
 59

c. The effectiveness of the various strategies given are shown in Table 3. The

overall average weighted mean of these strategies was 3.75, described as

‘very good’ strategies. This could be supported by the result of the data that

none of the respondents answered ‘fair’ or ‘poor’.

As gleaned in the table, giving of discount, offering package deals, and

the use of social media platforms to promote business, were identified by

the owners as ‘excellent’ strategies. Freebies, free breakfast, use of virtual

reality

in hospitality technology, promos for early booking, and online, TV and

newspaper advertisement are determined as ‘very good’ strategies while

loyalty cards, offer flexible cancellations, and built e-commerce website

platform with chatbots are recognized as ‘good’ strategies.

The study found out that based on respondents’ that the

abovementioned strategies are indeed effective for sample population who

answer ‘yes’ bracket has a frequency count of 71 equal to 71.00 percent.

‘no’ bracket has a frequency count of 15 which is equal to 15.00 percent

and ‘Maybe’ bracket has a frequency count of 14 which was equal to 14.00

percent.

d. As for the accumulated data, on if there was significant difference between

the strategies implemented by the Hotel and Restaurant Operators to the

Hotel Alone Operators ‘Disagree’ has a frequency count of 49 which is equal

 60

to 49.00 percent. Next is ‘Strongly Disagree’ which have a frequency count

of 19 equal to 19.00 percent. Following is ‘Neutral’ with a frequency count of

14 which was equivalent to 14.00 percent. Then ‘Strongly Agree’ got a

frequency count of 13 equivalent to 13.00. Lastly, ‘Agree’ with a frequency

count of 5 equal to 5.00 percent.

Conclusion

The demographic characteristics of the one hundred (100)

hotel/business owners of Alaminos City can be observed that most of them were

female (52%), however, nearly half from the group were male (45%) and majority

(40%) of these owners are between the ages of 25 to 31 years.

As depicted, the years of existence in hospitality industry of the owners

were mainly 1 to 2 years (54%). Other owners has 3 to 4 years (30%), 5 to 6
years (8%), 7 to 8 years (5%), and 9 years and above (3%) of existence in
hospitality industry.

It could also be observed that among the hotels/businesses identified, 20

of the owners were from Island Tropic Guest House while 5 were from Bulls Eye
Inn, 12 from Casa del Camba, 6 from Empress Island Hotel, 19 from Maxine by
the Sea, 8 from Nautilus Island View Lodge, 18 from Rustic Crown Hotel, 4 from
Sweet Honey Hotel, 6 from Travellers Inn, 1 from Shimas Restaurant, and also 1
from Count to Ten Inn.

The results on the status of workplace of the owners before the pandemic
and if they foresee the pandemic crisis to arise were reflected in were visible in
average weighted means of the indicators per area which was 3.98 and 1.96,
respectively. The first AWM was referred as “very good” status while the second
AWM generally indicates a “no” response.
 61

The owners were asked of the various strategies they employ in reviving

hospitality industry and multiple responses from them were observed. It can be

deduced in that among the associated strategies in reviving hospitality industry,

the “discount” indicator obtained the highest rank. This means that more than

three quarters (83%) of the owners perceived this as an effective strategy.

Additionally, offering package deals (65%), the use of social media platforms to

promote the business (65%), and giving free breakfast (63%) are among the

considered high rank strategies of the owners.

The effectiveness of the various strategies given are shown in Table 5.

The overall average weighted mean of these strategies is 3.75, described as

‘very good’ strategies. This could be supported by the result of the data that none

of the respondents answered ‘fair’ or ‘poor’. As gleaned in the table, giving of

discount, offering package deals, and the use of social media platforms to

promote business, are identified by the owners as ‘excellent’ strategies.

Freebies, free breakfast, use of virtual reality in hospitality technology, promos for

early booking, and online, TV and newspaper advertisement are determined as

‘very good’ strategies while loyalty cards, offer flexible cancellations, and built e-

commerce website platform with chatbots are recognized as ‘good’ strategies.

 62

Recommendations

Base on the findings and conclusions, the researchers presented the following

recommendations and suggestions

a. Business owners may use the above strategies for them to be able to

keep on performing beyond the extent of pandemic. The above-mentioned

effectiveness could also test by them if it positively affects the over-all

service and operation.

b. LGU-Alaminos City- could further flourish and boost their ready plans in

reviving the Hospitality Industry of Alaminos City. This paper will surely lift

& create impact on the ready established plans to reach target customers

with precaution.

c. Students- it is undeniable that you could gain knowledge from others

through readings which is another aim of this paper. Students may use

this are reference to open opportunities & learn from this paper.

d. Researchers/Future Researchers- researchers are highly recommending

this Research to further explore or use this paper as their basis and

support for their future research plans in taking their journey to a higher

level.
 63

BIBLIOGRAPHY

This part of the study contains the various sources of information which
include websites Form where the valuable facts are taken.

A. JOURNALS / MANUALS / ARTICLES

(Jung. S 2020) Patterns of viral clearance in the natural course of

asymptomatic COVID-19: Comparison with symptomatic non-severe COVID-19
International Journal of infectious diseases 99, 279-285, 2020.

(Pan. P 2020) Imaging changes in patients with 2019-nCov. European

radiology 30 (7), 3612-3613, 2020.

(Connor. T 2020) Geographical and temporal distribution of SARS-CoV-2

clades in the WHO European Region, January to June 2020 Eurosurveillance 25
(32), 2001410, 2020.

(Tappe. S 2020) Emergence of Zaire Ebola virus disease in Guinea. New

England Journal of Medicine 371 (15), 1418-1425, 2014 .

(Helble. M 2020) SARS-CoV-2 assays to detect functional antibody

responses that block ACE2 recognition in vaccinated animals and infected
patients. Journal of clinical microbiology 58 (11), e01533-20, 2020.

(Aliperti. G 2020) From Epidemics to Pandemic: Tips from the Past.

Almatourism-Journal of Tourism, Culture and Territorial Development 11 (22), 1-
17, 2020

(Yue. W 2020) Laboratory markers associated with COVID‐19 progression

in patients with or without comorbidity: a retrospective study. Journal of clinical
laboratory analysis 35 (1), e23644, 2021 .
 64

(Kabadayi. S 2019) Smart service experience in hospitality and tourism

services: A conceptualization and future research agenda. Journal of Service
Management, 2019.

(Leung. Y 2019) The impact and recovering strategies of the COVID-19

pandemic: Lessons from Taiwan’s hospitality industry. Cogent Social Sciences 6
(1), 1829806, 2020.

(Mariani. M 2019) Biomaterials: foreign bodies or tuners for the immune

response? International journal of molecular sciences 20 (3), 636, 2019.

(Fu. Y2020) Aerosol and surface distribution of severe acute respiratory

syndrome coronavirus 2 in hospital wards, Wuhan, China, 2020. Emerging
infectious diseases 26 (7), 1586, 2020.

(Aliperti. G 2020) Promoting built-for-disaster-purpose mobile applications:

An interdisciplinary literature review to increase their penetration rate among
tourists. Journal of Hospitality and Tourism Management 44, 193-210, 2020

(Emily. M 2021) Covid-19 Impacts and Coping Strategies for Hospitality

Industry.

(Zenkera. S and Kock. F 2020)The coronavirus pandemic – A critical

discussion of a tourism research agenda. Tour. Manage., 81 (2020), p. 104164,
10.1016/j.tourman.2020.104164.

(Wang. Y 2020) The impact of crisis events and macroeconomic activity

on Taiwan’s international inbound tourism demand. Tour. Manag., 30 (1)
(2020), pp. 75-82.

(Select U.S.A 2020) Travel, Tourism & Hospitality Spotlight. Retrieved

from https://www.selectU.S.A.gov/travel-tourism-and-hospitality-industry-
unitedstates Google Scholar.

(Miller. D 2019) A Look at Past Unplanned Events’ Effects on Hotels.

 65

Retrieved from http://hotelnewsnow.com/Articles/298011/A-look-at-past-

unplanned-

events-effects-on-hotels Google Scholar

(Goodman. PS 2020) SARS Stung the Global Economy. The Coronavirus

Is a Greater Menace. Retrieved from
https://www.nytimes.com/2020/02/03/business/economy/SARS-
coronaviruseconomic-impact-china.html Google Scholar.

(Škare. M 2020) Impact of COVID-19 on the travel and tourism industry.

Technological Forecasting and Social Change 163, 120469, 2021

(Duro. JA 2021) Covid-19 and tourism vulnerability. Tourism Management

Perspectives 38, 100819, 2021.

(Wu. YC 2020) The outbreak of COVID-19: An overview. Journal of the

Chinese medical association 83 (3), 217, 2020.

(Apostolopoulos. Y 2020) The hospitality industry in the face of the

COVID-19 pandemic: Current topics and research methods. International Journal
of Environmental Research and Public Health 17 (20), 7366, 2020.

(Alonso. AD 2020) COVID-19, aftermath, impacts, and hospitality firms:

An international perspective. International journal of hospitality management 91,
102654, 2020.

(Gursoy. D 2020) Effects of COVID-19 pandemic on hospitality industry:

review of the current situations and a research agenda. Journal of Hospitality
Marketing & Management 29 (5), 527-529, 2020.

(Jordan. M 2020) Evidence for limited early spread of COVID-19 within the
United States, January–February 2020. Morbidity and Mortality Weekly Report
69 (22), 680, 2020.
 66

(Kaushal. V 2021) Hospitality and tourism industry amid COVID-19

pandemic: Perspectives on challenges and learnings from India. International
journal of hospitality management 92, 102707, 2021.

(Jiang. Y 2020) Effects of COVID-19 on hotel marketing and

management: a perspective article. International Journal of Contemporary

Hospitality Management, 2020.

(Jones. P 2020) The COVID-19 crisis and sustainability in the hospitality

industry. International journal of contemporary hospitality management, 2020.

(Parker. C 2020) Tourism and Hospitality industry resilience during the

Covid-19 pandemic: Evidence from England. Current Issues in Tourism 25 (1),

46-59, 2022.

(Bressan. A 2020) COVID-19, aftermath, impacts, and hospitality firms:

An international perspective. International journal of hospitality management 91,

102654, 2020.