Detail Cantuman Kembali
ANALISIS STRATEGI PENGEMBANGAN AGROWISATA PERKEBUNAN TEH JAMUS PT. CANDI LOKA, NGAWI, JAWA TIMUR.
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ANALYSIS OF JAMUS TEA PLANTATION AGROWISM DEVELOPMENT STRATEGY PT. CANDI LOKA, NGAWI, JAWA TIMUR.
ABSTRACT
Agro Tourism Jamus Tea Plantation is one of the agro-tourism in the Ngawi area which also has good tourism potential, but faces high business competition with other similar businesses. Thus, Agro Tourism Jamus Tea Plantation must also continue to innovate and have business strategies to win the competition. The application of business strategies in business competition that are not implemented properly will have an impact on business continuity such as a decrease in the level of tourist visits to agrotourism. The level of tourist visits in 2017 decreased to 99,747 visits which in 2005 could reach 112,900 visits. Based on the statement aforementioned, development strategies are needed that must be effectuated in accordance with conditions of the company's environment in the face of business competition.
This study was aimed to identify internal environmental factors (strengths and weakness) as well as external environmental factors (opportunities and threats) that influence the Jamus Tea Plantation Agro Tourism and formulate and analyse various appropriate strategic alternatives and prioritised strategies according to the conditions of Jamus Tea Plantation Agro Tourism. Data analysis included (1) analysis of internal factors and the company's external factors to obtain strengths, weakness, opportunities and threats of the company that will be included in the IFE and EFE matrices, (2) company position were obtained from the IE matrix, (3) alternative strategies which is in accordance with the internal and external conditions of the company were obtained from the SWOT matrix and (4) alternative strategies that are the company's priority were drawn from QSPM.
The internal environment that becomes the strength of Agrotourism of Jamus Tea Plantation is that it has a beautiful natural panorama of tea plantations, strategic tourist locations, extensive tourist sites and consisting of various tourist objects, cafe facilities and sports facilities, and it has a tea processing as a tourist attraction as well as cheap entrance ticket prices (under Rp. 10,000). Its weakness are promotions that have not been intensively and incessantly promoted, lack of supervision of tourist sites and existing tourist objects, the potential of natural tourism and tourist sites that have not been fully optimised, lack of data collection on reservation with a computerised and online booking systems.
The external environment that is an opportunity for Jamus Tea Plantation Agro Tourism is the tendency of consumers to switch to natural tourism (agro tourism) or to travel back to nature, the number of tourists continues to grow especially when - during long holidays or long weekends, the tendency of people to hold meetings or family gathering outside the city, technological developments, infrastructure and good and easy access. The threat of external factors is that consumers have the freedom to look for and visit other tourism objects, the emergence of other agrotourism, the development of new agro tourisms that rapidly grow and have certain characteristics, barriers to entering agro tourism businesses or businesses that are relatively low, the intensity of competition in business or relatively high agro-tourism business.
The results of the IE matrix show that the Jamus Tea Plantation Agro Tourism is in cell V, which is the area of hold and maintain and a common strategy for these cells are the strategies of market penetration and product development. The SWOT Matrix analysis was carried out to determine what strategies are suitable to be applied in the development of Jamus Tea Plantation Agro Tourism. The results of the SWOT analysis obtained six alternative strategies namely adding lodging facilities and other facilities, cooperating with the government and local residents around the business location, promoting more actively and aggressively, implementing technological development and use, improving service quality, and doing cooperation with other tourist attractions around Ngawi.
Based on the results of the QSPM matrix, strategies are prioritised from several alternative strategies produced by the SWOT matrix. The priority strategy is to promote more actively and aggressively through electronic media and print media and make promotions with certain holiday packages. The strategy of adding lodging facilities and other facilities are alternative strategies which is also the most prioritised after intensified promotion.
Keywords: Agrotourism, Strategy, Tea, Jamus.
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markussimanjuntak18@gmail.com
Dr. Ir. Hermantoro, MS (P) - Personal Name
Dr. Ir. Herry Wirianata, MS - Personal Name
MARKUS SIMANJUNTAK S.P. - Personal Name
Dr. Ir. Herry Wirianata, MS - Personal Name
MARKUS SIMANJUNTAK S.P. - Personal Name
NONE
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INSTIPER
2019
YOGYAKRTA
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