SPACE Matrix

7
Internal Strategic Position External Strategic Position
6
Financial Position (FP) Stability Position (SP)
5
4 ROA -3 Technological Changes
4
6 Revenue -3 Price Elasticity of Demand
Axis Y

5 Sales Growth -2 Competitive Pressure 3

2 Aggressive
3 Cash Flow -2 Rate of Inflation
4.5 Average -2.5 Average 1

Total Axis Y Score: 2 0

-7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7
Competitive Position (CP) Industry Position (IP) -1

-4 Market Share 7 Financial Stability -2

-3 Product Quality 3 Ease of Entry unto Market -3

Axis X

-4 Customer Loyalty 7 Resource Utilization -4

-1 Product Diversity 6 Profit Potential -5

-3 Average 5.75 Average -6
Total Axis X Score: 2.75 -7
BCG Matrix
 The Total IFE Weighted Scores
Strong Average Weak
4.0 to 3.0 2.99 to 2.0 1.99 to 1.0

IE Matrix 4.0 I II III

High

3.0 IV V VI

The
EFE
Total Medium
Weighted
Scores

2.0 VII VIII IX

Low

1.0
Grand Strategy Matrix
QSPM
Website Design
Corner Redesign
Improvement
Strengths Weight AS TAS AS TAS
The staffs are equipped to use the manual
0.04 0 0.00 0 0.00
1 system in case of server problems and the like.
2 Employee empowerment 0.05 2 0.10 3 0.15
3 Aggressive marketing strategy. 0.09 4 0.36 3 0.27
4 Partnering with online-travel agencies. 0.07 4 0.28 0 0.00
Market research is conducted once or twice a
0.07 4 0.28 3 0.21
5 year.
6 They are a highly liquid company. 0.02 3 0.06 4 0.08
7 Seek ways to reduce waste 0.02 0 0.00 0 0.00
Quarterly evaluation for staffs, regular
0.06 0 0.00 0 0.00
8 meetings for improvements
9 Strong ties with suppliers 0.03 0 0.00 0 0.00
10 Constant communication among employees 0.06 0 0.00 0 0.00
QSPM
Website Design
Corner Redesign
Improvement
Weaknesses Weight AS TAS AS TAS
1 No additional benefits given to employees. 0.03 0 0.00 0 0.00
2 No proper segregation of duties. 0.06 0 0.00 0 0.00
3 Misleading marketing campaigns 0.07 4 0.28 2 0.14
4 Low profit margin 0.03 2 0.06 1 0.03
5 Old rooms are not in peak shape 0.08 1 0.08 4 0.32
6 Quality control measures are inconsistent 0.03 0 0.00 0 0.00
7 Overbooking 0.04 2 0.08 3 0.12
8 High cost of operations 0.04 0 0.00 0 0.00
9 Location in Cebu 0.06 0 0.00 0 0.00
There is a significant lag in repairing and
0.05 0 0.00 0 0.00
10 maintaining facilities.
QSPM
Website Design
Corner Redesign
Improvement
Opportunities Weight AS TAS AS TAS
1 Emerging tourism sites in Cebu 0.09 2 0.18 3 0.27
2 Existence of travel agencies and other
0.06 0 0.00 0 0.00
intermediaries in Cebu
3 The rise of middle class in the Philippines 0.05 3 0.15 4 0.20
4 Opening of Mactan International Airport 2 0.08 0 0.00 0 0.00
5 Existence of Universities and Colleges
0.05 0 0.00 0 0.00
providing hospitality and tourism programs
6 Rapid technological advancement 0.04 4 0.16 3 0.12
7 Emergence of online reservations and booking 0.07 4 0.28 2 0.14
8 Increased use of digital strategies for
0.05 4 0.20 2 0.10
advertising and promotion
9 Cebu Economy is seen strong in 2019 0.04 3 0.12 4 0.16
10 Weaker Peso than Dollars 0.03 0 0.00 0 0.00
QSPM
Website Design
Corner Redesign
Improvement
Threats Weight AS TAS AS TAS
1 Possible travel advisory from other countries 0.04 0 0.00 0 0.00
Pressure to be "GREEN" by Environmental
0.03 0 0.00 0 0.00
2 pressure groups
Continuously changing customers’ needs and
0.05 3 0.15 4 0.20
3 demands
4 High inflation rate 0.03 0 0.00 0 0.00
5 New Competitors entering the market 0.06 3 0.18 4 0.24
Competition with hotel industry substitute like
0.08 3 0.24 4 0.32
6 Airbnb
7 Natural Disasters 0.04 0 0.00 0 0.00
8 Air Pollution 0.02 0 0.00 0 0.00
9 Implementation of TRAIN Law 0.05 0 0.00 0 0.00
10 Social Remuneration Tax of P10 per customer 0.04 0 0.00 0 0.00
STAS 3.24 2.35
KRA-PI-S

PERFORMANCE
KEY RESULT INDICATOR
OBJECTIVES STRATEGIES
AREAS TARGETS
2021
HUMAN RESOURCE
 To lower down  Percentage  Three percent  Add employee
turn-over rate by change of turn- decrease in the benefits aside from
3% at the end of 3 over rate employee turn- the government
years over rate of mandatory benefits
Castle Peak required by law
Hotel
KRA-PI-S

PERFORMANCE
KEY RESULT INDICATOR
OBJECTIVES STRATEGIES
AREAS TARGETS
2021
OPERATIONS
 To lower down  Budgets and  A favorable total  Diversify its supply
operating costs by Variance Analysis cost variance chain to provide
0.505% at the end of Operating (total actual cost multiple channels
of 3 years Costs lesser than the from which to choose
total budgeted the best raw materials
amount) for the lowest price
(efficiency)
KRA-PI-S

PERFORMANCE
KEY RESULT INDICATOR
OBJECTIVES STRATEGIES
AREAS TARGETS
2021
FINANCE
 To increase profit  Return on  Five percent  Better negotiate its
by 5% at the end of Investment (ROI) increase on the terms of debts,
3 years Return on specifically its cost of
Investment debts and finance
charges
KRA-PI-S

PERFORMANCE
KEY RESULT INDICATOR
OBJECTIVES STRATEGIES
AREAS TARGETS
2021
MARKETING
 To increase the  Percentage  Twelve percent  Improve website
number of guests change in the increase in the design and
by 12% at the end occupancy rate or occupancy rate accessibility
of the 3 years bookings within the
capacity  Re-design the rooms
constraints of according to the
room availability foreign countries and
its cultures
 S-P-A-T-Res
STRATEGIES PROGRAM ACTIVITY TASK RESOURCES
 Add employee  Scholarship  Call a meeting to set  Owners: the IRR must  P2,000,000
benefits aside Program the implementing be finalized within 10 minimum
from the rules and regulations days from the meeting fund
government
mandatory  Keep track of the  Human Resource Head:
benefits number of years that shall submit a list of
required by the employee has employees, if there are
law served the company any, that can avail the
program yearly
 Allocate an amount
for the scholarship  Finance Head: must
submit a budget for the
program within a month
 S-P-A-T-Res
STRATEGIES PROGRAM ACTIVITY TASK RESOURCES
 Diversify its  Smart  Look for possible  Logistics Officer: shall  Ideas from
supply chain to Choice suppliers that could submit the short list of the officers
provide meet the demands of possible suppliers in two and owners
multiple the company weeks after the meeting
channels from on this matter
which to  Choose suppliers
choose the best with the lowest cost  Owner: shall submit the
raw materials but of excellent chosen list in 3 days
for the lowest quality upon receipt of the list
price of possible suppliers
(efficiency)
 S-P-A-T-Res
STRATEGIES PROGRAM ACTIVITY TASK RESOURCES
 Better  Pakighinabi  Compare the costs of debt and  Owners and  Budgeting
negotiate its finance charges of banks or Finance and
terms of debts, other financial institutions that Head: shall negotiating
specifically its are willing to provide loans make a skills of
cost of debt decision in 3 Finance Head
and finance  Only accept loans with days after and Owners
charges reasonable costs of debt and deciding how
finance charges to finance
 Exhaust all other alternatives in their
financing first before resorting operations
to long-term loans
 S-P-A-T-Res
STRATEGIES PROGRAM ACTIVITY TASK RESOURCES
 Improve  Website  Hire competent  Human Resource: shall hire  P50,000 for
website design Developmen web designer before the end of July 2019 developing a
and t Program design
accessibility  Marketing Head: shall
submit their findings on  P10,000 per
customer needs in a month year for
 Modify website  Web designer: shall finish
maintenance
according to coding before the end of the
customer needs year
 S-P-A-T-Res
STRATEGIES PROGRAM ACTIVITY TASK RESOURCES
 Re-design the  Como en  Hire competent  Human Resource: shall hire  P100,000
rooms casa people for the before the end of the year commission
according to design of for interior
the foreign individual rooms  Marketing Head: shall designer team
countries and submit their findings on
its cultures  Modify existing customer needs in a month  P2,500,000
rooms according for
to assigned  Interior designers: shall remodeling
themes submit their plan in a month materials
after hiring