STRATEGIC

BUSINESS ANALYSIS
BRIEFAR
FOR:

M
PRIVATE
RESORT
 PRESENTE
D BY:
Caballa, Kyla
PRESENTE
Janelle D.
D TO: Caliwag, Efren Jr.
DR. JURIS PONIO P.
CARMELA CUNAN, David, Marinel
MBA, LPT Nicole L.
MA. JENALYN Diaz, Aldrin G.
FLORES, MBA Hermosa, Dana
Erika B.
Mendoza, Charlon
COMPANY
BACKGROUND
HISTORY
The resort has some history to look back
before its inception. They bought the lot in
the year 2000 for agricultural purposes
until recently on November 2018, finally
transformed it into a private resort. The
place according to the married couple only
served as a paradise for the children they
feed in Barangay San Juan Nepomuceno,
Betis, Guagua, Pampanga every second
Sunday of the month. They just wanted to
bring smiles upon the faces of the children
and the joy they get in doing so
VISION
To be part of the lives of
our guest by giving them
the best service we could
offer and by consistently
developing our resort and
services offered.
MISSION
BrieFarm Private Resort will
operate to the best level it
can in terms of providing
services to its valued
customers not only in Betis
but also in other
municipalities of
Pampanga.
GOALS
Delight customers by
improving customer service.
To be known all over the
municipality.
Increase the profitability.
Make developments and
possible expansions
OBJECTIVES
Hire additional employees and
conduct training for at least 2
months.
Create additional promoting
strategies in 5 months.
Earn at least 10% increase and
above in the next 10 months.
Innovating products and services in
12 months.
 STRENGTHS WEAKNESSES
1. Affordable 1. Not easily accessible

S W
2. Accommodating owner and 2. Lack of rooms/facilities
staff
3. Ambiance 3. Unestablished rules and
4. Other kinds of services regulations

THREATS
OPPORTUNITIES
1. Summertime
2. People’s extensive use of
social media
O T 1. Natural calamities
2. Insatiable customers
3. Emerging and existing
competitors
 STRENGTHS WEAKNESSES
1. Affordable 1. Not easily
SWOT 2. accessible
Accommodatin 2. Lack of
MATRIX g facilities/rooms
owner and 3. Unestablished
staff rules and
regulations
OPPORTUNITIE 3. Ambiance
S S3O1
4. Other kinds W2O1
of services
1. Summertime
2. People’s S4O2 W1O2
extensive use of
social media
THREATS S1T3
W1
1. Natural
calamities S2T2 T3
2. Insatiable
customers
S4T3 W2
3. Emerging and
existing T3
 BCG
MATRIX
CATERING
SERVICES
BRIELICIOUS

OVERNIGHT
NIGHT
DAY SWIMMING
SWIMMING
SWIMMING
 ANSOFF
MATRIX
Market Penetration
Determining the appropriate
marketing strategy for a business is
very important. In the case of
BrieFarm Private Resort, from the
four quadrants of Ansoff Matrix, the
most appropriate one is the market
penetration. Market penetration
pertains to marketing existing
products in existing markets to
increase market share.
INTERNAL FACTOR
EVALUATION
KEY (IFE)
INTERNAL WEIG RATIN WEIGH
FACTORS HT G TED
SCORE
STRENGTHS      
Affordable 0.15 4 0.60
Accommodating owner 0.18 4 0.72
and staffs
Ambiance 0.13 3 0.39
Other kinds of services 0.17 4 0.68
WEAKNESSES      
Not easily accessible 0.15 1 0.15
Lack of rooms/facilities 0.12 1 0.12
Unestablished rules and 0.10 2 0.20
EXTERNAL FACTOR EVALUATION (EFE)

KEY EXTERNAL FACTORS WEIG RATI WEIGH

HT NG TED
SCORE
OPPORTUNITIES      
Summertime 0.22 3 0.66
People’s extensive use of 0.16 2 0.32
social media
THREATS      
Natural calamities 0.20 2 0.40
Insatiable customers 0.18 3 0.54
Emerging and existing 0.24 2 0.48
competitors
ETITIVE PROFILE MATRIX (CPM)
    BrieFarm David’s Villa Azucena Cattleya Garden
Private Resort Private Resort Hotel and Resort Villas
CRITICAL WEIGHT SCORE WEIGHTED SCORE WEIGHTED SCORE WEIGHTED SCORE WEIGHTED
SUCCESS SCORE SCORE SCORE SCORE
FACTORS
Price 0.20 4 0.80 2 0.40 3 0.60 3 0.60
Competitivenes
s
Accessibility of 0.21 2 0.42 1 0.21 4 0.84 3 0.63
location
Market Share 0.22 3 0.66 2 0.44 4 0.88 3 0.66
Online 0.17 3 0.51 1 0.17 2 0.34 4 0.68
Presence
Brand 0.20 2 0.40 2 0.40 3 0.60 3 0.60
Recognition
TOTAL 1.0   2.79   1.62   3.26   3.17
PES
POLITICAL
ECONOMIC
SOCIAL
TECHNOLOGICAL
LEGAL

ANAL
TL
POLITICAL FORCES
is an activity related to
government policy and its
administrative practices that can
have an effect on something. Most
business operators will keep a
watchful eye on any political
factor, such as new legislation or
regulatory shifts, which could have
a substantial impact on how their
company operates and its bottom
ECONOMIC FORCES
are the fundamental data about
the market and economy taken
into consideration when an
investment or business value is
calculated.
SOCIAL FACTORS
are any variable which arises
from culture, environment,
community, family, organization,
society, government, the state, the
media, technology, religion,
ideology, discourse, language,
communication, and which
influences the individual to think
and act in a certain way.
TECHNOLOGICAL FACTORS
are variables that are being
used for evaluating available
alternatives with respect to
technological capabilities.
LEGAL FACTORS
are external factors which refer to
how the law affects the way
businesses operate and customers
behave.
 MICH CURREN
PORT T FUTURE
AEL
5 SITUATI
ER’S SITUATIO
MO
FORC N ON

DELES
Bargaining
Bargaining
Threat
Rivalry of
Among
Threat of
Power
Power
New
of
of
Substitute
Existing
Entrants HIGH
LOW HIGH
LOW
Competitors
Buyers
Suppliers
Products
 BrieFarm
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In
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THANK YOU!!