Value Chain Analysis for the Hospitality Management Program of an Autonomous University: Basis for Program Development
Keywords - Hospitality Management, Value Chain, Autonomous University, Higher Education Institution (HEI), Program Development
Abstract
This study evaluates the organizational and educational effectiveness of the Hospitality Management program within the College of Hospitality and Tourism Management (CHTM) at Trinity University of Asia through the lens of Value Chain Analysis to ensure long-term sustainability and industry alignment. Utilizing a descriptive-comparative research design, data were collected from 140 respondents within the college, including 115 students and 25 personnel, and analyzed using means scores and p-value significance testing. The summary of results indicates that the CHTM program attained a "Very Good" status across all indicators, with Operations (Mean = 3.58) and Outbound Logistics (Mean = 3.54) emerging as the strongest primary activities, reflecting high consensus between students and personnel regarding curriculum delivery and career placement. However, inferential analysis revealed a significant divergence in perception regarding Technology Development (p = 0.002), Inbound Logistics (p = 0.034), and Service (p = 0.035). In these areas, personnel consistently provided lower ratings than did students, highlighting internal concerns about resource procurement and the need for infrastructure upgrades within the college. The study concludes that while the CHTM at Trinity University of Asia delivers high-quality education, its sustainability depends on bridging this "perception gap" by transitioning to a more technologically advanced ecosystem. Recommendations include prioritizing IT modernization, integrating big data and AI into the hospitality curriculum, and formalizing industry-alumni mentorship networks to address the identified operational strains and maintain the college's competitive edge in hospitality and tourism education.


