I.

Company Background

This place is home to natural and oceanic views with rare species of fish, birds,
and other wild animals. From the seashore, you will see the jewel-blue sea and white
fine sand. Alorro was discovered in the 1950’s by a couple from Banaybanay, a
municipality of Davao Oriental, they rode a boat and reached the shores of Kaputian.
They bought the land with a title from the natives of the area. They33 started developing
the place in the year 2000 and opened it in the public. Tourism in Samal was not yet
improved in the early 20’s as they have little to no income. Alorro Crystal originally
started as Alorro Beach Resort and was leased to Cheril A. Alorro, the youngest of the
Alorro siblings last 2015. The siblings decided to preserve the family business and it is
now under a new management in 2022 as the lease has already expired. It is being
managed by the Alorro siblings’ family corporation. Being 5 km away from the main
road, power interruptions are very frequent in the resort. Communicating with Alorro
Crystal is very difficult as well since there is no signal reception / wifi connection near
the area. Getting through Alorro Crystal Beach Resort is very challenging before as the
road is not very well developed with limestones as your pathway. You need to have a
bigger car. Alorro Crystal had a 2 week renovation for their amenities to open up more
space near the shore and bought cavanas to cater more families who wants to enjoy
and relax on the beach. With the progressive tourism in Samal Island, Alorro Crystal
continues to improve their overall amenities to accommodate more beach goers.

Business Model

Key Partners Samal LGU

Kaputian Beach Park
San Remegio Cove

Key Activities Customer Experience

Customer Support

Key Resources Crystal clear beach

Fine white sand
Family-oriented employees

Value Proposition Alorrow boasts a pristine beach. It has a long stretch of

clean beach line with fine white sand and emerald green
shade of sea.

Customer Relationship Positive feedback from customers who visited the resort
24/7 Customer Assistance Booth
Word of mouth
Customer Segments Usually working-class, frequent travellers, class B-D
families, budget-wise

Cost Structure Operating Costs

Maintenance Costs
Expansion Costs

Revenue Streams Entrance Fees

Accomodation
Rentals (Tent, Cottages, Tables and Cavana)
Corkages
Additional charges for electronic appliances
Store Rental

Customer Avatar

Problem Statement
Alorro Crystal had just changed their management after the lease has
expired. Alorro Crystal inherited the bad image of its predecessor and needed to
overhaul it. Aside from that, they also inherited the poor condition of the resort.
How could they improve their image while simultaneously generating income for
the owners?

A. Marketing Objectives
1. Create and empower a new brand for the business in the 1st
quarter of the year
2. Employ rebranding strategies to the resort for consistent brand
positioning in the 1st quarter of the year.
3. Generate progressive income of 300k - 400k monthly while
simultaneously developing the resort for the next 6 months
4. Increase sales revenue by 30% in the 3rd quarter of the year
II. Areas of Considerations
A. Porter’s Model

Threat of New Entrants ● The number of resorts in Samal Island is

(Low) rapidly increasing.
● Requires substantial cost and resource
investment
● High barrier to entry
● To increase profitability, the fixed pricing can be
reduced.

Threat of Substitute ● Samal Island’s recreational activities are

(Low) limited to beach resorts.
● Service oriented

Buyer Power (Low) ● Establish a large customer base. This is

beneficial in two ways. It will reduce buyer
bargaining power and provide the business the
ability to optimize its sales and operation
process.
● Innovative new products such as rooms,
cottages and discounts.

Supplier Power (Low) ● Experimenting with multiple products design

and materials so that if the price of one raw
material rises, they can switch to another.

Competitive Rivalry ● There are plenty of resorts in Samal.

(High) ● Establish a long term differentiation strategy.

B. PESTEL Analysis
Political Factors ● Level of corruption
● Transition of government and changes in
policies
● Pricing regulations
● Taxation
● Wage legislation

Economic Factors ● Inflation rate, interest rate, and exchange rate.

● Unemployment rate

Socio-cultural Factors ● Entrepreneurial spirit and broader nature of the

society.
 ● Attitudes on health, environmental
consciousness, etc.
● Leisure interests

Technological Factors ● Reviews on blogs/ vlogs can make or break the

resort’s reputation.
● Technological impact on product offering.

Environmental Factors ● Air and water pollution regulations in resort

industry
● Recycling
● Waste management in Services sector
● Attitudes toward “green” or ecological products.
●

Legal Factors ● Intellectual property protection/rights

● Mandatory employee benefits
● Health and safety law

C. SWOT Analysis
STRENGTHS WEAKNESSES

1. Pristine Beach. Alorro boasts a 1. Poor Customer Relations. There

Boracay-like beach with its
stunning long stretch of white
shoreline.
2. Comparatively low capital cost
since they already acquired the
land in 1997.
3. Pet-friendly resort. Fur parents
can happily bring their pets to
enjoy the beach as the resort
does not restrict pets.
4. Progressive financial position.
The owners are able to
generate income that can be
used to fund their resort
improvements albeit being slow
progress.
5. Child-friendly beach. The resort
is kid-friendly since the shallow
area is wide.
6. Availability of delicious and
affordable food.
is a big turnaround time in
responding to bookings in their
Facebook page. The operations
manager offers help but they still
fail to respond to all queries.
2. Lack of manpower. Although
there are on-call employees,
guests’ TAT on booking is still
high and there is no SPOC for
customer needs and complaints.
They also lack lifeguards on
standby.
3. Lack of competitive advantage.
The resort lacks differentiation
from its competitors.
4. Complicated Legal Form of
Operation. The business is
registered as sole-proprietorship
but the co-owners manage it like
a corporation making the
decision-making less effective.
7. Wide coverage for parking
space
OPPORTUNITIES
1. Lifting of restrictions as COVID
cases slows down. As IATF
restrictions ease, more tourists
flock to Samal Island to get
away from the hustle and
bustle of the city.
2. Tourists outside Davao. Samal
Island is already making a
name to potential customers
from Luzon and other parts of
the Philippines.
3. The location is close to three
diving spots on Samal Island.
4. Wide, open, and calm beach
space which is ideal for water
activities.
5. Presence of boat operators
who can be partnered with for
additional water activities.
6. Social Media Presence. Alloro
Crystal only has its FB page.
Opening additional social
media pages such as Tiktok
and Instagram can widen the
market reach and bring in
potential customers from all
5. Limited marketing. Their only
marketing as of writing is through
word-of-mouth and FB page
promotion.
6. Limited Amenities. The resort
lacks comfort rooms and shower
rooms for both genders
7. Incoherent design concept.
Disorganized placement of open
cottages, tents, and
accommodation facilities.
8. Old Image. The previous
management left a rather poor
brand image which poses a
challenge to the current
management.
THREATS
1. The Kaputian Beach Park is a
public beach and can easily be
accessed by boat from Sta. Ana
Wharf. It is relatively cheaper
than Alorro considering it as an
indirect competition
2. Competition from the nearby
resort and the potential threat
from another adjacent private
beach which the owners could
develop into a beach resort in the
future.
3. The location of the beach is far
from Sasa Wharf might
discourage some travelers.
Further, the road leading to the
beach is unpaved and can
sometimes be slippery during
rainy seasons.
4. Weak signal coverage for internet
data and phone
5. Limited power supply. They are
located on the island that still has
limited supply of electricity.
 around the world.
D. SWOT Matrix
STRENGTHS-OPPORTUNITIES
S1O4 Recreational Beach Activities
- the wide-open beach line can be
used by the customers to do some
enjoyable activities.
S3O2 Customer Personalization -
emphasizing customer’s preferences
by allowing them to personalize their
own packages
S4O5 Progressive Cash Flow. The
resort has strong cash flow, which
allows the company to expand into
new projects while simultaneously
entertaining customers
S5O1 Family-Featured Values -
create advertisements emphasizing
the advantage of the beach favoring
families with kids.
STRENGTHS-THREATS
S1T3 Word-of-Mouth Marketing -
customers have been recommending
the resort to their friends despite being
surrounded by other beach resorts
S3T3 Unique and Comfortable
Policy - sales and customer loyalty
are boosted due to this policy that
WEAKNESSES-OPPORTUNITIES
W1O2 Enhanced Customer
Experience - improving customer
relationship management through
better internal communication and
logistics
W3O2 Brand Development -
maximizing consistent branding from
social media marketing down to the
aesthetics of the resort to improve
brand awareness
W5O6 Social Media Marketing -
Maximizing other social media
platforms for increase scope
W6O4 Extended Product Offering -
adding various amenities to improve
customer experience
W8O6 Social Media Rebranding -
creating a new brand together with the
new management
WEAKNESS-THREATS
W1T3 Empowering CRM - develop
strategies that focus on CRM
maximizing customer feedback for
maximum positive customer
engagement
W3T1 Innovative Product Offering -
develop unique packages by partnering
implies a comfortable vibe and a
dedication to providing customers with
value
S6T2 Value Added Product Offering
- The menu allows affordable yet
delicious food which can be requested
upon arrival or reservation
S7T2 Spacious Advantage - The
wide space can be utilized for parking
and other value added amenities
gaining competitive advantage
E. Internal-External Matrix
with locals to increase product
differentiation while encouraging local
livelihood
W6T2 Additional Essential
Amenities - the additional comfort
rooms and shower rooms are not only
for the environmental purposes but
also it will provide convenience to the
customers which is of great advantage.
W3T2 Green Marketing - develop
environmental strategies to position the
business as unique while increasing
environmental awareness
W3T4 Public Wifi - providing options
for customers to be easily reached out
and maximizing the use of connectivity.
 Internal Factors Evaluation Weight Rating Weighted Score

STRENGTHS

Prestine Beach 0.13 4 0.52

Pet Friendly Resort 0.02 2 0.04

Financial Position 0.05 3 0.15

Child-friendly Beach 0.06 3 0.18

Availability of affordable and delicious 0.04 2 0.08

food

Wide parking space 0.03 2 0.06

WEAKNESSES

Poor Customer Relations. 0.13 4 0.52

Lack of manpower 0.05 1 0.05

Lack of competitive advantage 0.07 2 0.14

Complicated Legal Form of Operation. 0.10 3 0.30

Limited marketing. 0.05 1 0.05

Limited amenities 0.07 2 0.14

Incoherent design concept. 0.10 3 0.30

Old Image 0.10 3 0.30

Total Weighted Score 100% 2.83

IFE results 2.83 meaning it has border line weak to average response to
its strengths and weaknesses and can still be improved.

External Factors Evaluation Weight Rating Weighted Score

OPPORTUNITIES

Lighter Covid19 restrictions 0.10 3 0.30

Potential market outside Davao 0.20 4 0.80

Resort is near to diving spots 0.05 2 0.10

Calm beach space 0.10 3 0.30

Presence of local boat operators 0.05 2 0.10

Social Media Presence 0.10 3 0.30

THREATS

Indirect competitors 0.03 1 0.03

Direct competitors 0.07 2 0.14

Distant beach location from the wharf 0.15 4 0.60

Weak signal coverage 0.05 2 0.10

Limited power supply 0.10 3 0.30

Total Weighted Score 100% 2.77

EFE results 2.77 meaning it has borderline weak to average response to

its opportunities and threats and can still be improved.
III. Alternate Courses of Actions

PROS CONS

ACA #1 Rebranding  Increased customers

1. Develop a rebranding interest
committee  Boost brand
2. Conduct marketing recognition
research to  New and improved
redetermine the STP services
process
3. Consistently present
colors in the beach
resort to empower the
new brand
4. Rebrand the resort
through the usage of
influencers trying out
the new amenities and
services the resort
has to offer.

ACA #2 Enhanced ● Increase customer

Customer Experience retention
1. Develop a ● Boost customer
personalized website lifetime value
that has customer ● Builds brand loyalty
feedback loop ● Impacts brand
(chatbot) reputability
a. Develop an ● Can give companies
omnichannel a competitive
experience for advantage
customers
b. Deliver
personalization
where customers
can customize
their packages
upon reservation
c. Encourage
proactive
experiences from
customers by
engaging them in
social medias
 2. Use data and
analytics to measure
customer experience
a. Satisfaction survey
b. Insite surveys

ACA #3 Company  Increase

Restructuring Efficiency
1) Replace or re-  Provide excellent
assign employees services
in which are not  Removal of the
efficient at their rotten tomato of
job. the group
a. Perform  Can build
due customer
diligence satisfaction upon
amongst the hiring or
the shuffling of
employees employees
through
surveys
b. Study the
performanc
e of its
employees
2) Create new
departments
a. Create a
new
department
in which is
necessary
for the new
manageme
nt such as
separate
the PR
from the
Marketing
department
.

IV. Conclusion
 Starting with a bad brand image is not the most ideal way to launch a
newly renovated resort. However, the such may be mitigated into
something that can be used as a marketing advantage for the resort. The
renovation may used as a gateway for widespread promotion of the resort
as well as the company rebranding can play a big role in getting rid of its
old brand image.

V. Recommendations

We would like to recommend all the courses of action listed above,

however in order. The first course of action be taken should be the
company rebranding. Having the resort rebranded a new persona will
emerge from it, the old and bad brand image from before can be washed
away if the rebranding is done successfully. Second, company
restructuring must take place to ensure the quality of service of the new
brand that will be launched and promoted. And after all of this things, if the
rebranding and restructuring be successful; the company may focus on
enhancing customer satisfaction.

30-60-90 Plan

Link for diving site map:

https://www.wheninmanila.com/wp-content/uploads/2015/01/samal-divemap_blogie.jpg

Data on Tourists Arrival in Samal

https://www.mindanews.com/top-stories/2015/08/number-of-foreign-visitors-to-samal-
doubles-in-2014/

Day Tour
2013 - 337,794
2014 - 423,459
Over Night
2013 - 187,793
2014 - 256,605

*Naa sa shared drive ang data (PDF) as of July 2021

Things to do: Recommendations

Sample Website with chatbot,
Sample Advertisement
Sample Amenity Placement
New Packages consistent with rebranding