The spirit of the central government of Indonesia to develop the tourism sector is shown by setting this sector into top ten priority industries. Tourism sector development has not been maximally developed. Ministry of Tourism Republic Indonesia has socialized the National Program of Community Empowerment Tourism since 2009. Until now, there are 569 villages have become the object to be developed as a tourism destination (Ministry of tourism). However, It appears the program does not seem on the right track, not focus and is poorly understood by local governments and very weak on implementation. This is because there is no clear strategic planning for each destination targeted. This is necessary for village apparatus to work more focused because they do not seem to be able to develop the right program. Therefore, a government who could identify their tourism and potential values would manage better they potentials as a tourism destination

Desa Pasir Mulya has an area of approximately 442 ha square. The village of Pasir Mulya is divided into three hamlets consisting of twelve communities of residents, and forty-two group of neighborhoods. Its population density is 5722 peoples into 1756 families.

Pasir Mulya as a tremendous potential to be developed, the object of development is the whole village which includes human potential (human resources), natural resources and technology, and covers all aspects of culture and livelihoods in the countryside. The uniqueness of the coffee harvest required facilities to support it as a tourist destination. Reciprocally, the local governments of Pasir Mulya realizes their potential but lack of initial research and lack of design their strategic planning.

SWOT Analysis

SWOT analysis is an approach used to analyses the strengths and weaknesses of an organization. This approach should be taken to analyze and evaluate in order to determine strategic steps to achieve predetermined goals and objectives by the organization[1]. With this approach, the Pasir Mulya government organization would be able to clearly discover the internal and external situation[2] and help them to determine strategic and tactical programs to help achieve long-term and short-term goals.

Value Proposition

The value proposition is a model used to assist organization to evaluate their value[3] on developing attributes of the product/service offered to the target market[4]. In connection with the objective of the Pasir Mulya, it is very important to identify the values and potential of their village to help develop distinctive value proposition and choose the right strategy and create their competitive advantage [5]. The result of this study is to propose a rational and relevant benefits[6] of Pasir Mulya.

Table of SWOT Analysis Metrics Desa Pasir Mulya

Criteria(s) Weight Rating Weight Score
Strengths ·   A village with landscapes that are suitable for trekking, camping, and outdoor activities both individuals and groups

·   Coffee is the main crop grown by its inhabitants

·   Arabica coffee grown by local coffee farmers, entering into the top six of 74 coffee species at Specialist Coffee event in Atlanta, USA

·   People with high solidarity with each other

·   The friendly attitude always reflected by the villagers towards the visiting guests

·   Coffee grown using 100% organic fertilizer to produce Arabica coffee quality

·   Malabar radio station site and other historical sites of the Dutch heritage

·   Spot photos with a historical sites on Puntang Mountain

·   Clean and abundant water resources flows continuously

  

0.09

0.10

 

 

0.07

0.06

 

0.07

 

0.08

 

0.04

0.03

0.04

  

3

4

 

 

4

3

 

3

 

4

 

3

3

4

  

0.27

0.40

 

 

0.28

0.18

 

0.21

 

0.32

 

0.12

0.09

0.16
Weaknesses ·   Promotion Village tourism is still lacking

·   Few public transport and facilities

·   Organizational structures not meet the needs of village tourism development yet.

·   Access from the main road is not well-established

·   The concept of rural tourism development that is still not focus and well-organized yet.

·   Lack of central government support for the development of arabica coffee cultivation

 0.12

0.08

 

0.07

0.05

 

0.05

 

0.05

 4

2

 

2

3

 

2

 

2

 

 0.48

0.16

 

0.14

0.15

 

0.10

 

0.10
TOTAL 1.00 3.16

Criteria(s)[1]      A. Bhatia, “Swot Analysis of Indian Tourism Industry,” Int. J. Appl. or Innov. Eng. Manag., vol. 2, no. 12, pp. 44–49, 2012.

[2]         F. R. David and S. Carolina, Strategic Management Concepts and Cases, vol. 28, no. 3. 2011.

[3]         W. Noypayak, “Value Dimensions of Thailand as Perceived by U . K . Tourists,” RU. Int. J., vol. 3, no. 1, pp. 141–154, 2009.

[4]         J. Anuwichanont and P. Mechinda, “Examining the Impact of Brand Equity and Value Proposition of Ecological Destionation on Eco-touris Loyalty,” Univers. J. Ind. Bus. Manag., vol. 2, no. 7, pp. 173–181, 2014.

[5]         S. Debarliev and A. Prof, “Creating Distinctive Value Proposition in Tourism by Business Model Tools : Case Study of the City of Ohrid,” vol. 12, no. 35, pp. 82–104, 2016.

[6]         S. Leek and G. Christodoulides, “A framework of brand value in B2B markets: The contributing role of functional and emotional components,” Ind. Mark. Manag., vol. 41, no. 1, pp. 106–114, 2012.

 

 Weight Rating Weight Score
Opportunity ·   Central Government of Indonesia has determined tourism as one of the Top-10 priorities for 2017 Program

·   The interest of local investors who are starting to glance at the world-quality coffee Puntang

·   Rural atmosphere with coffee plant characteristics

·   Information through internet could be main media to promote the village value proposition

·   Puntang Coffee as a winner at the SCAA Coffee festival could become an opportunity to build awareness in the International market

  

0.06

 

0.10

0.12

 

0.12

 

 

0.12

  

2

 

2

3

 

3

 

 

4

  

0.12

 

0.20

0.36

 

0.36

 

 

0.48
Threat ·  There is no significant contribution on the people’s economy from coffee sector

·  Financial support from province government is low

·  Adventure tourism activities are not well managed that it potentially damaged the existence of the natural environment

·  Limitation of knowledge in using the computer

·  Obstacles related to land acquisition will make a road that will shorten the distance to the wangun village sustainably, from the previous 6,2 miles to 1,25 miles

  

0.12

0.12

 

0.07

0.07

 

 

0.10

 

  

4

2

 

2

2

 

 

2

 

  

0.48

0.24

 

0.24

0.14

 

 

0.14
TOTAL 1.00 2.72

From the SWOT analysis, it showed Pasir Mulya village need to work hard regarding their goal to become a rural tourism destination. The threat is still big but also its opportunities are very given the village potential to utilize it as they have a better on Strength.

Value Proposition of Pasir Mulya Village

After analyzing the information gathered during six months of field observation and deep interview on local government, villagers, coffee farmers, community, and coffee distributor, the value proposition for Pasir Mulya village is shown below. The performance evaluation from Malcolm Baldrige approach is also used to get valuable information related to the value of the village:

Tabel 4. Value Proposition model of Pasir Mulya Village

Key partners

 

Province government of west java;

Ministry of tourism;

Local government of tourism agency;

Travel agency: traveloka.com;

Educated and professional diverse tourist workers;

Researcher related to rural tourism;

 

 

 

 Key activities

 

Integrated the farmer lifestyle and synchronized to the rural tourism attraction;

Collaboration with investors;

Focus on the ongoing program to create shorten access from the main road to the village;

Construction development of rural tourism destination

 Value Proposition

 

Cultural heritage;

Coffee Puntang is International winners at SCAA Festival at Atlanta USA;

People with high solidarity with each other;

The friendly attitude always reflected by the villagers towards the visiting guests;

High quality of Coffee grown using 100% organic fertilizer to produce Arabica coffee quality;

Malabar radio station site and other historical sites of the Dutch heritage;

Spot photos with a historical sites on Puntang Mountain;

 Customer segments

 

Tourism group aged from 7 to 65 years;

Group of local people lives in the big cities;

Group of international tourists interested in rural lifestyles of Indonesian people particularly coffee farmer lifestyle;

Group of people interested in rural tourism destination;

Group of people interested in rural tourism destination;

 
Key Resources

 

Large area of coffee plantation;

Historical sites on Mount Puntang;

Available access to the village;

Natural culture lifestyle;

 

 Channels

 

Travel agency;

Web portal;

Website related to tourism activities;

Researcher who continuously doing research in Pasir Mulya village;

1.1. Proposed Strategic Program of Rural Tourism Destination

From the analysis with the above approach, this study is to get some information so that researchers can provide insight and information that poured into the strategic program for the government of Pasir Mulya associated with the goal of becoming a rural tourism destination.

References

[1]          A. Bhatia, “Swot Analysis of Indian Tourism Industry,” Int. J. Appl. or Innov. Eng. Manag., vol. 2, no. 12, pp. 44–49, 2012.

[2]         F. R. David and S. Carolina, Strategic Management Concepts and Cases, vol. 28, no. 3. 2011.

[3]         W. Noypayak, “Value Dimensions of Thailand as Perceived by U . K . Tourists,” RU. Int. J., vol. 3, no. 1, pp. 141–154, 2009.

[4]         J. Anuwichanont and P. Mechinda, “Examining the Impact of Brand Equity and Value Proposition of Ecological Destionation on Eco-touris Loyalty,” Univers. J. Ind. Bus. Manag., vol. 2, no. 7, pp. 173–181, 2014.

[5]         S. Debarliev and A. Prof, “Creating Distinctive Value Proposition in Tourism by Business Model Tools : Case Study of the City of Ohrid,” vol. 12, no. 35, pp. 82–104, 2016.

[6]         S. Leek and G. Christodoulides, “A framework of brand value in B2B markets: The contributing role of functional and emotional components,” Ind. Mark. Manag., vol. 41, no. 1, pp. 106–114, 2012.