The Day a ₱5M/Month Resort Almost Went Underwater — And How JKNC Rebuilt It from the Boardroom Up
When a ₱5M/month beachfront paradise nearly drowned in mismanagement, JKNC stepped in. "The Day a ₱5M/Month Resort Almost Went Underwater — And How JKNC Rebuilt It from the Boardroom Up" tells the real story of Marina de Alonzo Beach Resort Corp., a 10-hectare coastal gem in Cebu struggling under outdated structures, informal hiring, and zero financial strategy. With 12 elderly stockholders and no clear leadership, the resort was sinking fast—until JKNC’s BMC Growth Retainer Plan brought in corporate order, governance, and strategic control. Discover how one hospitality giant went from high risk to high growth, all through the power of legal business architecture.
7/4/20253 min read
Featured MSME Profile
Business Name: Marina de Alonzo Beach Resort Corp.
Business Type: Domestic Corporation
Industry: Hospitality & Leisure (Beach Resort, Events, Group Rentals)
Location: Coastal Cebu – 10 hectares beachfront property
Structure Before JKNC: 12 stockholders (ages 60–88), no formal board, no financial strategy, informal employment, high liability
Average Monthly Revenue: ₱5 million
Current Plan: JKNC BMC Growth Retainer Plan
This case study has been fictionalized and anonymized under the Data Privacy Act of 2012 (RA 10173).
The Story
For two decades, Marina de Alonzo was the family’s pride—a 10-hectare beachfront resort in coastal Cebu, passed down and cared for across generations. It became a beloved venue for weddings, company outings, and even the occasional foreign travel group. But beneath the surface charm, the business lacked structure: no board, no formal policies, and 12 aging stockholders who could hardly agree on who was in charge.
To modernize, they hired a Resort Manager. It worked—partly. Revenue and bookings climbed, but so did the problems: mounting debt to suppliers, payroll leaks, undocumented cash advances, and significant inventory losses. By early 2023, Marina de Alonzo was generating ₱5 million a month, yet still posting operational losses. “The money came in. And somehow, we still had nothing left at the end of the month,” recalled one of the founding stockholders. With no governance and no financial strategy, the resort was on the brink of collapse—until they turned to JKNC. Not for marketing, but for survival.
Hidden Problems Revealed
JKNC’s forensic audit uncovered:
No board meetings or election procedures
Resort Manager operating independently with no oversight or cost controls
No organizational chart, no HR files, and zero labor compliance
Unpaid payables exceeding 120 days
No standard pricing on accommodations and no cost-to-income tracking
12 stockholders withdrawing "owner's share" on an ad hoc basis
No clear separation between management and ownership
JKNC’s Strategic Response
1. Governance Rebuild
Formed a legally recognized Board of Directors with committee assignments
Created and approved a full Governance Manual for family corporations
Conducted Board and Stockholder Training using visual flowcharts, localized examples, and bilingual coaching for senior members (ages 60–88)
Designated a Management Committee (ManCom) and Executive Committee (ExCom)
JKNC now attends all ManCom, ExCom, and monthly Board Meetings
2. Finance and Admin Restructure
Created financial SOPs for:
Collections
Payables
Petty cash
Revenue recording
Designed a custom chart of accounts and internal reports
Installed a full Admin & Finance Unit with defined roles and dual signature control
Restructured liabilities and started a payable recovery campaign
3. HR System Creation
Registered all employees for SSS, Pag-IBIG, and PhilHealth
Created job descriptions, contracts, and disciplinary policies
Launched an employee handbook with core values, grievance process, and chain-of-command
4. Oversight and Leadership Execution
JKNC acts on behalf of the Board in executing:
Budget enforcement
Recruitment
Salary structure
Internal communication
Provides monthly reporting with dashboards tracking:
Net income
Cash position
Department performance
Board action items
Results & Transformation
From negative cash flow to a ₱1.1M net operating surplus within 5 months
All 12 stockholders aligned under a formal voting structure
Resort Manager now accountable to the Board and ExCom — no unchecked spending
Full HR and finance compliance, passing DOLE and LGU reviews
Zero unauthorized withdrawals since board resolution control was implemented
JKNC continues to lead monthly strategic review and retainer management
“This business was a memory. Now it’s a machine.”
– Maria Elisa Alonzo, Board Director
Strategic Insight from JKNC
Revenue doesn’t guarantee stability. What keeps a business alive isn’t just income — it’s governance. JKNC brings operational order, boardroom logic, and legacy protection to companies that outgrew their structure decades ago.
Your business might be earning. But if it has no policies, no board, and no financial strategy, it’s bleeding somewhere. Let JKNC turn your legacy into a machine. Book your BMC Growth Retainer consultation at https://jknc.io.