Abstract
Tourism is one source of local revenue. The key to improve quality of tourism destination is effective strategy to develop tourism sectors. To develop tourism sector, one should emphasize on adequate maintenance of tourism destination and management. Studies have been conducted in Kediri analyzing how potential the area was for tourism destination. It was expected that number of visitors and local revenue would increase by describing both internal and external factors supporting the tourism sector in the area. The study was a descriptive study that employed mixed methods (quantitative and qualitative). The data analysis methods were SWOT analysis followed by weighing using IFAS-EFAS analysis. The findings were (a) the government of Kediri should build shopping center that highlighted the local wisdom and more shopping centers more particularly in tourist destination that had no “something to buy” yet, (b) launch various tourism programs, (c) spread information about tourism in Kediri more widely, and (d) involve various types of mass media for promoting the tourism spots in Kediri. It was predicted that the strategy of which purpose was improving quality of tourism spot along with the continuous development plan would improve tourism sector in the area. Once targeted number of visitors had been achieved, the local revenue of Kediri would increase simultaneously. Recommendation strategy is Aggressive Maintenance strategy, where institutions or organizations responsible for the tourism destination develop the area actively and aggressively. We recommend the procedures of the Aggressive Maintenance to develop logic and analytical concepts, as well as make analysis and conceptualize short and long-term priorities. Keywords : Kediri, SWOT, Tourism Development.
Highlights
FacilitySWOT may be divided into two parts: the first part was SW, mainly used to analyze the internal conditions
Tourism is one source of local revenue
We developed an alternative by combining each of the aspects with SWOT strategy matrix as follow: Strategy that correlated Strength and Opportunity, exploring the cultural heritage, natural resources, and elevating available tourism attractions Strategy that correlated Strength and Threat, more exploration towards the tourism attractions they had competitive advantages and able to compete against other tourism attractions in other areas Strategy that correlated Weakness and Opportunity, improving quality and quantity of tourist facilities and building, e.g. shopping centers especially in cultural tourism destinations that seemed to attract more visitors
Summary
SWOT may be divided into two parts: the first part was SW, mainly used to analyze the internal conditions. The objective of the SWOT analysis was to identify internal and external factors that had direct influence towards tourism destinations. First step was to analyze the internal factors (local analysis) which contained a discussion on strengths and weaknesses according to the aims of the SWOT. The variables involved in the SWOT analysis were ones related to the internal and external factors of the tourism destinations. IFAS-EFAS was determined by evaluating all aspects of SWOT (internal and external factors) related to the 5 variables mentioned previously and giving score between 0.00 and 1.00. The researcher calculated X (strengthweakness) and Y (opportunity-threat) factors and put the result into the IFAS-EFAS quadrant in order to describe direction for the strategies
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