The club has dining, take away, and packages under the new normal for accommodation and virtual meetings, events at reduced capacities as well as safe golfing for club members and guests.
BAGUIO Country Club, a picturesque retreat and historical landmark nestled in Baguio City and the first and only five-star mountain resort in the country, has crafted and implemented its master recovery plan.
Anthony de Leon, Baguio Country Club general manager, told Malaya Business Insight the plan includes series of promotions and aggressive marketing, delivery services, and online sales to boost domestic tourism and patronage as well as cost-containment measures for labor and overhead expenses and repurposing and repositioning strategies.
De Leon said the master plan was designed to augment the losses the resort incurred after government-imposed strict lockdown measures in Metro Manila and nearby provinces to combat the rising number of COVID-19 infections.
“Every business needs to craft its business continuity strategy which includes the master recovery plan,” de Leon said.
“You have to include strategies for managing communication remotely and digitally to get to your market at a time restrained by border controls, physical and social distancing; you need to include in your organization a strategic health and safety program which includes protocols for every type of emergency,” he pointed out.
While the club has its programs and protocols based on its experience during the July 1990 earthquake, and the fire that gutted the main club in the same year, not to mention the SARS and Meningococcemia scare in 2005, as well as the economic crisis of 2008, “this invisible war with the enemy COVID-19 has left the industry at its mercy because hospitality and tourism lives and breathes on personalized service,” de Leon said.
For de Leon, there is a need to maximize digital marketing and amplify the communications plan by constantly being in touch with the market with travel and policy updates as well as requirements set by the local government.
Now more than ever, de Leon said the club has maintained communication and coordination with the local government regarding travel requirements, policies and restrictions, and made sure these trickledown to its market and employees who must be apprised of the necessary measures being instituted by the club.
“Therefore, we will be on the same page and have a clear vision of where we are headed at a time of uncertainty and fear,” de Leon said.
“We have and continue to maintain the club’s position as a haven for club members and guests and our employees, by doing what is necessary to keep everyone safe,” he added.
The club pursued other ways to reach its market segments and opened new doors to get its products and services to them. It has its online delivery services, incentive programs, and promotions for booking.
“We are offering irresistible and competitive packages to boost domestic travel and leisure,” de Leon related.
It also has its own antigen testing through its triage area and health protocols. In fact, it has just received its accreditation — the Department of Tourism’s World Travel and Tourism Council Safe Travels Stamp.
The club has to provide work arrangements that are suitable for the new normal and the necessary support for its employees, de Leon said, adding that the club’s goal is to generate revenue streams safely as well as keep and save jobs and livelihood.
According to de Leon, digital transformation has begun and is ongoing. “Successful digital transformation takes focused planning, targeted technological integration, and professional development,” he noted.
Last October, when the first Miss Universe Philippines pageant was held at the club, it proved that conducting events can be safe under a bubble, with health protocols put in place.
“You have to see it through. But it has its costs. Testing should be made affordable and accessible,” de Leon said.
The club is the first to open its facility in June, with all the protocols it has put in place, and the first to offer safe buffet service under a new layout and set protocols.
It has a health and safety department that oversees the health and safety programs and policies. It also has a contact tracing team. It has adopted the digital contact tracing earlier than its counterparts via Safe Pass PH. It has been conducting meetings online, too. Lastly, it has contactless transactions for its payment systems.
“The sector is still adjusting to the new normal for most of our small and medium enterprises and stakeholders,” de Leon said. “We have just held our annual proprietary members meeting virtually; we are in the midst of the transformation and hybrid strategies combining online and safe physical interface.”
The master recovery strategies are already being implemented. The club’s products are available online and it opened a new outlet in SM Urdaneta last December 15, 2020 (for pastry sales) in addition to its existing outlet in SM Baguio.
“We have ongoing promotions and programs available for our club members on how they can avail their patronage requirement via delivery and online,” de Leon said.
