1

DESTINATION COMPETITIVENESS OF THE MUNICIPALITY OF NEW

CORELLA: BASIS FOR DEVELOPMENT PROPOSAL

A Thesis
Presented to
The Thesis Committee
Department of Business Administration Education
UM Tagum College,
Tagum City

In Partial Fulfillment of the

Requirements for the Degree
Bachelor of Science in Hospitality Management

GUTIERREZ, CARL JOHN V.

HIBAYA, ARJAY L.
PILOTOS, LOUIE I.

May 6, 2021
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Chapter 1

INTRODUCTION

Rationale

Determining destination competitiveness is vital to appraise the

performance of a destination compared to its competitors. With the rapid

growth in the tourism industry and optimistic travelling trends, the destination

competitiveness concept brings tourism economics theory and practices into

sharper focus (Hanafiah & Ahmad, 2014).

Humans tend to do recreational activities or any leisure events to

provide comfort, solace and peace to themselves after their exhausting duties

and responsibilities in schools, workplaces and even in their homes. Through

this, some tourists or tourist groups such as families, peers, classmates,

workmates, or any social groups decide to find a particular span of days to

rest from these strenuous events. This is where tourism speaks its purpose to

be an organized body for the operation of a number of go-to places of interest

and spend their planned dates to seek overall well-being (Walton, 2018).

Dowling (1993) he stated that tourism destinations need to plan their

development strategies and actions to succeed internationally and gain a

competitive advantage. Places that do not develop strategic planning of their

destinations can suffer from economic, social, and environmental problems,

as well as a decline in their competitiveness as a tourism destination.

According to the research conducted by Ramon Benedicto A. Alampay

(2005), in his research exploration that Philippine tourism industry have

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experienced many challenges due to factors like globalization and the Asian

economic crisis. To survive, companies must build a competitive advantage

by relying on their employees to implement improved service delivery

processes. Tourism establishments, being service-oriented, depend highly on

employee performance.

With this, the researchers would like to measure the destination

competitiveness in the Municipality of New Corella as a basis for the

development proposal in terms of rural tourism and sustainability of the

environment. Recently, the Municipality of New Corella has made its way to

be known by people outside the region because of its picturesque sceneries

based from the reviews of various sources that would make the experience of

solace and fun with nature wholesome just like from the already well-known

tourist places in the Philippines such as Bohol, Boracay, Palawan, and other

main tourist attractions of the country. Moreover, with the Municipality of New

Corella starting to carve its niche to be one of the tourist spots tourists should

look for, the researchers would like to see if the competitiveness of the

Municipality of New Corella, despite the distance between this suburban area,

and the urban areas would come into encouraging, optimistic and positive

conclusions that would pave its way to provide basis for tourism development.

Research Objectives

The purpose of this study is to determine the destination

competitiveness of the Municipality of New Corella as a basis for development

proposal. Furthermore, this study seeks to answer the following research

objectives:
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1. To determine the Competitiveness of the Municipality of New

Corella in terms of:

A. 1.1 Destination management organization;

B. 1.2 Destination marketing management;

C. 1.3 Destination policy planning development;

D. 1.4 Human resource development; and,

E. 1.5 Environmental development

2. To determine the development proposal made based on the result.

Review of Related Literature

This section summarizes the literature discussed in this chapter that

applies to the research issue. The objective investigation of the extent of

Destination Competitiveness of New Corella will be launch. An independent

Destination Competitiveness variable with the following indicators, Destination

management organization, Destination marketing management, Destination

policy planning development, Human Resource development, Environmental

development.

Destination Competitiveness

Destination competitiveness refers to a country's ability to generate increased

advantage and thus improve its national wealth by controlling properties and

structures, beauty, aggressiveness, and location, and incorporating these

relationships into an economic and social system that considers a

destination's natural resources and its sustainability for future generations.

Tourism is one of the fastest growing economic sectors in the world and

countries from world over, particularly attracted by its inspiring economic

potentials, are in a hurry to develop tourism further. Eventually, international

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tourism sector is featured with hyper competitiveness as stiff competition is

existing among the destination countries at world level as well as at

regional levels (Dileep & Mathew, 2017).

Findings from a report on the relationship between destination

competitiveness as well as how travel experience influences preference

indicated that destination competitiveness is dynamic when assessed from a

demand perspective, and that travel experience is an appropriate

characteristic for classifying visitors in terms of destination competitiveness

qualities (Neto et al, 2018).

In the tourism industry, destination is important factor for tourist’s

motivation and preferences. Its features and characteristics, forms and types

are valuable for tourist decisions. Also, it creates character and personality

both in local and international tourism industry, economy, social and

environment. The tourism consumers have various needs, expectations and

anticipate benefits from one destination to the next. In modern tourism

industry, every destination strategized their development or improvement

through positioning choices in order to be competitive. Tourism strategy

ensures tourism development (UNWTO, 2019).

Another research was conducted to ascertain the relationship between

tourism destination competitiveness and tourism efficiency, and it found that

some of the reasons that affect to a destination's tourism performance include

its natural resources, such as its flora and fauna, as well as provided

situational and complementary circumstances, globalization, and market

performance. It also emphasizes the study's comparative results between

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competitiveness level and actual output among selected nations (Hanafiah &

Zulkifly, 2019).

The study was conducted to quantify and understand destination

competitiveness, as well as its sustainability and governance, by developing a

model that could be used by both developed and developing countries, in

order to improve the analysis and methodological approach to this issue. The

findings showed the importance of distinguishing between existing and

emerging tourism destinations when assessing destination competitiveness,

as well as allowing for the development of weighing schemes to assess

destination competitiveness in various contexts (Paunovic et al, 2016).

Resorts are considered highly competitive in terms of Physiography

and climate, spirit of hospitality, safety and security, awareness and image,

and cost value. An action plan was proposed to resorts owners, local

government and DOT to sustain destination competitiveness. As a

recommendation, the resort owners in collaboration with the local government

and DOT may do reconstruction, innovations and improvement of the

infrastructures and facilitating resources such as: Road facilities, money

changer, visitors and tourist information centers. And the resort owners may

do reconstruction, innovations and improvement in the infrastructure and

facilitating resources such as: signage, building/resort facilities including the

facilities intended for person with disabilities (Marasigan & Borboron, 2020)

Destination Management Organization

The Destination Management Organization (DMO) is the organization

in charge of organizing, planning, managing, and marketing a destination's

overall tourism industry. They are usually carried out by the public sector or by
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a joint venture between the public and private sectors . Nowadays, one of the

main aspirations of any country is arguably to create their own positive image

in the eyes of the world community (Nametova & Tolymbek, 2018).

Tourism is one of more important sectors of economy that contribute to the

creation of a positive image of a given place. It is used in the promotion of

areas through highlighting specific tourist products. A combination of tourist

and health/ medical services might seem impossible, yet today it is a

determinant of an innovative approach (Hajdas Doncicet al., 2018).

A destination marketing organization (DMO) is a non-profit organization

whose mission is to increase tourist visits to a specific location . It is usually

in charge of managing a destination's overall tourism market. Creating a

professional appearance and presenting information to travelers. A

destination management organization (DMO) is a common type of formal

organization that serves a tourist destination. DMOs have responsibility and

accountability for a range of different management processes. Those

processes enable destination stakeholders to co-create tourist experiences

and to deal with the resulting positive and negative effects. By public and/or

private mandate, DMOs thus support tourists, tourism businesses and other

tourism stakeholders within the geographic scope of a destination. Other

tourism stakeholders include individuals, groups and entities such as second-

home owners, special interest group associations, local residents,

government agencies, non-governmental organizations (NGOs), transport and

utility service providers and the like. The geographic area of responsibility and

intended effect of a DMO reaches from the local to the regional and on to the
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national level. DMOs across all levels are supporting destinations in most

parts of the world (Beritelli & Reinhold, 2022).

DMOs use emerging tools not only to disseminate marketing

messages, but also to integrate all stakeholders and industries participating in

the manufacture and distribution of tourism activities and products. Indeed,

tour operator’s/travel agencies who offer destination packages are one of the

most important and prominent bodies for the existence of tourism demand.

(Baloglu and Mangaloglu , 2017).

They are also important in assessing consumer dynamics and may

have an effect on destination demand. In certain cases, the mass tour

operators' impact on demand is much greater than the destination's own

marketing, as tour operators continue to be major decision leaders for their

customers. Their views, perceptions, and experience of destinations would

have a huge effect on the vacation decision-making process of future

travelers . Destination success is a combination of tangible (product, location,

and accessibility) and less tangible attributes (service and community

experience). All of these factors determine the visitor’s experience. While

some of them are beyond the control of DMOs, for a large part, such

organizations can assure their managerial process. Therefore, the managers

of DMOs can have a strong influence upon destination success. The aim of

this paper is to investigate how a DMO’s activity can contribute to a

destination’s competitiveness and success (Negrusa, 2017).

Destination management's job description is to "manage and promote

the convergence of various tools, events, and partners by appropriate policies

and actions." Even though tourist destinations meet the challenge of

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combining a fractured supply into a consistent tourism commodity, many have

established Destination Management Organizations (DMOs), which are

responsible for providing strategic leadership and ensuring joint agency

against common objectives among investors (Pechlaner, 2018).

Destination marketing is of crucial importance, and the lack of a

common strategy is a destination management problem. Evaluate the

destination through studying and quantifying the opinions of destination

stakeholders who are internal participants creating value for the customer and

who are able to see the internal relationships and processes. (Capone, 2016).

Destination Marketing Management

Destination management is a coordinated process, where almost all

aspects of a destination are managed, including marketing efforts, local

resources, accommodation, activities, events, environmental concerns, tourist

attractions and transportation. It is usually the responsibility of a destination

management company (DMC). They adopt a holistic approach to managing

tourism for their destination and may offer additional services, like training.

Destination management companies tend to be membership-based and their

members and stakeholders may include governments, community leaders,

local businesses, charities and others involved with travel and tourism

(Corona, 2022).

Great destinations are those great places that provide ample reasons to live,

work and of course, visit. Owing to their huge potential to generate incremental

growth in visitor economies and maximize its benefit in the long term, it is necessary

to ensure proper management of destinations. Destinations all over the world

contend actively with one another to keep their value and competitiveness in
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the worldwide tourism industry. To do so, destination authorities must be able

to cater to the various needs of various market segments, and also promote

their image and organize their destinations in a tourist-friendly manner. To put

it another way, they must implement sustainable Destination Marketing, which

refers to the promotion of tourist destinations in order to improve their image

and popularity (Ferreira, 2019)

Destination Marketing has two levels, according to Koutoulas &

Zoyganeli (2007), Independent tourist operators, such as hotels and

transportation agencies, promote the products and services they provide in

the industry on a micro level. Governments and other official agencies

cultivate their countries and states as tourism destinations at the macro level.

The topic of destination management has only recently been brought to

light, with a more distinct, if still scattered, body of literature emerging only in

the last decade. The emphasis on marketing-related activities was being

accompanied by a more widespread evidence for handling tourism

development and ensuring destinations are sustainable and competitive

during this period (Presenza, 2005, Morrison, 2013, Pearce, 2015).

This relatively recent advent of destination management research has

coincided with the continuous growth of tourism and new developments in the

tourism industry, and as a result, tourist destinations are now widely regarded

as the primary unit of study and management intervention in the tourism field

(Manente, 2008).

However, as a result of this growth, it is now widely assumed that

tourism destinations are the most complicated and difficult to maintain and

sell. This challenge emerges not only from the participation of various
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stakeholders who can view and characterize the tourist destination from a

variety of perspectives, but also from its recognition as a foundational unit on

which the many diverse aspects of tourism are built (Ritchie and Crouch,

2009, Saarinen, 2014).

Tourism policy is a collection of policies, protocols, directives,

growth/promotion, and initiatives that provide a basis for joint and individual

decisions that directly impact long-term tourism development and everyday

activities in a destination (Geoldner & Ritchie, 2017).

Tourism growth is a form of development that seeks to improve

amenities and provide recreational opportunities for tourists and locals alike. It

entails creating a development policy that is compatible with the government's

and people's cultural, social, and economic ideology while maximizing visitor

satisfaction (Geoldner, 2010).

When Valdés Peláez (2008), explains in his article "The Tourism Policy

of the European Union," that "the rise of tourism in the 1970s and joining the

European Communities countries of Southern Europe with an important

tourism industry, you begin to consider and debate whether one should act in

this region, and you generate attempts to enact a common tourism policy that

was not considered by the Treaty of Rome."

Human Resource Management

Human resource managers oversee the recruiting, interviewing and

hiring of staff and serve as the bridge between management and employees.

In the hospitality industry, HR must not only cultivate a skilled and dedicated

talent pool but also retain it in a demanding job field. Human resource

managers direct the administrative functions of the business. While it takes

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many others to implement these functions, HR looks to attract, motivate and

place employees in the best-fitting positions. When employees are happy

and motivated, they provide the desired level of customer service required

for the business's success. This technique would give you a competitive edge

in the marketplace. 8 The world is quickly heading toward a competitive

economy that is more conducive to foreign trade. If the world economy

becomes more globalized, more businesses are expanding internationally.

This transition has an effect on management. They must understand that

operating a global corporation differs from managing a domestic corporation.

More and more businesses are expanding their operations beyond their home

country's borders. As a result, corporate globalization has a huge effect on

Human Resource Management (Smyth ,2020)

Managers are under pressure to achieve and maintain a strategic

edge. As a result, good Human Resource Management and a higher level of

staff engagement are critical for multinational corporations. Motivating

individuals, on the other hand, is better said than achieved. As the old saying

goes (Frey & Osterloh, 2013).

Human Resource Development is distinct from children's schooling

because it is focused on research and ideas from the area of adult education.

Learning is dependent on providing the right conditions for adults to learn and

improve their behaviour. HRD is obsessed with increased productivity in the

workplace. It is deeply concerned with people's welfare or intimate

relationships with their families. Eventually, HRD makes use of transition

ideas and how they apply to the organization. Individuals, associations, and
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organizations are all affected by transition, and HRD is mostly concerned with

individual change (Galagan,2018).

Environmental Development.

Since tourism has such a large economic, environmental, and social

influence on today's world, its growth is related to all three dimensions of

sustainability. The global economy, societal, and technical growth processes

are also evolving, tourism requires the study of new and specific ways that are

present in industry in order to achieve sustainable development. One of them

contains clusters, which are gaining in importance, to bring together

geographical companies and establishments that work closely together and

are based on shared market outcomes and complement each other into a

single network. The developments are expected to contribute to foreign

advancements, which will decide how businesses operate under new effective

organizational forms that generalize concepts, offer a competitive edge, and

open up new tourism opportunities (Agyeiwaah et al., 2017).

First and foremost, knowing what the term "tourism" entails is important

for a greater understanding of the physical or environmental impacts of

tourism. “Tourism is the transient travel of people to destinations outside their

usual places of work and residence, the activities performed during their stay

in these destinations, and the facilities developed to cater for their needs,”

according to the World Tourism Organization (1989). At least three places

have an effect on the climate, according to this definition: transportation,

operations, and services. When analyzing the various types of effect in

Pyynikki, these are the places to look at (Baynova, 2019)

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The destination's geographical landscape can be classified into two

categories: natural environment and constructed environment. While the first

refers to natural resources, flora and fauna, as well as the landscapes of the

area, the second refers to all that people have built or established on the site.

Tourism can have an effect on the man-made or constructed world, much as it

does on the natural environment (Kopyrin, 2019).

Shown above explanation and discussion, the foregoing literature

discussed in this research had contributed immensely to the body of

knowledge concerning Destination Competitiveness in the Municipality of New

Corella. There are only few literatures that discuss the Destination

Competitiveness. As a result, the researchers decided to dig further into the

interaction and attempt to uncover a crucial point that would reinforce the

Goal Theory.

Theoretical Framework

This study is anchored on the proposition of Mangaloglu (2017), stated

that destination management organization use emerging tools not only to

disseminate marketing messages, but also to integrate all stakeholders and

industries participating in the manufacture and distribution of tourism activities

and products. Also another theory supported by Pechlaner (2018), stated that

responsible for providing strategic leadership and ensuring joint agency

against common objectives among investors

This study is supported by the proposition of Pearce (2015), stated that

destination marketing management emphasis on marketing-related activities

was being accompanied by a more widespread evidence for handling tourism

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development and ensuring destinations are sustainable and competitive

during this period.

According to Geoldner & Ritchie (2017), destination policy planning

development is a collection of policies, protocols, directives,

growth/promotion, and initiatives that provide a basis for joint and individual

decisions that directly impact long-term tourism development and everyday

activities in a destination.

In essence, Galagan (2018), stated that human resource development

is obsessed with increased productivity in the workplace. Eventually, makes

use of transition ideas and how they apply to the organization. Most especially

on tourism planning, associations, and organizations affected by transition,

and it is mostly concerned with individual change.

Agyeiwaah (2017), stated that environmental development because

tourism requires to study the new and specific ways that are present in

industry in order to achieve sustainable development. The developments are

expected to contribute to foreign advancements, which will decide how

tourism businesses operate under new effective organizational forms that

generalize concepts, offer a competitive edge, and open up new tourism

opportunities.

Conceptual Framework

Presented in Figure 1 is the conceptual framework of the study.

Destination competitiveness of Municipality of New Corella, being the

independent variable of the study, endowed with the following indicators

based on the study of Dwyer and Kim (2010): Destination Management

Organization; is the responsible organization for planning, management,

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marketing the overall tourism industry in a destination. Destination Marketing

Management; Destination Marketing essentially involves the notion of

Destination Management as well, which refers to all those efforts made

towards promoting sustainable tourism and the interest of stakeholders.

Destination Policy Planning Development; set of rules, regulations, guidelines,

directives, and development/promotion objectives and strategies that provide

framework within which the collective, as well as individual decisions directly

affecting long-term tourism development. Human Resource Development; is

organized learning experiences in a definite time period to increase the

possibility of improving job performance growth and Environmental

Development; Is the direct result of investment in infrastructure, scenic

surroundings, green areas, and public spaces.

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INDEPENDENT VARIABLE

Destination Competitiveness of
the Municipality of New Corella

 Destination Management
DEVELOPMENT
Organization PROPOSAL
 Destination Marketing
Management
 Destination Policy
Planning Development
 Human Resource
Development
 Environmental
Development

Figure 1. Conceptual Paradigm of the Study

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Significance of the Study

The result of this study was not only giving the benefits to the

researchers but also to every people in the tourist setting and in the whole

society.

The Philippine government, especially in the field of Department of

Tourism (DOT) would benefit from this study since DOT, as an established

organization in the executive branch of the Philippine government that is

responsible for the regulation of the Philippine tourism industry and the

promotion of the Philippines as a tourist destination, they would know some of

the challenges arising in the destination competitiveness as well as the

tourism destinations, not just the Municipality of New Corella but to any

Philippine tourist destinations, and would provide some insights and

recommendations for the development of the tourism to the said areas.

The local government unit of the Municipality of New Corella,

specifically the Municipal Tourism Office of New Corella, which is responsible

for the regulation of its own tourism industry and the promotion of the

municipality as a tourist destination can also be primarily benefited from this

study. With the growing recognition of New Corella to numerous visitors and

tourists from different places, their insights and comments about the

destination competitiveness and tourism of their municipality will be one of

their bases on how would they develop the tourism aspect of the Municipality

of New Corella.

The residents of the Municipality of New Corella can also be

benefited from this study as they are starting to be recognized by various

tourists and people from different places because of their picturesque

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sceneries from their wide array of eco-adventure parks and main tourist spots

and attractions that attract tourists. With this, as responsible residents of the

municipality, they will be part of the development of the municipality by

involving community engagements that would help the municipality be more

developed.

Lastly, to the tourists, in general, will also benefit from this study as

this will give vital information about the wonder of the Municipality of New

Corella as a main tourist destination in Davao del Norte. This will also benefit

them to be responsible too while visiting other places since it is also our

responsibility not just to seek comfort and solace from these sceneries but to

protect and promote the natural resources and other tourist destinations to

other people.

Definition of Terms

The key terms used in this study are defined conceptually and

operationally for clarity and easy understanding.

Destination Competitiveness. It is defined as the ability for a

particular tourism destination to increase its expenditure, attract visitors while

catering their needs and satisfactions, and enhancing the wellbeing of the

particular tourism destination (Rey-Maquieira & Ramos, 2016).

In this study, it is used as the independent variable of the study,

wherein the competitiveness of the Municipality of New Corella to other

tourism destinations was being tackled in terms of its destination management

organization, destination marketing management, destination policy planning

development, human resource development and its environmental

development.
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Development Proposal. It is defined as a detailed proposal for the

purpose of any operational, maintenance, renovation and construction and

conservation requirements of a particular project for concerns including site

location itself, environmental and other concerns (Law, 2016). In this study, it

is used as the proposal for the further progress of the destination

competitiveness and the tourism destination of the Municipality of New

Corella. In other words, the findings from this study will be used as

implications and recommendations to examine its destination competitiveness

and tourism destination since it was from the perspective of the tourist-

respondents.
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Chapter 2

METHOD

This chapter will be used for the description of methods and the

collection of the data. Presented in this chapter are the research design,

research subjects, research instruments, data gathering procedure and

statistical treatment of data.

Research Design

The researchers employed this type of research as quantitative non-

experimental research design utilizing descriptive type of research using a

researcher-made questionnaire as their tool to measure the level of

destination competitiveness and the tourism of the Municipality of New Corella

as a basis for development proposal.

This study deals on quantitative data about the said phenomenon. The

quantitative aspect is an appropriate schedule for gathering the designed for

the target respondents to answer the questions. The process of gathering the

data was based through the use of survey questionnaire. The focus of the

study was to determine the level of destination competitiveness and the

tourism of the Municipality of New Corella as a basis for development

proposal.

Research Locale

The finding will be specifically situated in the context of New Corella in

the Province of Davao del Norte. The findings of overall applicability will be

resulted from common features, though the range of general applicability will

be limited as well as the sample.

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New Corella is a landlocked municipality between Davao del Norte and

Compostela Valley provinces. The 2nd class town of 52,015 is one of Davao

del Norte’s biggest rice producers. It is composed of 20 rural barangays with

Poblacion (8,768) and Mesaoy (7,936) having the biggest population, with 15

considered low-land villages. It has a total land area of 26,312 hectares

(263.12 square kilometers).

First established in 1965, it took another two years before New Corella

became a full-fledged municipality. Majority of its first residents were settlers

from Bohol province, thus many of the town’s barangay are named after

municipalities of the island-province. The town is known as a tourist

destination due to its crystal-clear waterfalls, clean rivers and gushing springs,

earning the town the unofficial title as “Watershed Town of Davao del Norte.”

Owing to its topography, with 13 villages situated in flat lands, New

Corella is ideal for corn, rice and banana. Its farthest barangay, Mambing, is

18 kilometers from the town center, while Carcor, where the famed Panas

Waterfalls is located, is just two kilometers from the poblacion. Transportation

around town includes jeepneys, tricycles and habal-habal (motorcycle-for-

hire). From Tagum City, New Corella is 17 kilometers or less than 20 minutes

away by jeepney. From Davao City, the town is about 100 kilometers away or

an hour-and-a-half drive by private vehicles.

Presented in Figure 2 of the study is the political map of Davao del

Norte wherein it shows the representation of the proximity between the City of

Tagum and the Municipality of New Corella. With the City of Tagum being

located near the Municipality of New Corella, the location of the respondents

is situated in the City of Tagum City, province of Davao del Norte as they will
 23

be considered tourists to the Municipality of New Corella and there is a bigger

chance that people residing in Tagum City have already visited some of the

major tourist attractions of the Municipality of New Corella. Furthermore, the

place of the respondents and the area of focus of the study was located in the

Municipality of New Corella, Davao del Norte, Philippines. This study will be

conducted in the year 2021-2022.

Figure 2. Political Map of Davao del Norte Highlighting New Corella

Population and Sample

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This study will be conducted in the vicinity of the Municipality of New

Corella, Davao del Norte, Philippines. According to the Philippines Statistics

Authority’s Census of Population (2015), the population of of New Corella was

54,844. With this estimate, the sample will be taken from the population of of

New Corella.

Ensured in the data gathering of respondents is the complete

enumeration to be used in the selection of the respondents. The respondents

of the study will primarily be the New Corella residence and also the

Tagumeños who already visited some of the main tourist spots of the

Municipality of New Corella.

Research Instrument

This study will use a researcher-made questionnaire to assess the

level of destination competitiveness of the Municipality of New Corella which

is the independent variable. The said questionnaire contains indicators with

five (5) questions each. The items are short, brief and concise sentences to

see to it if the respondents will fully understand the content.

The scale and descriptive equivalent used to determine the level of

destination competitiveness of the Municipality of New Corella in terms of its

destination management organization, destination marketing management,

destination policy planning development, human resource development and

its environmental development (Dwyer & Kim, 2010) are the following:

destination competitiveness of the Municipality of New Corella

Range of Means Descriptive Equivalent Interpretation

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4.30-5.00 Very High This means that destination

competitiveness in New
Corella is very much evident.

3.50-4.20 High This means that the

destination competitiveness in
New Corella is much evident
much.

2.70-3.40 Moderate This means that the

destination competitiveness
in of New Corella is
moderately evident.

1.90-2.60 Low This means that the

destination competitiveness in
New Corella is less evident.

1.00-1.80 Very Low This means that the

destination
competitiveness in New
Corella is is not evident
Data Gathering Procedure

The data needed in this study will be gathered through a researcher-

made questionnaire based on the indicators of the variables in the study. The

initial questionnaires will be submitted to the research adviser for validation

and approval before the distribution to the target respondents. Suggestions

and corrections from the research adviser will be incorporated on the final

copies of the questionnaires.

The researchers will formally ask the permission of the research

committee to conduct the study. The research questionnaires will be

conducted through online after the approval. The target respondents will be

selected with the use of purposive random sampling.

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Also, the researchers will use stratified random sampling. A stratified

random sampling is one that ensures that subgroups (strata) of a given

population are each adequately represented within the whole sample

population of a research study. In this study, the selected respondents will be

evenly distributed according to their age, sex and employment status. After

the respondents have answered the questionnaires, the researchers

immediately retrieved the questionnaires and arranged them accordingly.

The data gathered through the questionnaires will be encoded and will

be analyzed using the statistical treatment of data. The result will be analyzed

and interpreted by the researchers to answer the questions posed in the

statement of the problem.

Statistical Treatment of Data

The data gathered in this study will be tabulated using the following

statistical tools:

Mean. This will be used to determine measure the level of destination

competitiveness and the level of tourism of the Municipality of New Corella as

a basis of development proposal.

REFERENCES
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Agyeiwaah, E., McKercher, B., & Suntikul, W. (2017). Identifying core

indicators of sustainable tourism: A path forward? Tourism
Management Perspectives. Journal of Destination
Marketing and Management.

Baloglu, S., & Mangaloglu, M. (2007). Tourism destination images of

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