2. The Professor
Prof. Tito Antonio A. Ofilada, Jr.
• Education:
– MBA (Ongoing)
• Ateneo de Manila University Graduate School of
Business
– BS Tourism (2006)
• University of the Philippines- Diliman
School of Hospitality Management
3. The Professor
Prof. Tito Antonio A. Ofilada, Jr.
• Work Experience:
– Delta Airlines 2008-2010
• Passenger Sales Agent
– Customer Service Intern (Summer 2005)
• Philippine Airlines
School of Hospitality Management
4. The Professor
Prof. Tito Antonio A. Ofilada, Jr.
• Consultation Hours:
– Tuesdays 8am-9am
School of Hospitality Management
5. School Mission:
- to be a recognized and respected educational
institution
- adhere to the highest international standards
- respond to the market needs
- by producing globally competitive and highly
professional individuals.
School of Hospitality Management
6. Core Values:
- Perfection
- Innovation
- Integrity
- Concern
- Prudence
- Unity
School of Hospitality Management
7. Seal of Treston International
College
School of Hospitality Management
8. School of Hospitality Management
• Aims to develop tomorrow’s hospitality
and tourism leaders both in the national
and global setting.
School of Hospitality Management
9. Class Rules
• Maximum of 3 cuts or absences per subject.
Should you incur absences more than the
allowed maximum number, you will be
automatically dropped from the subject and will
be given an “FA” or Failure due to Absences in
your scholastic report.
• Wear the prescribed college uniform when inside
the classroom and school premises
School of Hospitality Management
10. Class Rules
• Electronic gadgets such as but not limited to
mobile phones, laptops and i-pads are not
allowed inside the classroom and will be
confiscated by the instructor if seen being used
by students while class is ongoing. Confiscated
gadgets may be claimed at the Guidance &
Student Affairs Office upon submission of Letter
of Explanation from the student’s parent or
guardian.
School of Hospitality Management
11. Class Rules
• Charging of electronic gadgets is strictly
prohibited inside the classroom.
School of Hospitality Management
12. Course Description
• This course provides students with a
comprehensive knowledge of tourist attractions,
geography, flora and fauna, different festivals,
culture, arts and history of the different
provinces in the Philippines. This course also
aims to equip students with knowledge on
political structures, and major entry points or
gateways into the various provinces in the
country.
School of Hospitality Management
13. Course Objectives
COGNITIVE:
• Identify the location of the provinces where tourist
attractions are located in the Philippine map.
• Identify the different provinces in a blank political
map of the Philippines.
• Identify major gateways or entry points into
different provinces.
• Know the political
structures, cultural, historical, religious and
educational aspects of the provinces where tourist
attractions exist
School of Hospitality Management
14. Course Objectives
AFFECTIVE
• Understand the differences between the different
regions of the country in terms of political
structure, culture, history, religion, language,
education, festivals, tourist attractions,
international and domestic gateways, cuisine and
delicacies.
PSYCHO MOTOR
• To adapt to the different cultural elements
present in each of the different regions in the
Philippines.
School of Hospitality Management
15. Grading System
Attendance 15%
Orals 15% Prelim Grade 30%
Quizzes 10% Midterm Grade 30%
Class Standing 40% Pre- Final Grade 40%
Exam 60%
100%
100%
School of Hospitality Management
17. What is Tourism?
• “Activities of persons travelling to and
staying in places outside their usual
environment for not more than one
consecutive year for leisure, business and
other purposes.” (WTO, 1993)
School of Hospitality Management
18. What is Tourism?
• A pure activity where money earned is
spent in places visited.
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19. Forms of Tourism
• Domestic Tourism
• Inbound Tourism
• Outbound
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20. Domestic Tourism
• Tourism involving residents of the given
area travelling as visitors only within that
area.
• Part of what is known as “Internal
Tourism”.
School of Hospitality Management
21. The Domestic Tourist
• Any person who travels to a place other
than that of his or her usual residence for
less than 12 consecutive months and
whose main purpose is other than the
exercise of an activity remunerated from
within the place. (Libosada, 2008)
School of Hospitality Management
22. Domestic vs. International Tourism
• Relatively few people can afford
international travel especially in Third
world countries.
• Touring ones own country can provide
new and fascinating experiences that
could equal if not surpass what you can
find in another land
School of Hospitality Management
23. Domestic vs. International Tourism
LOCAL TRAVEL TRAVELING ABROAD
•Less Expensive •More expensive
•No Need for passports and visas •Requires passports and visas
•Travel as a first class citizen and •Might encounter cultural
would not have to worry about differences in foreign destination.
racial discrimination
•Inspires a genuine appreciation of
the beauty of ones own country.
•Expands ones understanding of
ones nation and therefore raises
national consciousness.
School of Hospitality Management
24. Types of Domestic Tourists
• Interregional Tourist
– This type of traveller moves from one of the
regions to another.
– Comprises the largest portion of the Domestic
Tourist Market
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25. Interregional Tourist
Manila (NCR)
Palawan
(Region 4-B)
School of Hospitality Management
26. Types of Domestic Tourists
• Intraregional Tourist
- Moves from one province to another within
that region.
- Tourists in this classification can contribute to
the development of Urban Centers within that
region.
School of Hospitality Management
28. Types of Domestic Tourists
• Local Tourist
– Often classified as an excursionist.
– A visitor who would travel within one province
or locality.
School of Hospitality Management
29. Local Tourist
San
Agoo, La
Fernando,
Union
La Union
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30. Based from the 2011-2016 National Tourism Development Plan
SETTING PERSPECTIVES
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31. Setting Perspectives
Source: National Tourism Development Plan 2011-2016
School of Hospitality Management
32. Setting Perspectives: Facts
• The Philippines attracted 3.9 million
international arrivals.
• 11.1% growth from the 3.5 million arrivals
in 2010.
• 65% of the international tourists came
here for vacation and leisure.
School of Hospitality Management
33. Setting Perspectives: Facts
• Over 60% of international tourist arrivals
to the Philippines came from the Asia
Pacific Region
• Top Markets are: South
Korea, USA, Japan, China and ASEAN
being the top
School of Hospitality Management
34. Setting Perspectives: Facts
• The domestic tourism market plays an
essential role in underpinning the viability
of investment in tourism, redistributing
income from higher income households to
lower income households through tourism
expenditure in the provinces, and
strengthening the cultural ties and health
of Filipino residents.
School of Hospitality Management
35. Setting Perspectives: Facts
• Top domestic destinations for domestic
tourists were:
– Metro Manila
– CALABARZON
– Cebu-Bohol
– Davao City
– Baguio City
– Boracay
– Zambales
– Iloilo-Guimaras
– Puerto Princesa.
School of Hospitality Management
36. Setting Perspectives: Trends
• The total annual domestic trips are likely
to reach 135.8 million by 2016.
School of Hospitality Management
37. Based from: The 2011-2016 National Tourism Development Plan
SETTING PERSPECTIVES: ISSUES
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38. Setting Perspectives: Issues
• Aged and heavily congested and outdated international airport
infrastructure and operations system.
• Inability to develop and expand air accessibility to key growth
markets in terms of routes, frequencies, and capacities.
• Inadequate air, sea, and road connectivity between the major
international gateways and domestic market centers and
destinations of interest;
• limited number of integrated destinations offering a variety of
things to see and do (especially the highly attractive leisure,
entertainment, sport and MICE complexes) able to support a
large volume of tourists at a price that is competitive.
School of Hospitality Management
39. Setting Perspectives: Issues
• Inadequate destination and site last mile access, environment,
utility, security, and other tourist infrastructure to support
larger volumes of tourists in a safe, secure, and sustainable
way.
• Policy and regulatory frameworks that have limited the ability
of the Philippines to tap key international growth markets,
coordinate the implementation of required infrastructure
works in gateways and destinations, provide an investor
friendly environment, ensure a safe and secure destination
experience, and provide good quality and consistent levels of
facilities and services.
• Overlapping institutional functions between the national
government and LGUs.
• Low budget for marketing and promotions.
School of Hospitality Management
40. Setting Perspectives: Directions
• Raise the competitiveness of the Philippines
as a destination through implementation of
the DOT mandatory accreditation system.
– Identify flagship tourism investments through the
Tourism Infrastructure and Enterprise Zone
Authority. (TIEZA)
– Work with the Chambers of Commerce and
related national and local government units to
simplify tourism enterprise business set-up,
licensing, and taxation procedures.
School of Hospitality Management
41. Setting Perspectives: Directions
• Safeguard heritage sites and vulnerable
groups to ensure sustainable tourism
development by improving the capacity of
sites and site managers to handle
increased tourist volumes.
School of Hospitality Management
42. Setting Perspectives: Directions
• Improve strategic air, sea and road access
infrastructure links between the 9 priority
gateway cluster destinations and main
domestic gateways of other tourism clusters
– involves upgrading the 23 domestic
airports, improvement of RO-RO and ports, and
improving 28 strategic connecting roads (850 km)
between the cluster destinations
– Improve on the frequency, quality, and safety of
sea and road transportation services through
transport operator cooperation and where
necessary, regulatory reform.
School of Hospitality Management
Demographic of a typical international tourist in the philippines: - middle-aged, professional, married adults seeking leisure and recreational holidays. However, for visitors from the USA, Canada, Australia and Hong Kong, the main motivation of travelling to the Philippines is to visit their friends and relatives whereas for the Indian market it is primarily for business and meeting purposes. In this regard, a big portion of the market comprises emigrated Filipinos (1st, 2nd or 3rd generations), the so-called “Balikbayans”.
Demographic of a typical international tourist in the philippines: - middle-aged, professional, married adults seeking leisure and recreational holidays. However, for visitors from the USA, Canada, Australia and Hong Kong, the main motivation of travelling to the Philippines is to visit their friends and relatives whereas for the Indian market it is primarily for business and meeting purposes. In this regard, a big portion of the market comprises emigrated Filipinos (1st, 2nd or 3rd generations), the so-called “Balikbayans”.
First point: that has led to the downgrading of the country’s airport terminals to Category 2 by FAA and blacklisting of Philippine carriers from European skies and advisories against travel on Philippine carriers by Europeans;
First point: that has led to the downgrading of the country’s airport terminals to Category 2 by FAA and blacklisting of Philippine carriers from European skies and advisories against travel on Philippine carriers by Europeans;2nd point
First point: easy tourism enterprise business set up, licencsing and taxation procedures for flagship tourism investments.Second point safeguard heritage sites by providing guidelines for incorporating Filipino cultural heritage into the product portfolio, undertaking restoration and conservation works at key heritage sites, and creating partnerships to mitigate the negative impacts of tourism on vulnerable groups in the community.
First point: easy tourism enterprise business set up, licencsing and taxation procedures for flagship tourism investments.Second point safeguard heritage sites by providing guidelines for incorporating Filipino cultural heritage into the product portfolio, undertaking restoration and conservation works at key heritage sites, and creating partnerships to mitigate the negative impacts of tourism on vulnerable groups in the community.
