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(Bussines Strategy)

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(Bussines Strategy)

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ISU DAN PERMASALAHAN STRATEGIS GLOBAL

KESENJANGAN PERKEMBANGAN PARIWISATA Indonesia antar-Kawasan

KOMPETISI ANTAR DESTINASI DI TINGKAT REGIONAL (biaya promosi, keunggulan SDM, produk, berkembangnya destinasi baru, dsbnya)

DAYA SAING PARIWISATA INDONESIA YANG MASIH LEMAH: (manajemen produk/ atraksi, infrastruktur, SDM, pemasaran, regulasi, dsb)

TREN/ KARAKTER PARIWISATA KE DEPAN

DAYA SAING PARIWISATA INDONESIA

13 Indikator Daya Saing

RANK NEGARA NILAI

1 Switzerland 5.66

2 Austria 5.54

3 Germany 5.48

4 Iceland 5.45

5 United States 5.43

6 Hong Kong 5.33

7 Canada 5.31

8 Singapore 5.31

9 Luxembourg 5.31

10 UnitedKingdom 5.28

31 Malaysia 4.80

43 Thailand 4.58

60 Indonesia 4.20

Sumber: World Economic Forum, 2007

Daya saing par RI msh rendah. Peringkat 60 dari 124 negara yg dinilai.

1. Policy rules and regulations: 4.97 (43)

2. Environmental regulation: 3.66 (81)3. Safety and security: 4.77 (50)4. Health and hygiene: 3.48 (103)5. Priority of T&T: 5.36 (6)6. Air transport infrastructure: 2.98 (64)7. Ground transport infrastructure: 2.80

(89)8. Tourism infrastructure: 2.36 (87)9. ICT infrastructure: 2.28 (80)10.Price competitiveness in T&T: 6.10

(1)11.Human resources: 5.14 (62)12.National tourism perception: 5.00

(57)13.Natural and cultural resources: 4.40

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Kondisi aktual

Pada saat ini sebagian praktisi, pengambil kebijakan, dan pelaku pariwisata tidak berbekal pendidikkan kepariwisataan, melainkan dari berbagai disiplin ilmu, yang kemudian berupaya meningkatkan pengetahuannya dengan learning by doing (Fandeli, 2005)

Kebutuhan SDM pariwisata Indonesia

Karena sifat dari kepariwisataan berupa multidisiplin, dibutuhkan SDM yang mempunyai kompetensi. Hal ini diakibatkan variasi output yang dihasilkan dari kegiatan kepariwisataan.

Kegiatan pariwisata tidak hanya membutuhkan tenaga teknis, tetapi juga SDM yang memiliki tingkatan akademis seperti (Koster, 2005)

a. Akademisi/peneliti/ilmuwan, yaitu SDM yang memiliki kompetensi untuk mengembangkan ilmu pengetahuan kepariwisataan dan/atau konsep-konsep yang genuine

b. Teknokrat, yaitu SDM yang mempunyai kompetensi untuk mengembangkan rancang bangun kepariwisataan, kebijakan kepariwisataan, diversifikasi produk wisata, dan strategi pemasaran pariwisata.

Bandung = 138 Bogor = 17 Depok = 16 Bekasi = 49 Cianjur = 4

Karawang = 3 Purwakarta = 1 Tasikmalaya = 1 Cirebon = 3 Sukabumi = 1

Jumlah BPW di Jawa Barat (2005)

Sumber : DPD ASITA Jawa Barat, 2005

Copyright © 2001 Houghton Mifflin Company. All rights reserved. 7-7

Strategies in Fragmented Industries

Karakteristik industri yang terfragmentasi:Pasar lokal dengan entry barir yang

rendahTidak dapat menciptakan

skala ekonomi.Trasnportasi biaya tinggi bagi

produkFocus strategies mendominasi

(e.g., customer group, region).

Industry competitors

Porter's Five Forces ModelPorter's Five Forces Model

Source: Michael E. Porter Competitive Strategy: Techniques for Analyzing Industries and Competitors, (The Free Press, 1980)

Industry competitors

Rivalry amongexisting firms

Porter's Five Forces ModelPorter's Five Forces Model

Source: Michael E. Porter Competitive Strategy: Techniques for Analyzing Industries and Competitors, (The Free Press, 1980)

Potentialentrants

Industry competitors

Rivalry amongexisting firms

Threat ofnew entrants

Porter's Five Forces ModelPorter's Five Forces Model

Source: Michael E. Porter Competitive Strategy: Techniques for Analyzing Industries and Competitors, (The Free Press, 1980)

Substituteproducts

Potentialentrants

Industry competitors

Rivalry amongexisting firms

Threat ofnew entrants

Threat ofsubstitutes

Porter's Five Forces ModelPorter's Five Forces Model

Source: Michael E. Porter Competitive Strategy: Techniques for Analyzing Industries and Competitors, (The Free Press, 1980)

Suppliers

Substituteproducts

Potentialentrants

Industry competitors

Rivalry amongexisting firms

Threat ofnew entrants

Bargaining powerof suppliers

Threat ofsubstitutes

Porter's Five Forces ModelPorter's Five Forces Model

Source: Michael E. Porter Competitive Strategy: Techniques for Analyzing Industries and Competitors, (The Free Press, 1980)

BuyersSuppliers

Substituteproducts

Potentialentrants

Industry competitors

Rivalry amongexisting firms

Threat ofnew entrants

Bargaining powerof suppliers

Bargaining powerof buyers

Threat ofsubstitutes

Porter's Five Forces ModelPorter's Five Forces Model

Source: Michael E. Porter Competitive Strategy: Techniques for Analyzing Industries and Competitors, (The Free Press, 1980)

Barriers to Entry …

… large capital requirements or the need to gain economies of scale quickly.

… strong customer loyalty or strong brand preferences.

… lack of adequate distribution channels or access to raw materials.

Power of Suppliers … … high when

* A small number of dominant, highly concentrated suppliers exists.

* Few good substitute raw materials or suppliers are available.

* The cost of switching raw materials or suppliers is high.

Power of Buyers … … high when

* Customers are concentrated, large or buy in volume .

* The products being purchased are standard or undifferentiated making it easy to switch to other suppliers.

* Customers’ purchases represent a major portion of the sellers’ total revenue.

Substitute products … … competitive strength high when* The relative price of substitute

products declines .* Consumers’ switching costs

decline. * Competitors plan to increase

market penetration or production capacity.

Rivalry among competitors

… intensity increases as* The number of competitors

increases or they become equal in size.

* Demand for the industry’s products declines or industry growth slows.

* Fixed costs or barriers to leaving the industry are high.

Mass consumers

Mass Marketing

Mass production

Charter flights

Computer technology

Economic growth

Packaged Tours

Entry of MNC’s

Limits to growth

Declining acceptance of mass tourism

More destination planning & control

End of WWII

Paid holidays

Jet aircraft

Cheap oil

Sun-lust tourists

Airline deregulation

Old Tourism

New Tourism

New technologies

Diagonal Integration New Tourists

Segmentation

Sustainable development

1945 1958 1968 1978 2000 2020 Year

THE CHANGING TOURISM LIFE CYCLETHE CHANGING TOURISM LIFE CYCLE

Source: Poon

DYNAMICALLY CHANGING COMPETITIVE ENVIRONMENT

Strategy A company’s strategy consists of the

competitive moves, internal operating approaches, and action plans devised by management to produce successful performance.

Strategy is management’s “game plan” for running the business.

Managers need strategies to guide HOW the organization’s business will be conducted and HOW performance targets will be achieved.

“Without a strategy the

organization is like a ship

without a rudder, going

around in circles.”

Joel Ross and Michael Kami

Three Big Strategic Questions

Where are we now?

Where do we want to go?–Business(es) to be in and market positions to

stake out?–Buyer needs and groups to serve?–Outcomes to achieve?

How do we get there?

Strategic Planning

• Where are we now ?

• Where do we want to be ?

• How do we get there ?

Economic Changes

Resources

Competitor

RegulatoryChanges

TechnologicalAdvancement

Mission

SocialDynamics

Customer / Stakeholder

What is a Strategic Plan?

A strategic plan specifies where a company is headed and HOW management intends to achieve the targeted levels of performance.

Why is a Company’s Strategy Constantly Evolving? Changing market conditions· Moves of competitors· New technologies and production

capabilities· Evolving buyer needs and

preferences· Political and regulatory factors· New windows of opportunity· Fresh ideas to improve the current

strategy· A crisis situation

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Dosen bukan dewa pengetahuan yang merampasproses belajar dan berpikir mahasiswa.

Dosen adalah fasilitator, motivator, dan inspirator.