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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
(58)
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.