III.

ACKNOWLEDGEMENT
This services marketing plan cannot be done without the help
and support by various people. I would like to thank the Almighty God
for the spiritual strength, guidance, knowledge and wisdom He has
bestowed upon me to be able to work and finish this marketing plan.
Second, I would also like to thank Mrs. Evangeline Reyes, who spoonfed us from the very start of this semester to finish this marketing plan.
In addition to this, I would also like to acknowledge the presence of my
family especially my sister Brenz Erica Lingat (Marketing head of the
Orchard Golf & Country Club), my friends for guiding me accordingly
especially to Ronald Bryan Balicudiong who assisted me along the way.
Last but not the least, my other half Ms. Patricia Ysabel Endozo, who
motivated, supported and gave me focus in finishing this final product.
Thank you and this services marketing plan would not be done without
these individuals.

- L.M. Rizalde

IV. EXECUTIVE SUMMARY

The Orchard Golf & Country Club, one of the leader in the
country club industry in the southern Manila, is set cross boundaries as
it campaign digitally to the era of technology. This innovation will take
the brand to advance the competition and set a benchmark as the
ambassador inside the industry.
Alongside with the traditional marketing arsenal of the brand,
The Orchard Golf & Country Club is set to take the game in the next
level. It submerges the brand to a different dimension as it takes off
with the perfect ingredients in marketing and enhancing quality
services. This reinforcement services marketing plan is strictly
designed to improve, develop and reach the market in the most
accessible and convenient way. The development of application is one
of the best investments that will give real-time notification, interactive
and responsive application that will cater the concerns and needs of
the market. While the reengineering of the website gives the brand a
more informative, eye-catching and responsive that web visitors will
enjoy. Thus, strategically speaking enhancing sales with the mixture of
augmented reality will put the brand as the first class digital country
club in the market. As it also provides mouthwatering experiences
through brand trials, which is sought to help the prospect market in
deciding for the membership purchase.
This services marketing plan is set to give Orchard Golf &
Country Club its way to be on the top of the competition. It is strictly

designed and polished with the concerns of the brands marketing

department.

V. DEFINE THE STRATEGY

A. Assessment
The Orchard Golf & Country Club is at the top of competition
when it comes to the country club industry located in the southern
Manila. For the past decades, this country club had been offering
world-class services to its members, which includes exclusive perks
and privileges that cater most interest of its members. Now on its 20 th
year, the Orchard Golf & Country Club is on progressive development
of reengineering its processes that is sought to help them in upcoming
years.
B. Goals
1. Facilities and Service Development
It is necessary to consistently provide world-class services to the
customers and the proper way to do it is to consistently improve the
facilities and personnel of the Orchard Golf & Country Club.
2. Digital Portal
Digital Portal is necessary due to the technological development
of the world has to offer. This will help the brand to be more accessible
to its market and likely to be more interactive with them. This is a

mixture of facilitating and enhancing supplements to the quality

products and services offered by the brand.
C. Strategy
1. Facilities and Service Development
Facility and assistance for PWD and Senior Citizens
Noticeably, the Orchard Golf & Country Club lacks ramps and
elevators for visiting PWD and Senior Citizens. Member or nonmember, it is necessary for the brand to accommodate and treat
people nicely especially these PWD and Senior Citizens. Therefore,
installation of elevators and ramps will provide convenience to visitors.
If necessary, assisting personnel will also provide ease to the visitors.
This will enhance the services of the brand as it seeks readiness to
pursue assistance to the valued customers.
Banners, signage and development of other facilities
Aside from the golf course, the Orchard Golf & Country Club also
offer different functional facilities. Though members dont often use
these facilities as much as the golf course but then it is necessary to
keep these facilities in order because it is still part of the brand
offering. Likely, the Orchard Golf & Country Club must be able to
provide banners and signage on whereabouts of these facilities. It
enhances the brands products and services as it provides convenience
and likely, consistency of the brand.
2. Digital Portal
Orchard Mobile Application
Most of the businesses have developed new ways to cope up
with their market. It is necessary especially with service-based industry
to innovate along with the technology of today. Therefore, a mobile
application is one of the best ways to accommodate the market needs.

For instance, this mobile application will help the brand to be most
accessible for its market or members whereas, these members could
book a reservation, inquire or notify through the Orchard Mobile
Application. It could be further develop into an interactive forum for
members and as well as a straight access to customer service. It gives
convenience to both party especially it lessen the traffic time and
waiting time of members in acquiring the services. This is mobile
application is an electronic channel that delivers supplement to
enhance the services offered by the brand.
Website and Social Media Site Activity
To fully utilize the brand the delivery of the brand, the Orchard
Golf & Country Club must be consistently active in both social media
and website. This strategy provides an overall marketing the brands
products and services. Thus, delivery of articles, posts and other
relative use of this activity must be consistent to brands theme or
campaign and qualitatively checked by a marketer or a digital
marketer before activating. This is a facilitating supplementary service
of the brand, which adds value to the brand and its products.
D. Measurements
Digital Portal
Orchard Mobile Application
Reach 1,000 downloads by the end of 2017
Continuous functional for 3 months from its launch date
Website and Social Media Activity

Reach 3,000 social media followers by the end of 2017

Reach 50,000 organic post reach
Reach 5,000 post engagement in all social media sites
5,000 monthly website unique visitor
10,000 monthly website views

E. SWOT Analysis

Strengths
World class facilities
Exclusive location
Well trained staff and personnel
Eco-friendly environment
Accessibility
Lifetime Membership
3rd generation family members

membership access
International affiliation
Builds relationship within

members
Other functional facilities aside
from the golf courses
Opportunities

Weakness
Premium membership and

amortization fee
High maintenance standards
Low social media presence
Limited modes of public

transportation
Non-members couldnt fully
utilize its facilities

Threats

May serve as an alternative for

Yearly inflation handicaps

weekend getaways due to the

potential customers from

traffic congestion in the metro.

Upscale development in the

coming to the establishment.

Increasing number of

area may result to potential

competition can saturate the

market thus making it more

market.
May help develop Filipino golfers

to be world class athletes

May host another international

clients.
Brand identification due to the

difficult to retain and gain new

competition such as PGA

use of two different brand logo

VI. BUSINESS ENVIRONMENTAL ANALYSIS

A. PEST Analysis
Political
The current administration may dramatically affect the Orchard
Golf & Country Club to accrue more expenses especially noting that
there are possible revision of the Philippine law. In addition to this, the
administration is pushing towards to non-contractual employment,
which may later result in regularization of all employees. Due to the
current administration, the local government operations are also
affected whereas everything is taken fairly, evenly and transparently.
This may affect the company especially in urgent times since the
government strictly discouraging special treatments. Whether the
company likes it or not, the Orchard Golf & Country Club must abide
the law provided by the government to fully function as a corporation
and to at least, kept its records clean.

Economical
Due to the transition of the administration, the economical
standing of our country had been disarranged. There are a lot of
changes that affect the different factors of the countrys economy,
which also affect corporations such as the Orchard Golf & Country
Club. The fluctuation of the Philippine peso may affect the prospect
market, if the monetary rate continuous to fall. While the possible take
over in revising the laws may affect the tax due paid by the
corporation. On the other hand, if the regularization takes place the
company will be oblige to pay more taxes.
Sociocultural
Since the Orchard Golf & Country Club location is strategically
placed nearby different towns and cities of Cavite, the cultural
ambiance outside of its premises is a mixture of sub-urban and
provincial culture, which is also retained inside the country club. But
due to the rampant development nearby, the sociocultural of Cavite is
starting to be influenced by a different approach. This may be a factor
in the next few years and adapting the twist would be the most
necessary move for the Orchard Golf & Country Club.
Technological
In todays generation, it is necessary for businesses to be
innovative

along

with

the

development

of

technology.

These

technologies play a huge factor in enhancing and facilitating the needs

of the brand while supplementing the products and services offered.
Thus, implication of technology will benefit the Orchard Golf & Country
Club to access a broader network while vice versa for its market.
Sooner or later, the competition toward marketing brands, products
and services will rely more on the electronic channels than the
traditional.

Business Issue

Possible Marketing

Resources

1. Inconsistency of

Strategy
Establishment

brand logo
2. Social Media and

brand logo
Revamp
of

Website activation

media

3. Facilities and

website
Reengineering of sites Banners, signage and

service development

and enhancing overall personnel training

offering

of Graphic artist
social Digital marketer and

sites

and programmers

through

supplementary
services

VII. MARKET PROFILING

A. Industry Analysis
Identifying the competition in a lifestyle-based industry such as
country clubs is difficult. Since these country clubs are not located
within the same area, the overall basis of a brand is through individuals
who have felt, experienced and spent their time inside these country
clubs. Yet, one may never compare nor contrast these country clubs
because there are arguably different factors, which are sought by
individuals why they prefer this to the other. Likely, the competition

inside this industry may not be as strong and progressive like the
others yet it is clear to say that the competition between one another
have gone a long way since its establishment.
Threats of New Entrants
Threats of new entrants in such industry are meaningless at
some point. Established brands such as the Orchard Golf & Country
Club have a lot of factors to be dealt with by the new players. In this
kind of industry, it is unnecessary to be scare big players who have
established themselves for quite some time. As a matter of fact, threat
of new entrants would not matter since members of the Orchard Golf &
Country Club have power to enjoy the lifetime service offered by the
brand.
Bargaining Power of Buyers
As said country clubs location are not settle beside one another
but rather kept distanced to the competition. It is needless to say that
the bargaining power of buyers is a capable force that would affect the
brands operation. Yet, it would just strengthen the brand since there
are not much country clubs nearby that offers the same offering as the
Orchard Golf & Country Club.
Bargaining Power of Suppliers
In the current situation, where the Orchard Golf & Country Club is
located, the bargaining power of suppliers is progressive and powerful.
Which squeezes the Orchard Golf & Country Club to be in the middle of
something bigger. Yet, the developing competition between the
Orchard Golf & Country Club and the developing area of Ayala doesnt
talk about the country club industry but rather the real estate industry.
There is a chance for Ayala to totally dismantle the Orchard Golf &
Country Club by offering substitute or by taking over the shares of the

brand while there is also a chance for the Orchard Golf & Country Club
to be reinforce and benefit from the upscale development.
Rivalry
The rivalry in this industry is difficult to identify since most of the
country clubs are settled and distanced from one another. It is hard to
compare or contrast since one may prefer over the other due to a
simple reason like accessibility because it may be close to his or her
house. Therefore, in conclusion to this, the rivalry is much inexistence.
Substitute
Golf is probably the finest sport offered by the Orchard Golf &
Country Club. It is impossible to have substitute especially for an
upscale market, which composes of a wealthy people businessmen
and golf enthusiasts. Especially, knowing that golf is a sport used to
build a healthy network that composes of these wealthy people.

VIII. FORECASTING
According to the porters five forces, the country club industry is
profitable in the long run since the most of the variables have not

prove enough forces to diminish competition. The brand is at least at

its peak of profitability as substitutes are the only matter that could
affect the brands operation. Thus, these substitutes are indirectly
competing to the brands primary offering since it caters different
markets.
At some point, the brand profitability is proven through the
rivalry of competition since in such industry, competitors are located
and designated afar from one another. Likely, the bargaining powers
prove indistinctively weak, as these country clubs seemed to offer
differently in comparison to other service business industry. While the
threat of new entrants, would not matter due to the fact that brand
offerings inside the industry portrays lifetime ownership of rights and
privileges of the brand.

IX. SERVICES MARKETING MIX

A. Products & Services

The Orchard Golf and Country Club is a private owned company

under the Sta. Lucia Realty & Development. It is known for the 1995
Johnnie Walker Classic and the 1996 Johnnie Walker Super Tour, which
are international competition that took place in the Palmer course. The
quality and serene design of the Orchard Golf & Country Club provide
its members the ease to relax and focus. The beautiful scenery is
composed of mango trees and sanctuary made for wildlife animals. It is
designed to be environmental friendly to retain the beauty of Cavite as
a paradise of the past.
Aside from its 18-hole golf course, the Orchard Golf & Country
Club also offer other facilities that caters interest of its market. The
brand offers variety-sporting facilities, which members may enjoy.
Alongside to its offerings, the brand also provides dining room, theatre,
pro shop and hotel rooms to cater member needs and wants. In
addition to the brands perks and privileges, an international affiliation
of the membership entitles the members to freely access country clubs
from the other country. Lastly, the brand acknowledges the members
family, which also has full access to the brands offerings.

B.

Place
Distribution Channel
The Orchard Golf & Country club primarily uses physical channel

in distributing their products and services to the market. While the

brand uses both to physical and electronic channel in delivering
requirements, information and other relative need of the prospect
market.
C. Price
Golf Rates
Weekday Tourist Green Fee: 18-holes
(Tourist Rates)
Visitor / Unaccompanied

Php 3, 500.00

Weekday Local Guest Rates: 18-holes

(Filipino or Foreigners with Alien Certificate
of Registration card)
Regular (Before 9:00 am)
Special (9:01 am to 12:50 pm)
Twilight (1:00 pm onwards)
Senior Care / FPASGI Member
***Must be accompanied by an Orchard

Php 1, 800.00
1, 500.00
1, 200.00
900.00

Member***
Sta. Lucia Affiliate Member
***Proprietary Member of the Affiliate

900.00

Club***
Weekend Green Fee: 18-holes (Tourist
Rates)
Visitor / Unaccompanied
Filipino or Foreigner with Alien Certificate of
Registration card
Sta. Lucia Affiliate Member
***Proprietary Member of the Affiliate

Php 4, 500.00
3, 200.00
1, 600.00

Club***
Junior Golf Rate: 18-holes (Member of
Jungolf Foundation of the Philippines)
Weekday (For 18 years old and below only)
Weekend (For 18 years old and below only)

Php 500.00
900.00

Golf Cart Fee

Guest
Member
Senior or Senior Care / FPASGI Member

Php 900.00
700.00
600.00

Others
Environmental Fee (Member / Guest)
Php 20.00
Hole-in-one (Guest)
50.00
Hole-in-one (Member)
20.00
Golfers Insurance (Guest)
30.00
Golfers Insurance (Member)
10.00
On the other hand, here are the rates for the other sporting facilities
for non-members. While members may use these sporting facilities for
free.

***Bowling is not included***

Membership Pricing is at 250,000 php, with the estimated
final price at around 350,000 php inclusive of tax and other
expenses.
Monthly amortization for members is 5, 500 php.
Rental of other facilities varies depending the season
Acquisition of other services such as parlor, restaurant and
spa is only applicable to members. Prices vary according to
the kind of services availed.
D. Promotion
Print Ads

Social Media & Website

E. Process
Membership Acquisition

Registration

Acquisition
of
Membership

Screening
of
Application

Payment of
Fee

Interviews

Member
Endorseme
nts

F. People
General Manager Responsible for the overall operation of the
country club. Oversee each and every department.
Marketing Department Responsible for promotions, internal and
external public relations and brand activations.
Human Resource Department Responsible for acquiring members
concerns, feedbacks and ideas.
Front Desk Personnel Responsible for the services booking and
reservation of the members.
Golf Administrators (Range Servants)

- Responsible for the

cleanliness of the golf course and golf ranges.

Restaurant Staff Responsible for the food services and overall
restaurant function.
Information Technology Department Responsible for the server
maintenance and overall welfare in keeping the database of the
Orchard Golf & Country Club

G. Physical Environment
The Orchard Golf & Country club is located at the boundary
between Imus and Dasmarias with two different entrances for the
best convenience of its market. The brands location is strategically
designed to cater market from different places. The place is accessible
through different routes and already has provided new entrance areas
for its upcoming market in the coming years. Overall, the location and
placement of the brand in between two different towns benefited the
brand to be at least the most reliable and accessible golf course in the
South.

H. Positioning Statement
The Orchard Golf and Country Club is a prominent golf club
appealing to those golfers who want country club quality facilities,
services, and programs that can satisfy their preferences and desires
when it comes to golf courses. The Orchard itself is positioned as the
world-class golf course due to the fact that the golf course is designed
by the two legends of 18-hole championship game, Arnold Palmer and
Gary Player. Also, it was used to conduct 1995 Johnnie Walker and the
1996 Johnnie Walker Super Tour and many prominent golfers came to
the venue.

X. RESOURCES IDENTIFICATION
Name /
Department
IT Department

Deliverable

Date

Dependency

Website revamp January 2017 to Website

and application June 2017

reengineer and

development

application
development

Marketing

Print

Ads

Department

Promotional

and updates
and January 2017 to Promotion
June 2017

Tools

the

of

website,

application,
events and the

Human

Survey

Resource

feedbacks

for May

to

2017

Department

brand overall
June To
allow
the
members

to

rate the brand

General

accordingly
Overlooking the January 2017 to Guiding
the

Manager

operations

June 2017

different
department
accordingly

XI. TRAINING SALESFORCE

A. Competitor Analysis
1. Competitor Profile
Manila Southwoods Golf & Country Club
The Manila Southwoods Golf & Country Club is currently owned
by the Megaworld Corporation. It was one of the latest acquisitions of
the brand. The country club is located at Carmona in Cavite with 131
hectares of area. Aside from golf, the Manila Southwoods Golf &
Country Club also offer dining room, banquet hall and tee houses.
Eagle Ridge Golf & Country Club
The Eagle Ridge Golf & Country Club is also owned by Sta. Lucia
Real Estate Corporation. It is one of the many country clubs owned by
the brand. The country club is located at General Trias in Cavite with
128 hectares of area. Aside from golf, the Eagle Ridge Golf & Country
Club also offer dining room, recreational facilities such as sporting
facilities, spa, sauna, gym and so much more.

2. Competing Features
Features

The Orchard

Manila

Eagle Ridge

Golf

18 holes

Southwoods
18 holes

18 holes

Course
Location
Area Size
Review

Dasmarias
7067 yards
74.4

Carmona
7152 yards
74.1

General Trias
6990 yards
70.5

Rating
Source: golfadvisor.com

3. Competing Market Selection

Characteris
tics
Geographic

The Orchard

Manila

Eagle Ridge

Southwoods
The geographical The geographical The
markets

of

the markets

Orchard
people

of

the geographical

are Manila

markets of the

residing Southwoods

are Eagle Ridge are

in nearby areas people residing in people residing

such as Bacoor, nearby
Imus,

such as Laguna, such

Dasmarias
etc.

areas in nearby areas

and Muntinlupa

It

and Tagaytay, Trece

is Cavite. The area Martires,

accessible in any is least accessible Amadeo,

mod

as

of for

transportation.

The

public province

commuters

but Batangas

of
and

most accessible if etc.

Demograph
ic /
Socioecono
mic

Psychograp
hic

Upper Class A

coming

from It is accessible

Manila.

with any mod of

Upper Class A

transportation.
Upper Class A

Male, Female and Male, Female and

Male, Female

LGBT

LGBT

and LGBT

College, Masters

College, Masters

College,

or Doctor Degree

or Doctor Degree

Masters or

graduate

graduate

Doctor Degree

Ages 40 above

Ages 40 above

graduate

Hobbyist

Hobbyist

Ages 40 above
Hobbyist

Networker

Networker

Networker

Businessmen

Businessmen

Businessmen

Family Oriented

Luxury Oriented

Family Oriented

Luxury Oriented

Lifestyle

Luxury Oriented

Lifestyle

Lifestyle

B. Brand Target Market

Primary Target Market
1. Male, Female and LGBT
2. Ages 40 and above
3. Belongs to upper class A with an average monthly salary of
200,000 php
4. Residing within the area of Cavite.
Secondary Target Market
1. Male, Female and LGBT
2. Ages 30 and above
3. Belongs to upper class A with an average monthly salary of
100,000 php
4. Residing within the cities of Las Pias, Muntinlupa, Pasay and
Paranaque, provinces of Laguna and Batangas.
C. Salesforce Strategies
The Orchard Golf & Country Club selling strategy is to allow
prospect market to experience the brand through a different approach
of a sales kit, which is sought to include an augmented reality and a
first-hand experience through a half-day tour and trial inside the
Orchard Golf & Country Club.
1. Provide an updated sales kit for the brand, which will be used for
direct selling
2. Brand experience trial for prospect markets
3. VIP treatment to prospect markets since the prospect market
belongs to upper scale market.

XII. BUDGETING
Collaterals / Schemes
Application development
Website development (hosting, domains and

Budget
80, 000.00 php
100, 000.00 php

storage)
Training & Seminars for Personnel
Print ads, banners and signage
Redesigning of the area (with

60, 000.00 php

30, 000.00 php
200, 000.00 php

elevator

installation)
Gala Event

70, 000.00 php

Total

540, 000.00 php

XIII. EXECUTION
Element

Date Due

Responsible

Issue

Functional
Website

Department
1st to 4th week of Information

BETA trial of the

Revamp

January 2017

Technology

newly designed

Department

website.

Must

be

fully

functional
before

the

2nd

week
Launching

of 2nd

week

of Information

of

February
Full version of

newly designed February

Technology

website

Marketing

website must be

Department

launch

via

social media

& the

responsive

2nd
Application

1st

Development

February to 1st Department

week

of Information

week of April

on

the

week

of

February.
Application
& development to

Marketing

fully utilize and

Department

cater the need

of

the

members. Must
be functional by
the 1st week of
March.
Prototype
testing for bugs
and errors will
be until the 4th
nd

Orchard

Application

March

week

of Marketing
Department

Teasers

week of March
Teasers for the
brand
application

will

be promoted via
social

media.

Print ads must

be
before
Orchard

rd

3 week of April

Marketing

submitted
the

1st

week of March
& Full

Application

Information

downloadable

Launch on App

Technology

version

Store

Department

of

and

launch
the

Google Play
Gala Dinner 1st week of May

Marketing

Event

Information

release

of

the

Orchard

Technology

application

to

Application

Department

the members of

Human

Orchard
To

Resource

feedbacks

Department

about

for

Launch
Conducting

the

of 3rd week of May

Survey

application
& First
public

gain
the

application,
brand

and

current

its

image

on the mind of
Marketing,

the members
To
further

based on survey

Human

improve

results

Resource

brand

Planning

st

Stage 1 week of June

Department

the

& experience

General

of

the members

Manager
XIV. RISK ANALYSIS
Perceived Risks
1. Launching of full version of revamp website.
2. Launch date of downloadable Orchard Application on Google Play
and App Store was not met.
3. Bugs and errors on full version of the application.

Alternative Course of Action

1. If the full version of website was not launch on the said date. The
BETA version will do as long as it is a responsive website. Sub-links to
different pages of the Orchard Golf & Country Club could cover up the
lack of web content.
2. If the launch date was not met, all other events relative to the
application will be moved. Teasers for the gala wont be released as
long as the application is not yet downloadable
3. Urgent and emergency updates will be done to correct the bugs and
errors of the application.