INSTITUTE OF ACCOUNTS BUSINESS AND FINANCE

BUSINESS ADMINISTRATION DEPARTMENT

STRATEGIC MANAGEMENT PAPER FOR

Cebu Pacific Air

November 30, 2021

 Table of Contents

A. Case Abstract--------------------------------------------------------------------------------------------1

B. Vision Statement----------------------------------------------------------------------------------------1

C. Mission Statement--------------------------------------------------------------------------------------2

D. External Audit--------------------------------------------------------------------------------------------3

-Competitive Profile Matrix (CPM)-------------------------------------------------------------3

- Opportunities--------------------------------------------------------------------------------------4

- Threats----------------------------------------------------------------------------------------------4

- External Factor Evaluation (EFE) Matrix---------------------------------------------------5

E. Internal Audit----------------------------------------------------------------------------------------------

- Strengths-------------------------------------------------------------------------------------------7

- Weaknesses---------------------------------------------------------------------------------------7

- Internal Factor Evaluation (EFE) Matrix----------------------------------------------------8

F. SWOT Strategies--------------------------------------------------------------------------------------10

G. Strategic Position & Action Evaluation (SPACE) Matrix-------------------------------------15

H. Grand Strategy Matrix (GSM)----------------------------------------------------------------------17

I. The Internal-External (IE) Matrix--------------------------------------------------------------------18

J. Quantitative Strategic Planning Matrix (QSPM)------------------------------------------------19

K. Recommendation--------------------------------------------------------------------------------------22

L. Implementation-----------------------------------------------------------------------------------------25

M. Illustration-----------------------------------------------------------------------------------------------32

N. References----------------------------------------------------------------------------------------------33
A. Case Abstract

Having been known for being a “low cost, great value” airline, Cebu Pacific is one

of the Philippines' largest airlines, operating flights to more than 60 domestic and

international destinations in 14 countries. The airline began operations in March

1996 and has subsequently expanded its core business to include air freight. The

airline's headquarters is located in Pasay, Metro Manila, and it has expanded its

network of hubs to include Cebu and Clark. Over the course of years, Cebu Pacific

has garnered various awards with the latest being awarded two Silver Anvil Awards

during the 54TH Anvil Awards last January 2019. The awards were to give tribute to

Cebu Pacific for their “The Juan Effect: An Advocacy on Responsible and

Sustainable Tourism” and “Cadet Pilot Program: How Cebu Pacific Helps Filipinos

Soar to Their Dreams”. As of December 31, 2020, the company's net loss after tax

was -22,236,441,976 pesos, down from 9,122,952,680 pesos the previous year, and

the company was operating at less than 20% of pre-pandemic levels. With that,

Cebu Pacific is still thinking about how to recover from the pandemic-related losses.

B. Vision Statement

We envision stronger nations where cultures and communities are connected,

meaningful relationships are built, and lives are enriched by opportunities and

experiences we make possible.

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C. Mission Statement

Actual:

Cebu Pacific brings people together through safe, affordable, reliable, and fun-

filled air travel. We are committed to innovation and excellence in everything we do.

We are an employer of choice providing opportunities for professional and personal

growth. We have a deep sense of family values through our airline. We enhance the

quality of life of the communities we serve and are an active partner in our nation’s

progress. We offer our shareholders a fair return on their investments.

Proposed:

Cebu Pacific unites passengers (1) through safe, affordable, reliable, and

exciting leisure and business air travel (2). Enriching travel experience around the

world (3). We are committed to innovation with high-quality services (8) as

employers of choice providing opportunities for professional and personal growth (9).

We enhance the quality of life as we have a deep sense of family value through our

airline (6). We are an active partner in our nation’s progress as well as offering our

shareholders a fair return on their investments (5).

Legend: (1) Customers, (2) Products or services, (3) Markets, (4) Technology, (5)

Survival, growth, and profitability, (6) Philosophy, (7) Self-concept. (8) Public image,

(9) Employees

Page | 2
D. External Audit

o Competitive Profile Matrix (CPM)

Cebu Pacific Air Philippine AirAsia

Airlines Philippines

Critical Weight Rating Score Rating Score Rating Score

Success
Factors

Advertising 0.05 4 0.20 3 0.15 2 0.10

Financial 3 0.39 2 0.26 1 0.13

Position 0.13

Customer 0.08 2 0.16 3 0.24 1 0.08

Service

Quality of 0.12 3 0.36 4 0.48 2 0.24

Service

Management 0.09 2 0.18 3 0.27 1 0.09

Competitive 0.08 4 0.32 2 0.16 3 0.24

Pricing

Safety 0.10 3 0.30 4 0.40 2 0.20

On-Time 0.09 2 0.18 3 0.27 1 0.09

Performance

Number of 0.09 3 0.27 4 0.36 2 0.18

Flight Routes
and
Destinations

Passenger 0.07 3 0.21 4 0.28 2 0.14

Capacity

Market Share 0.10 2 0.20 3 0.30 1 0.10

Totals 1.00 2.77 3.17 1.59

o Opportunities
Page | 3
 1. Lifting of lockdown restrictions in the country.

2. Having fewer COVID-19 cases locally and globally so that tourism and

flights can prosper.

3. Over 27 million Filipinos are fully vaccinated which allows them to travel.

4. The demand for offers, discounts, and promotion in travelling.

5. Introduction of modern and advanced technology to improve bookings and

flight experience.

6. The use of social media to engage travelers and prospective flyers.

7. Partnerships and campaigns to create exposure and a better brand image.

8. Adding more flight routes and destinations to reach more people and

locations.

o Threats

1. Increase of COVID-19 cases locally and globally.

2. Emerging of new COVID-19 variants.

3. Implementation of lockdowns and travel restrictions.

4. Increase in fuel cost.

5. Government regulations on flights and flight capacity.

6. Competition pricing

7. Unsatisfied customers.

8. Competitors that have more “value-add” or benefits in their packages.

o External Factor Evaluation (EFE) Matrix

Page | 4
Key External Factors Weight Rating Weighted
Score

Opportunities

1. Lifting of lockdown restrictions in the country. 0.09 3 0.27

2. Having fewer COVID-19 cases locally and globally 0.07 3 0.21

so that tourism and flights can prosper.

3. Over 27 million Filipinos are fully vaccinated which 0.07 3 0.21

allows them to travel.

4. The demand for offers, discounts, and promotion in 0.04 4 0.16

travelling.

5. Introduction of modern and advanced technology to 0.05 2 0.10

improve bookings and flight experience.

6. The use of social media to engage travelers and 0.04 4 0.16

prospective flyers.

7. Partnerships and campaigns to create exposure 0.04 4 0.16

and a better brand image.

8. Adding more flight routes and destinations to reach 0.05 2 0.10

more people and locations.

Threats

9. Increase of COVID-19 cases locally and globally. 0.09 3 0.27

10. Emerging of new COVID-19 variants. 0.09 3 0.27

11. Implementation of lockdowns and travel restrictions. 0.10 4 0.40

12. Increase in fuel cost. 0.05 3 0.15

13. Government regulations on flights and flight 0.08 3 0.24

capacity.

14. Competition pricing. 0.05 4 0.20

15. Unsatisfied customers 0.04 3 0.12

16. Competitors that have more “value-add” or benefits 0.05 2 0.10

in their packages.

Total 1.00 3.12

Page | 5
Analysis:

When the data from Cebu Pacific Air was analyzed using the External Factor

Evaluation (EFE) Matrix, it was discovered that the airline's performance was highly

dependent on the current pandemic. As a result of the COVID-19 pandemic, which has

affected everyone, but especially the aviation industry, they have to deal with a smaller

audience as a result of this. In addition to the pandemic, the rising cost of fuel has been

identified as one of the threats the company must contend with within the near future.

Cebu Pacific's advantage lies in the lifting of the lockdown that had been implemented

in the various countries to which they cater, as well as the reduction in COVID-19 cases

both locally and internationally. Other advantages, such as a large number of Filipinos

who are fully vaccinated, the creation of exposure through partnerships and campaigns,

attracting customers with new special offers, and increasing social media engagements

have all been mentioned.

Page | 6
E. Internal Audit

Strengths

1. Affordable fare rates-Piso fare promos

2. User-friendly websites

3. A strong relationship with suppliers

4. Established long-term partnerships with equity fund companies for

additional capital.

5. Operates the widest domestic network in the Philippines with over 60

destinations.

6. Good marketing skills because of their strong internet presence.

7. Successfully adapted to changes brought by the pandemic.

8. “It’s time every Juan flies” - Their tagline uses “Juan” to represent

Filipinos

9. Condition of aircraft

Weaknesses

1. Flights are often delayed or canceled.

2. Reinforcement of refund policies is not met on time or at all.

3. Suffering from net loss and low net income and performance.

4. Declining market share.

5. Rated as a 3-star airline.

6. Low customer satisfaction.

7. Separate payment for baggage and in-flight necessities like food and

blankets.

Page | 7
 o Internal Factor Evaluation (IFE) Matrix

Key External Factors Weight Rating Weighted

Score

Strengths

1. Affordable fare rates--Piso fare promos 0.08 4 0.32

2. User-friendly websites 0.07 4 0.28

3. A strong relationship with suppliers 0.03 3 0.09

4. Established long-term partnerships with equity 0.04 3 0.12

fund companies for additional capital.

5. Operates the widest domestic network in the 0.06 3 0.18

Philippines with over 60 destinations.

6. Good marketing skills because of their strong 0.06 4 0.24

internet presence.

7. Successfully adapted to changes brought by the 0.04 3 0.12

pandemic.

8. “It’s time every Juan flies” - Their tagline uses 0.06 4 0.24
“Juan” to represent Filipinos.

9. Condition of aircraft. 0.06 3 0.18

Weaknesses

10. Flights are often delayed or canceled. 0.07 2 0.14

11. Reinforcement of refund policies is not met on time 0.07 2 0.14

or at all.

12. Suffering from net loss and low net income and 0.08 1 0.08
performance.

13. Declining market share. 0.09 1 0.09

14. Rated as a 3-star airline. 0.06 2 0.12

15. Low customer satisfaction. 0.06 2 0.12

16. Separate payment for baggage and in-flight 0.07 2 0.14

Page | 8
necessities like food and blankets.

Total 1.00 2.60

Analysis:

Cebu Pacific Air's data analysis of the Internal Factor Evaluation (IFE) Matrix

revealed their strengths in terms of fare rate, catchy taglines and marketing skills in

terms of social media. Additionally, their website is referred to as user-friendly due to its

ease of navigation. Moreover, its strong relationship with suppliers as well as partners

has put the company at an advantage over its competitors. With regards to Cebu

Pacific's weaknesses, it is clear that the company is suffering from net loss and low net

income, as well as declining market share in comparison to competitors. Additional

factors such as flight cancellations and delays, unmet refund policy reinforcements, low

customer satisfaction ratings, and poor customer service have been discussed.

Page | 9
F. SWOT Strategies

STRENGTHS WEAKNESSES

1. Affordable fare rates-- 1. Flights are often

Piso fare promos delayed or canceled.

2. User-friendly websites 2. Reinforcement of

refund policies is not met

3. A strong relationship
on time or at all.
with suppliers

3. Suffering from net loss

4. Established long-term
and low net income and
partnerships with equity
performance.
fund companies for

additional capital. 4. Declining market share.

5. Operates the widest 5. Rated as a 3-star

domestic network in the airline.

Philippines with over 60

6. Low customer
destinations.
satisfaction.

6. Good marketing skills

7. Separate payment for
because of their strong
baggage and in-flight
internet presence.
necessities like food and

7. Successfully adapted to blankets.

Page | 10
 changes brought by the

pandemic.

8. “It’s time every Juan

flies” - Their tagline uses

“Juan” to represent

Filipinos

9. Condition of aircraft

OPPORTUNITIES S-O Strategy/Analysis W-O Strategy/ Analysis

1. Lifting of lockdown 1. Introduce additional 1. Open up new routes

restrictions in the country. routes to increase the in different parts of the

number of customers. (O4, world. (O2, O4, O8, W4)

2. Having fewer COVID-19
O8, S1, S6)
cases locally and globally so 2. Providing in-flight

that tourism and flights can 2. Make the website necessities such as food,

prosper. more enticing through new for free to loyal

features. (O7, O5, S2) customers-- Go Rewards

3. Over 27 million Filipinos
holders. (O4, O7, O6)
are fully vaccinated which 3. Utilize additional capital

allows them to travel. to support better marketing 3. Improving the website

strategies. (O6, O7, S4) for better customer

4. The demand for offers,

discounts, and promotions 4. Enhance and service. (O5, W2, W6)

in traveling. improve the advertising of

Page | 11
5. Introduction of modern new destinations to make

and advanced technology to travel look hassle free and

improve bookings and flight fun. (O4, O6, O7, S6, S8)

experience.

6. The use of social media

to engage travelers and

prospective flyers.

7. Partnerships and

campaigns to create

exposure and a better brand

image.

8. Adding more flight routes

and destinations to reach

more people and locations.

THREATS S-T Strategy/Analysis W-T Strategy/ Analysis

1. Increase of COVID-19 1. Provide passengers 1. Improve customer

cases locally and globally. with additional insurance in service through additional

the event of delays. (S4, training and seminars.

2. Emerging of new COVID-
T8) (T7, W6)
19 variants.

Page | 12
3. Implementation of 2. Boost advertising 2. Including additional

lockdowns and travel through catchy taglines in fees for baggage and in-

restrictions. order to attract more flight necessities in sum

passengers. (T6, S6, S8) of flight fare. (T8, T7, W7,

4. Increase in fuel cost.
W6)
3. Continue to improve the
5. Government regulations
condition of aircraft to fit 3. Carefully plotting
on flights and flight capacity.
travel guidelines locally out dates and time of

6. Competition pricing and globally. (T1, T3, T5, flights to avoid delays and

T9, T7) cancellation. (T7, W1)

7. Unsatisfied customers.

4. Maintain strong 4. Advertising safe flights.

8. Competitors that have
relationships with suppliers (T1, T2, W5, W6)
more “value-add” or benefits
to avoid major increase in
in their packages.
fuel costs. (T4, S3)

G. Strategic Position & Action Evaluation (SPACE) Matrix

Internal Strategic Position External Strategic Position

Axi Competitive (CA) Industry (IS)

sX
-1 Service quality +7 Financial stability

-2 Market Share +6 Growth potential

Page | 13
 -1 Technological know- +6 Profit potential
how

-2 Service life cycle +5 Productivity, capacity, and

utilization

-3 Customer loyalty +4 Resource utilization

Average -1.8 Average 5.6

Total axis X Score: 3.8

Axi Financial (FS) Environmental (ES)

sY
+7 Return on investment -1 The price range of
competing products

+7 Cash Flow -2 Barriers to market entry

+6 Liquidity -2 Technological changes

+5 Earnings per share -3 Risk involved in business

+4 Inventory turnover -4 Competitive pressure

Average 5.8 Average -2.4

Total axis Y score: 3.4

Page | 14
 SPACE Matrix

Analysis:

Based on the SPACE Matrix, Cebu Pacific Air must pursue aggressive

strategies. The Matrix also shows that the company has a strong competitive

position in its industry.

Page | 15
H. Grand Strategy Matrix (GSM)

Rapid Market Growth

Quadrant II Quadrant I

Cebu Pacific Air

Weak Strong

Competitive Competitive

Position Quadrant III Quadrant IV Position

Slow Market Growth

Analysis:

Based on the position Cebu Pacific Air was in in the SPACE Matrix, it suitably

belongs to Quadrant I of the Grand Strategy Matrix, which means that Cebu Pacific

Air currently has a strong competitive position and has been rapidly growing in the

airline industry.

I. The Internal-External (IE) Matrix

Page | 16
Analysis:

The Internal-External (IE) Matrix is based on the results obtained from the EFE

and IFE Matrix. On the x-axis, the total weighted mean of the IFE Matrix was 2.60,

showing an average result in terms of internal situations. On the other hand, the total

weighted score of the EFE Matrix was 3.12 which means high in external situations.

J. Quantitative Strategic Planning Matrix (QSPM)

Page | 17
QSPM (Quantitative Strategic Planning Matrix) for Cebu Pacific

Alternative 1 Alternative 2
Service Development Market Penetration

Key Factors Weight AS TAS Weight AS TAS

Strengths

Affordable fare rates--Piso fare 0.03 3 0.09 0.07 4 0.28

promos

User-friendly websites 0.08 4 0.32 0.06 2 0.12

A strong relationship with 0.07 4 0.28 0.02 0 0

suppliers

Established long-term 0.07 4 0.28 0.05 2 0.1

partnerships with equity fund
companies for additional
capital.

Operates the widest domestic 0.03 2 0.06 0.04 3 0.12

network in the Philippines with
over 60 destinations.

Good marketing skills because 0.06 3 0.18 0.08 4 0.32

of their strong internet
presence.

Successfully adapted to 0.06 3 0.18 0.06 3 0.18

changes brought by the
pandemic.

“It’s time every Juan flies” - 0.05 3 0.15 0.07 4 0.28

Their tagline uses “Juan” to
represent Filipinos

Condition of aircraft 0.05 2 0.1 0.05 3 0.15

Weaknesses

Flights are often delayed or 0.09 4 0.36 0.06 2 0.12

canceled.

Reinforcement of refund 0.07 3 0.21 0.06 2 0.12

policies is not met on time or at
all.

Page | 18
Suffering from net loss and low 0.07 3 0.21 0.08 4 0.32
net income and performance.

Declining market share. 0.07 2 0.14 0.09 4 0.36

Rated as a 3-star airline. 0.06 4 0.24 0.07 3 0.28

Low customer satisfaction. 0.08 4 0.32 0.08 4 0.32

Separate payment for baggage 0.06 3 0.18 0.06 1 0.12

and in-flight necessities like
food and blankets.

Sum Weights 100% 100%

Opportunities

Lifting of lockdown restrictions 0.05 2 0.1 0.03 2 0.06

in the country.

Having fewer COVID-19 cases 0.07 3 0.21 0.03 2 0.06

locally and globally so that
tourism and flights can
prosper.

Over 27 million Filipinos are 0.03 2 0.06 0.04 1 0.04

fully vaccinated which allows
them to travel.

The demand for offers, 0.08 3 0.24 0.1 4 0.4

discounts, and promotion in
travelling.

Introduction of modern and 0.09 4 0.36 0.07 3 0.21

advanced technology to
improve bookings and flight
experience.

The use of social media to 0.07 3 0.21 0.08 4 0.32

engage travelers and
prospective flyers.

Partnerships and campaigns to 0.08 4 0.32 0.09 4 0.36

create exposure and a better
brand image.

Adding more flight routes and 0.03 0 0 0.06 3 0.18

destinations to reach more

Page | 19
 people and locations.

Threats

Increase of COVID-19 cases 0.05 2 0.1 0.04 2 0.08

locally and globally.

Emerging of new COVID-19 0.05 2 0.1 0.04 2 0.08

variants.

Implementation of lockdowns 0.04 3 0.12 0.04 2 0.08

and travel restrictions.

Increase in fuel cost. 0.05 3 0.15 0.06 3 0.18

Government regulations on 0.04 3 0.12 0.07 3 0.21

flights and flight capacity.

Competition pricing 0.09 4 0.36 0.08 4 0.32

Unsatisfied customers. 0.1 4 0.4 0.08 4 0.32

Competitors that have more 0.08 4 0.32 0.09 4 0.36

“value-add” or benefits in their
packages.

Sum Weights 100% 100%

Sum Total Attractiveness 6.47 > 6.45

Score
Legend: AS- Attractiveness Scores, TAS- Total Attractiveness Score

Analysis:

Based on the Quantitative Strategic Planning Matrix (QSPM) above, it can be

concluded that Alternative 1, Service Development, scored higher at 6.47 as compared

to Alternative 2, Market Penetration, at 6.45. With that, the strategy that will be

implemented is Service Development.

K. Recommendation

Page | 20
 Based on the findings of the various matrices, we have decided to concentrate

our efforts on implementing Intensive Strategy--Service Development for Cebu Pacific

as this is the best course of action given the company's current circumstances.

According to the matrices, the strategy is appropriate because the problems that have

been identified are centered on poor customer service, ineffective advertising, and

public exposure, and frequently delayed or canceled flight schedules and connections.

As we discovered on various review websites, Cebu Pacific receives a large

number of negative customer service reviews as well as numerous customer complaints

regarding the delayed and/or canceled flights operated by Cebu Pacific

(tripadvisor.com.ph), which could be a result of insufficient planning of future flight

schedules.

Accordingly, we believe that putting in place a mobile application system that

allows employees and customers to meet halfway is the most effective action strategy.

Employees may use the application as a real-time data monitoring tool to keep track of

the airline's performance, such as the availability of standby crew, the number of

passengers on board, and the utilization of the airport's runway. A notification system is

in place to keep employees informed about the progress of daily operations.

Notifications are sent to employees immediately through the app. It may also be used to

respond to customer inquiries and complaints in a proactive manner. Because flights

take place on a regular basis, we believe that incorporating a data collection feature will

be beneficial in the long run. Customers can enter their information and flight details in

this manner, and they will receive specific flight advisories as a result of their input.

Page | 21
 The application can also be used to provide a better customer experience when

booking flights and to view real-time important announcements such as flight status and

advisories specifically for their booked schedule, amongst other things. As a way to

attract more travelers' attention, information about upcoming events and other

promotional activities will also be available on the platform. Cebu Pacific may include a

feature where customers can play a game and earn points that can be redeemed for in-

flight benefits such as bottled water for 1000 points, and so on, in order to increase

mobile application usage.

The advantage of this mobile app with regards to Cebu Pacific employees is that

they will be constantly updated about the status of flights which makes their activities

and operations more efficient to achieve on-time performance. With these real-time

updates, flight staff and pilots can improve and control the factors that may negatively

influence their performance. For example, the details regarding the number of standby

crew, which would be available in the app, can help other flight staff utilize such

information by calling in more crew to avoid flight delays. When the employees see the

positive effect of their operations thanks to the real-time updates, they will be motivated

to work. Daily airline operations are performed by many people in a big area and not

everybody is monitored properly nor doing their job on time, so this app can help with

the synchronization of their activities so that on-time performance will be improved.

As for the advantages to the customers of Cebu Pacific, given that they will be

notified ahead of time if their flight will get canceled or delayed, customers will not have

to worry last minute about changing their scheduled flights. The notification will be

available in the application’s dashboard a week before their flight to give time for the
Page | 22
passengers to rebook their flights. Moreover, they will also receive the latest flight

advisories and changes in guidelines through the application as soon as possible,

leaving the passengers at ease during the day of their flight. During special occasions

such as Cebu Pacific’s anniversary and holidays, customers with existing Cebu Pacific

accounts will be given the opportunity to play a game in the application to obtain points

that may be spent for in-flight necessities.

The disadvantage of this proposed mobile application to both Cebu Pacific

employees and passengers is that there may be some who are not technology literate

so they might find it difficult to use the application. This can be counteracted with a

training course for all employees of Cebu Pacific and releasing an informative video for

customers on how to navigate it, when the application is launched and ready to use.

Another disadvantage is that there could be technological errors within the app which

can disrupt its purpose. This problem can be solved with the Cebu Pacific information

technology department and app developers through daily monitoring of the app’s

performance and creating updates or fixing errors immediately.

L. Implementation

Implementation Monitoring Control

Page | 23
Management Cebu Pacific would The management The management

approve the should monitor the would need to get

enhancement of their employees’ login the consent of

mobile application with and log-out counts agreement with rules

additional features when using the and regulations of

such as overseeing enhanced mobile the employees and

the real-time application to customers when

performance of the determine the using the enhanced

airline, advisory for employee’s mobile application

delayed and canceled awareness in order before creating an

flights that would to oversee real-time account.

inform the customers airline

instantly, and the performances. To

game feature that monitor the

would increase their customers and other

market sales and users of the

enhance their application, log-in

customer services. and log-out counts

would be recorded

in their own account

and the

management would

also be given the

Page | 24
 summary of the

report to monitor if

the customers are

still using the

application as well

their points

accumulated playing

games.

Human The department The recruitment will The department

Resources should recruit or hire consist of screening should release the

employees such as and interview before start and end dates

flight attendants, acceptance. for application ahead

pilots, and employees Moreover, the of time. Moreover,

under technical department should the department

supervision to monitor train the newly hired should inform the

and repair the employees and applicants with

application if there are orient them about regards to

issues that the the rules and qualifications before

customers or regulations of Cebu they could apply in

employees may Pacific including the Cebu Pacific.

experience or enhancement of the

encounter. Moreover, mobile application.

it would be an
Page | 25
 advantage to upgrade

the application

regularly for new

features and bug

issues.

Sales & The department The department The department

Marketing should focus on should properly would have to

promoting the new schedule and plot advertise the

features of the mobile their marketing enhanced mobile

application to existing advertisement that application with

and new customers. would be presented target dates to

They can use a short to the management remind the

video as a form of for approval. customers about the

promotion that may new features.

feature a celebrity. Moreover, sales &

Moreover, they should marketing should

be active in promoting have segregation of

the latest discounts tasks where they

offered by Cebu would entertain

Pacific through the future customers on

application to entertain how the enhanced

future and existing mobile application

customers. This would works for convenient

Page | 26
 increase marketing customer services.

sales.

Production/ The department A logbook will be Employees will have

Operations should regularly check utilized for schedules for the

their aircraft for employees who maintenance of the

maintenance to avoid would regularly aircraft. Moreover,

possible causes of check the aircraft for the department

delays and canceled maintenance. And would gather

flights to be reflected proposed strategies inquiries of

in the application. will be presented to customers every

Moreover, they can management for month for positioning

think of other effective approval. and alignments that

strategies to increase would help Cebu

the number of users Pacific develop their

and keep their capacities and

customer service more capabilities in

convenient for existing improving its

and future customers. customer services

through the

enhanced mobile

application.

Finance & The department The department Segregation of tasks

Page | 27
Accounting should allocate should have budget would be applicable

budgets for the planning for every as control wherein

enhancement of the business operation the accounting

Cebu Pacific mobile of Cebu Pacific. It department would be

application and other would be efficient to in charge of

operating expenses. keep transactions analyzing Cebu

Moreover, they should recorded day-by- Pacific’s business

monitor the basis to monitor the performances and

performance of the performance of the accounting process

business sales as management. transactions while

customers use the finance would do the

mobile application. budgeting

The application will procedures for the

also be used for business operation

advertisement of the which needs to be

management and coordinated with the

establish discounts accounting.

within a specified

period of time.

Research & The department Determine The department

Development should search for customers’ inquiries should monitor the

additional features to and feedback about usage of customers

be added aside from the enhanced when using the

Page | 28
 the ones mentioned. A mobile application. mobile application to

survey may be have a

conducted for the corresponding action

proper implementation on how to develop

of the additional the application for

features. Moreover, future updates to

research regarding produce a more

possible games for the entertaining and

mobile application, enhanced version.

what are the common

necessities that

passengers need

during in-flight which

may serve as prizes

once a customer

redeems their points.

Management The department must The department The department

Information secure the data must have 24/7 should evaluate the

System privacy act since the Help desk and IT inquiries and make

additional features of support Portal to reports for the

the enhanced mobile monitor incoming process of execution

application will be inquiries and of actions to avoid

collecting more technological errors the same concern or

Page | 29
 personal information within the inquiries from the

of the customers for application. customers.

transaction purposes.

Moreover, to ensure

proper addressing of

inquiries of the

customers and send

advisories of delayed

and canceled flights to

customers using the

application.

M. Illustration

Figure 1. Mobile Application Interface

Page | 30
N. References

Page | 31
Always Delayed, Often Cancel Without Reason - Review of Cebu Pacific Air, World -

Tripadvisor. (2016). Tripadvisor.com.ph.

https://www.tripadvisor.com.ph/ShowUserReviews-g1-d8729048-r348175815-

Cebu_Pacific_Air-World.htm

Cebu Pacific Air. (2021). Cebupacificair.com.

https://www.cebupacificair.com/pages/about/our-story/our-awards

Financial Reports. (2020). Pse.com.ph.

https://edge.pse.com.ph/companyPage/financial_reports_view.do?cmpy_id=624

Kabagani, L.J. (2021, October 31). “Over 59M shots given; 27.3M Pinoys now fully

vaccinated”. Philippine News Agency. https://www.pna.gov.ph/articles/1158361

Eco-Business. (2021, May 11). IFC and Indigo Partners support low-cost carrier Cebu

Pacific in recovery from Covid-19. https://www.eco-business.com/press-

releases/ifc-and-indigo-partners-support-low-cost-carrier-cebu-pacific-in-

recovery-from-covid-19/

Walther, B. (2019, October 24). Improve Your Airline’s On-Time Performance

Immediately and Without Spending Thousands Of Dollars. Information Design.

https://www.id1.de/2019/10/24/improve-your-airlines-on-time-performance-

immediately-and-without-spending-thousands-of-dollars/

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