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BUSINESS MODEL DEVELOPMENT OF FOREST-BASED ECOTOURISM IN PERUM PERHUTANI (A CASE STUDY IN PULO MERAH BANYUWANGI, EAST JAVA)

BUSINESS MODEL DEVELOPMENT OF FOREST-BASED ECOTOURISM IN PERUM PERHUTANI (A CASE STUDY IN PULO MERAH BANYUWANGI, EAST JAVA)

Master Theses from JBPTITBPP / 2018-06-09 08:51:26
Oleh : VERONIKA SIANTURI (NIM 29316092), S2 - Business Administration-SBM
Dibuat : 2018-06-09, dengan 1 file

Keyword : Bisnis Model, Ekowisata, Importance Performance Analysis, Perhutani, PESTEL, Pulo Merah, VRIO

Perum Perhutani memiliki ± 700 objek ekowisata, namun bisnis tersebut belum memberi kontribusi maksimal pada pendapatan Perusahaan. Pulo Merah merupakan objek ekowisata pantai di dalam kawasan hutan KPH Banyuwangi Selatan. Rerata pengunjung Pulo Merah 200 orang/hari di hari biasa dan mencapai 1000 orang/hari di akhir pekan. Berlokasi di dekat Triangle Diamond -yaitu kawasan pengembangan wisata pemerintah Kabupaten Banyuwangi-, Pulo Merah memiliki potensi besar untuk dikembangkan.


Pulo Merah dipilih sebagai lokasi studi kasus pengembangan bisnis model melalui analisis komprehensif terhadap lingkungan bisnis internal dan eksternal perusahaan dari perspektif daya tarik, efektifitas pengelolaan, dan penerapan prinsip-prinsip ekowisata. Kerangka kerja PESTEL digunakan untuk menganalisis lingkungan bisnis ekternal. Kerangka kerja VRIO digunakan untuk menganalisis sumber daya, kapabilitas, dan kompetensi perusahaan dalam bisnis ekowisata. Analisis IPA (Importance Performance Analysis) digunakan untuk menilai performa Pulo Merah dan menetapkan prioritas pengembangannya.


Hasil penelitian menunjukkan bahwa lingkungan bisnis eksternal mendukung pengembangan bisnis ekowisata di Perum Perhutani. Sumber daya, kapabilitas, dan kompetensi perusahaan belum dikelola secara maksimal menjadi keunggulan kompetitif di industri ekowisata. Prioritas utama peningkatan performa Pulo Merah adalah perbaikan akses jalan dan kemudahan menuju Pulo Merah, peningkatan jaringan listrik dan telekomunikasi, peningkatan kebersihan area pantai, peningkatan kualitas toilet umum dan fasilitas cuci air bersih, penambahan tempat sampah, dan penambahan papan peringatan bahaya dan papan larangan eksploitasi tanaman dan hewan di area pantai. Hasil analisis komprehensif ini dituangkan dalam model bisnis kanvas pengembangan Pulo Merah.


Rencana tindak lanjut terdiri dari 3 tahap yaitu jangka pendek, menengah, dan panjang. Dalam jangka pendek, Perusahaan mengambil langkah perbaikan sesuai yang terdapat dalam kuadran I diagram Cartesian analisis IPA. Pengembangan jangka menengah difokuskan pada penambahan atraksi budaya, sedangkan jangka panjang difokuskan pada upaya pemenuhan prinsip-prinsip ekowisata untuk meminimalkan dampak lingkungan dari pengusahaan ekowisata Pulo Merah.

Deskripsi Alternatif :

Although Perum Perhutani have approximately 700 ecotourism objects, the contribution of the business to the company’s revenue is still low. Pulo Merah is one of Perhutani’s top ecotourism object located within the forest area of KPH (Forest Management Unit) Banyuwangi Selatan. The number of visitor is recorded at average 200 people per day, and could reach 1000 visitors during weekend. Considering the number of visitors and it’s location which is near the The Triangle Diamond, Pulo Merah is potential to be developed further.


Pulo Merah is chosen as a case study to develop an appropriate business model through a comprehensive analysis of the internal and external business environment from the perspective of attractiveness, management effectiveness, and application of ecotourism principles. PESTEL framework is used in analyzing external business environment, while VRIO framework is used in analyzing the company’s resources, capabilities and competencies in ecotourism business. Furthermore, the IPA (importance-performance analysis) was conducted to assess performance of Pulo Merah and its development priority.


The research shows external business environment provides opportunities for Perhutani’s ecotourism business. However, the resources, capabilities and competencies of the company have not been maximally managed to be a competitive advantage in this industry. The main priority for performance improvement are road access and ease of access to Pulo Merah, improvement of electricity and telecommunication network, improvement of beach area cleanliness, improvement of public toilets and washing facilities quality, addition in number of trash bins, addition of danger signs, and sign boards not to exploit plants and animals in the beach areas. The result is then poured into the business model canvas of Pulo Merah.


The implementation plan is divided into three stages i.e. short, medium and long term. In short-term, the company should take measures in the first quadrant of IPA’s cartesian diagram. The medium-term development of Pulo Merah will focus on adding some attraction such as cultural performance, while the long-term implementation plan focusing in fulfilling ecotourism principles to lower the environmental impacts of the business.

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