Alyannah Revised

A MARKETING PLAN OF RESTORAN GARUDA OF JAKARTA, INDONESIA
Attached is a sample feasib paper of some of the students who went o Indonesia. Kindly
use it as your reference and guide in the preparation of your paper. There are also
pictures which you may use.
The parts of your paper are: 1) Abstract, 2) Proposed Marketing plan, and 3) Summary,
Conclusion, and recommendation.
An Action Plan
Presented to
the Faculty of College of Business, Entrepreneurship & Accountancy
Miriam College
In Partial Fulfillment
of the Requirements for the Subject
Feasibility Study 119
by
Alyanna V. Lindain
February 28, 2015
I.
Abstract
(The focus of your paper is not your experience but what does the program
asked you to do? Promote Indonesia ba? Or Improve their connection with
other ASEAN countries? Pls check the sample papers below)
I went to Jakarta, Indonesia together with my fellow MC students last
November 9-16, 2014 for our student exchange program. It was held at Atma
Jaya University in Jakarta, Indonesia a partner school of Miriam College. As an
exchange student, we ended up adjusting to a whole new life altogether.
Living a new life wasnt easy even if its for a short time only. We become a
stranger in a strange land, with a foreign language that is not our mother
tongue. We have to learn new cultures, new environment, new language (if
you go to a country that doesnt use English as their main language), new
faces, and a new home. Everything is strange, unfamiliar. It could be
frustrating at first because it is so different from what we are used to.
We have to learn about conservation which covers Bahasa Indonesia

class, Traditional Dance class, Culture of the Archipelago, Batik Workshops,
Gamelan
(Traditional
Javanese
Music
Instruments),
Sports,
and
Art
Performance. We also got a live experience on how to preserve the natural

conservation as well as cultural conservation. We were introduced to
Indonesian culture and involve us in some activities on conservation.
We were also got opportunities to visit some historical and tourism areas and
the famous temples. The purpose of the activity is to introduce us to
Indonesian history and natural landscape as well as to encourage us to
promote Indonesian tourism places abroad.
But time passes by, and we learned to enjoy it. We learned to laugh, enjoy,
make friends, and stay awake for countless nights to finish those
assignments. The new friends we met became our best friends. We eat
together and hang out together. We build so many memories with them. We
become used to our new life there.
Now everything is so familiar, so comfortable. Before we realize it, our new

and strange country already feels like home. But suddenly it was already
the end of our exchange period, and we had to say goodbye to everything
weve built. Our new found friends, our university, our life our everything.
Being an exchange student means letting your heart be divided into several
small pieces and let them be taken to every corner of the world and hope
that one day they all meet again.
The goal of the study program was to increase the students knowledge of
Indonesia and Asia in an international and stimulating environment. In
accordance with the lecturers diverse international backgrounds, the
program
challenges
students
to
more
universal,
analytic
interdisciplinary way of thinking and learning.
(SAMPLE PAPER FOR YOUR REFERENCE)

A MARKETING PLAN OF RESTORAN GARUDA OF JAKARTA, INDONESIA
An Action Plan
Presented to
Miriam College
by
and
June Pauline Cruz

Arian Geronimo
Jaybelline Marasigan
Jilliane Marie Sablan
Alexis Villareal
February 28, 2015
APPROVAL SHEET
This Action Paper entitled: A Marketing Plan of Restoran Garuda of Jakarta, Indonesia
was prepared and submitted by:
June Pauline Cruz

Arian Geronimo
Jaybelline Marasigan
Jilliane Marie Sablan
Alexis Villareal
Has been approved and accepted as partial fulfillment of the requirements for the
degree of Bachelor of Science in Leisure and Tourism Management
MR. ALLAN PAUL TANG

Panel Member
MR. JAYPEE SAN JOSE

Panel member
RUBY F. ALMINAR-MUTYA, DBA

Panel Member
DR. REYNALDO A. JORDA
Professional Lecturer-LTM 122
Research Adviser
Accepted and approved in partial fulfillment of the requirements for the degree of
Bachelor of Science in Leisure and Tourism Management.

Chairperson, Department of Leisure and Tourism Management
Date: __________________________
Dean
College of Business, Entrepreneurship and Accountancy
Date: _________________________
ACKNOWLEDGEMENT
We would like to express our gratitude and sincere thanks to all the people who
gave their utmost support in making this research work a magnificent experience.
To the Almighty God, we thank Him for the strength that keeps us standing,
patience, understanding and wisdom. We would like to express our gratitude and
sincerely thank all the people who gave their utmost support in making this research
work a magnificent experience.
(CONTINUE THE DISCUSSION)
EXECUTIVE SUMMARY
The study entitled: Jakarta City, Indonesia: A Gastro-Tourism Site aimed to

evaluate the Food and Beverages industry in Jakarta City, specifically the restaurant
sector, to determine which of them offer authentic Indonesian cuisine at an affordable
price that could meet the needs of the foreign and local travelers.
Based on the gathered data, the results of the study were as follows: 1) There
are several restaurants in Jakarta City that serve authentic and traditional Indonesian
cuisine; and 2) Out of the hundreds of restaurants operating in Jakarta, the study
observed that the most budget-friendly restaurants is the group of called Padang
Restaurants composed of Sari Ratu, Simpang Raya, and Garuda. The study concludes
that Jakarta City has the potential to be the hub of Gastro-Tourism in Indonesia,
because it is capable of providing the foreign and local travelers the signature dishes of
each island in Indonesia that showcase the rich culture and tradition of Indonesia.
Based on this conclusion, the study recommends the following: 1) Develop a strong
marketing plan; and 2) Accredit establishments offering specific Indonesian cuisine to
comply with the minimum standards of operation.
The Action Paper entitled: A Marketing Plan of Restoran Garuda of Jakarata,

Indonesia aimed to develop a proposed Marketing Plan to promote Gastro-Tourism in
Indonesia. This marketing plan is aimed to promote the authentic Indonesian cuisine
that showcase the culture and tradition of Indonesia to local and foreign travelers. By
enhancing the strengths of Restoran Garuda with the right strategies and programs, it
will be able to overcome its weakness and address the macro and micro opportunities
and threats in 2016. Having achieved this, Restoran Garuda will be able to attract more
local and foreign travelers projected at 46 800 customer in 2016 and eventually
increase between 15-20% in the next five years.
TABLE OF CONTENTS (INCLUDE THE PAGE)

Page
Title Page
Approval Sheet
Acknowledgement
Executive Summary
Table of Contents
List of Figures
List of Tables
1 Abstract
2 Marketing plan
2.1 Business Name
2.2 Market Segment
2.3 Marketing Objectives
2.4 Products and Services
2.5 Internal Environment Analysis
2.6 External Environment Analysis
2.7 Strategy Formulation
2.8 Program Formulation
2.9 Distribution Channel
2.10 Pricing Strategies
2.11 Marketing Budget
2.12 Implementation
2.13 Feedback and Control
3. Summary, Conclusion, and Recommendation
3.1 Related Study
3.2 Restaurant Business
i
ii
iii
iv
v
vi
3.3 SWOT Matrix

3.4 Business Viability
3.5 Conclusion
3.6 Recommendation
List of Work Cited
Appendices
Curriculum Vitae
LIST OF TABLES (PLS CONTINUE)

Table
Page
Target Market Based on Age, Gender and Income
Target Market Based on Personality and Lifestyle
Target Market based on Country, region and City
Increase in the Number of Local and Foreign Travelers in 2016
Proposed Plan of Actions to Restoran Garuda
Proposed Quota to the Staff Restoran Garuda in 2016
Strengths and Weaknesses of Restoran Garuda
Macro Opportunities and Threats of Restoran Garuda
Micro Opportunities and Threats of Restoran Garuda
LIST OF FIGURES (NOTE: PLS COMPLETE THE LIST AND PUT CAPTIONS)
Figure
Page
CINEAT one-hectare area
Parking Area at CINEAT
I.
ABSTRACT
Research Title : Jakarta City, Indonesia: A Gastro-Tourism Site.
Many people would say that the best and easiest way to experience the culture
of a certain destination is by going through a gastronomic adventure. However, in a
multicultural and diverse country like Indonesia, travelers find it hard to look for a
restaurant around Jakarta City that serves traditional and authentic Indonesian cuisine
at an affordable price. The study aimed to evaluate the Food and Beverages industry in
Jakarta City, specifically the restaurant sector, to determine which of them offer
authentic Indonesian cuisine at an affordable price that could meet the needs of the
foreign and local travelers. The data were gathered from documentary analysis, firsthand experience of the researchers, observation, short survey, and casual interview.
Based on the gathered data, the findings of the study were as follows:
1) There are several restaurants in Jakarta City that serve authentic and
traditional Indonesian cuisine that might address the needs of foreign and local travelers
for a gastronomic experience; and
2) Out of the hundreds of restaurants operating in Jakarta, from the most
luxurious to the cheapest Indonesian restaurants, the most budget-friendly restaurants
that might meet the needs of the foreign and local travelers is the group of restaurants
called Padang Restaurants which is composed of Sari Ratu, Simpang Raya, and
Garuda.
The study concludes that Jakarta City has the potential to be the main hub of
gastronomic tourism in Indonesia, since it is capable of giving the tourists a glimpse of
the vibrant and diverse culture of Indonesia through the relatively large number of
restaurants that offers the signature dishes of each island in Indonesia. The study
recommends the following so that Jakarta City can be the main hub in gastronomic
tourism in Indonesia and contribute to the growth and development of the tourism
industry of Indonesia:
1) Develop a strong marketing plan to promote the Indonesian cuisine to the
foreign and local travelers especially the Padang restaurants; and
2) Accredit establishments offering specific Indonesian cuisine to comply with the
minimum standards of operation to address the needs of the foreign and local
travelers.
II. PROPOSED MARKETING PLAN
Based on the recommendations of the study entitled: Jakarta City, Indonesia: A

Gastro-Tourism Site, the study recommends the following Marketing Plan for Padang
Restaurant in Jakarta City, specifically Restoran Garuda, in order to promote to foreign
and local travelers the Indonesian cuisine, enhance their gastronomic experience, and
increase the tourist arrival in Jakarta City:
Business name
The business name which is the subject of the marketing plan is Restoran
Garuda. It is one in a group of restaurants called Padang Restaurants which is popularly
known as a budget-friendly group of restaurants that might meet the needs of the
foreign and local travelers.
Marketing Plan
Restoran Garuda envisions itself to be the leading Padang restaurant in Jakarta
City that offers foreign and local travelers a world-class gastronomic experience at an
affordable price. It provides Indonesian food to satisfy the cravings and taste buds of
foreign and domestic travelers, who seek an authentic Indonesian culinary experience
in Jakarta City, by offering them different kinds of Halal dishes from fresh products and
prepared by well-trained personnel, who works in a fair and workable environment
where respect of opinions, hard work and dedication prevail all the time.
Market Segment
The proposed target market for Restoran Garuda based on demographic profile
for 2016 and based on their rank are the senior citizen, professionals, young
professionals and young adult. Table 1 shows the target market of Restoran Garuda
based on their demographic profile.
Table 1 (PUT IN TABLE)
Target Market
Age
Gender
income
Senior Citizen
60-80
Male and female
Non-working
Professionals
30-60
Male and female
Working
Young professionals 20-30
Male and female
Working
Young adult
Male and female
Working and nonworking
20-30 years old
Based on Psychographic Profile, the personality and lifestyle of the target market
are different and varied. Table 2 shows the target market segment of Restoran Garuda
based on their Psychographic Profile.
Table 2 (TABLE PLS)
Target Market
Personality
Lifestyle
Senior Citizen
Likes to eat at the restaurant
the target customers are

those who look for their
reformed tradition
Professionals
Prefers eating outside
the customers that look for

convenience and ease.
Young professionals
Prefers eating outside
the target customers who

look for different variety food
available inside the
restaurant.
Young adult
Budget conscious travelers

those who looks for true
foodies. These are tourists
who understand what goes
into the recipe

those who looks for weekend
food. these are tourist who
love eating a homemade
food
Finally, based on Geographic Profile, the target market are foreign and local
travelers who are living in urban areas, residents of Jakarta City, and foreign and local
tourists who are living in the rural areas. Table 3 shows the target market segment of
Restoran Garuda based on their Geographic Profile.
Table 3
Target Market based on Country, region and City
Target Market
Senior Citizen
Professionals
Country
Indonesia
Region
City
Special Capital
Region of Jakarta
East, West, South,

North and Central
Jakarta
Special Capital
Region of Jakarta
East, West, South,

North and Central
Jakarta
Young professionals
Special Capital
Region of Jakarta
East, West, South,

North and Central
Jakarta
Young adult
Special Capital
Region of Jakarta
East, West, South,

North and Central
Jakarta
Aside from the foreign travelers, the local travelers are also part of the target
market wherein they come from different Regions and City of Indonesia trying to
experience the city life in Jakarta that are still consuming the authentic dishes of
Indonesia.
Also part of the market are the locals of Jakarta living within the city and working,
specifically the young professionals. These market are classified under the three
segments. Below is the table for the classification of segments
Marketing Objectives
The main marketing objective of Restoran Garuda is to be the leading restaurant in
that offer and promote authentic regional dishes that showcase the rich Indonesian
culture and tradition among foreign and local travelers in Jakarta City.
The other objectives are the following:

1.
Increase the number of regular customers of local and foreign travelers. Table 4
shows the increase in the number of local and foreign travelers in 2016.
Table 4
Increase in the Number of Local and Foreign Travelers in 2016
Number of
Customers
Local Travelers
Foreign Travelers
TOTAL
Day
Monthly
Quarterly
Yearly
100
30
130
3 000
900
3 900
9 000
2 700
11 700
36 000
10 800
46 800
Based on Table 4, the number of local travelers per day is 100 and foreign
travelers is 30 for a total customers of 130 customers per day; the local travelers
per month is 3 000 and foreign travelers is 900 for a total number of 3 900
customers per month; the local travelers per quarter is 9 000 and the foreign
travelers is 2 700 for a total of 11 700 customers per quarter; and the local
travelers for 2016 is 36 000 and the foreign travelers is 10 800 for a total
customers of 46 800 customers per year starting 2016. Table 4 shows the steady
increase of local and foreign travelers in Restoran Garuda in 2016.
2.
Improve the skills and competencies of the staff by hiring the right staff for the
job.
3.
Improve the communicative competence of the staff in the English language.
4.
Design and develop a Staff Development Program.
5.
Practice proper waste management to sustain tourism development.
Actions
The marketing plan proposed several actions per day, month, quarter and year to
Restoran Garuda to achieve its main marketing objective and other objectives for 2016.
Table 5 shows the proposed plan of actions to Restoran Garuda to consider.
Table 5
Proposed Plan of Actions to Restoran Garuda
Week
Monitor
opportunities and
threats in the
market.
Month
Monitor
opportunities and
threats in the
market.
Quarter
Monitor
opportunities and
threats in the
market.
Monitor
opportunities and
threats in the
market.
Monitor the
progress in
attracting local and
foreign travelers.
Monitor the
progress in
foreign travelers.
Monitor the
progress in
foreign travelers.
Monitor the
progress in
foreign travelers.
Assess each
performance in the
week.
Assess the
Company
strategies and
make adjustments
to address the
needs.
Develop a Staff
Development
Program.
Assess the
Company
strategies and
make adjustments
to address the
needs.
Evaluate the
individual
performance of the
staff based on their
monthly evaluation.
Identify the
progress on the
strengths and
weaknesses.
Assess the
Company
strategies and
make adjustments
to address the
needs.
Evaluate the
individual
performance of the
staff based on their
monthly evaluation.
Retain competent
staff and terminate
the staff who have
not performed
according to the
standards of the
Company.
Based on the sales
performance in
2016, retain or
Identify the
strengths and
weaknesses.
Enhance the
strengths and
mitigate the
weaknesses.
Hire competent
speakers from the
F&B Industry.
Develop and
outline the
strategies.
Recognize the staff

that demonstrates
extra-ordinary
Talk to the staff

about their
progress or
Year
performance.
otherwise.
Evaluate the
individual
performance of the
staff to identify their
strengths and
weaknesses.
Develop a Staff
Development
Program
adjust the current

marketing plan.
Quotas (NOTE: YOUR QUOTA TO THE STAFF IS HIGHER THAN THE PROJECTED
TARTGET)
The quota per day, month, quarter and year to the staff of Restoran Garuda to
achieve its main marketing objective and other objectives for 2016 is 50 000 number of
customers. Table 6 shows the proposed quota to the staff of Restoran Garuda in 2016.
Table 6
Proposed Quota to the Staff Restoran Garuda in 2016
Number of Customers
Local Travelers
Foreign Travelers
TOTAL
Day
107
32
139
Monthly
3 209
958
4167
Quarterly
9 625
2 875
12 500
Yearly
38 500
11 500
50 000
(PLEASE RECOMPUTE BASED ON TABLE 6) Based on the Table, since

Garuda has a total number of 20 tables, during weekdays, each table must be occupied
by at least 4 pax for a total of 80 pax dining in daily based on the following computation:
Weekday customer computation,
Number of pax x Number of tables = Total number of pax per day
4 pax x 20 tables = 80 pax per day

80 pax per day x 5 weekdays = 400 pax every weekday
For weekends, each table must be occupied by a maximum of 6 people for a

total of 120 customers each Saturday and Sunday. By the end of the week, the
restaurant is expected to have served a total of 640 customers based on the following
computation:
Weekend customer computation,
Number of pax x Number of tables = Total number of pax per day
6 pax x 20 tables = 120 pax per weekend
120 pax per weekend x 2 weekends = 240 pax every weekend
Marketing Strategies
Restoran Garuda provides Indonesian food to satisfy the needs of foreign and
domestic travelers, who seek an authentic Indonesian culinary experience in Jakarta
City, by offering them different kinds of dishes made from fresh and Halal food and
ingredients prepared by well-trained personnel. The restaurant also maintains a fair and
workable environment by respecting the opinions, hard work and dedication of each
employee.
It envisions itself to be the leading Padang restaurant in Jakarta City that offers
foreign and local travelers a world-class gastronomic experience at an affordable price.
Products and Services (FOCUS ON RESTORAN GARUDA; LAY OUT THE

PICTURES PROPERLY; PUT CAPTIONS FOR LABELING)
The serving style in Padang food establishments is different from what one would
usually experience in buffet and fine-dining restaurants. Take for example the serving
style in Garuda, here, dishes are laid out on the table all at once and in which dishes
are served in groups of fifteen to twenty. Meanwhile, customers are charged to pay for
the food they only consumed.
According to Wikipedia, some famous dishes that can be found on top of the
tables of Padang Restaurants are beef rendang, curried fish, stewed greens,
chili eggplant, curried beef liver, tripe, intestines, or foot tendons, fried beef lung, fried
chicken, and of course, sambal, the spicy sauce ever-present at Indonesian tables.
Garuda boasts about having a wide-range of cuisine for customers to choose

fromfrom meat, seafood, to vegetables. The menu comprises a variation of daging
sapi (beef), ayam (chicken), udang (shrimp), and ikan (fish) dishes. Labeled as Padang
food, most dishes in the menu are cooked in curry (gulai) sauce with coconut milk and
peppered with a lot of spices. The pictures above are part of the restaurants
special/ala-carte menu and among these dishes, Rendang Sapi (Beef rending) is
considered as the houses best-seller. Also part of the special menu are udang goreng
(fried shrimp), ayam goreng (fried chicken), and sup daging (beef soup).
Meanwhile, the pictures above are those dishes that are included in the
restaurants menu wajib or mandatory menu. These are those dishes that are
frequently found on top of the restaurants tables and these are also the same dishes
that are usually served to customers first. Some of these dishes are ayam gulai (chicken
curry), ayam panggang (grilled chicken), bakwan (vegetable fritter), cumi gulai (squid
curry), hati ayam (chicken liver), hati ayam sambal (chicken liver sauce), ikan bawal
goreng (pomfret fry), ikan crispy (crispy fish), ikan goreng (fried fish), ikan goreng 2
(Indonesian version of tambakol/yellow fin tuna), ikan gulai ( fish curry), ikan gurami
goreng (Indonesian verison of binukadkad na pla-pla), ikan lidah, sate (skewered and
grilled meat served with a sauce), sambal udang (chili/spicy shrimp), and chicken
rendang.
As
duly
accredited
Halal
establishment, Restoran Garuda does not include alcoholic

beverages and carbonated drinks in its menu. It is so evident
that the restaurant only offers fruit juices such as (from left to
right) Jus 3 warna (Tri-colored juice), Jus Alpukat (avocado
juice), Jus Belimbing (starfruit juice), Jus Buah Delima
(pomegranate juice), Jus Buah Naga (dragon fruit juice), Jus
Guava, Jus Jagung (corn juice), Jus Jeruk (orange juice),
Jus kelapa (coconut juice), Jus markisa tering belanda

(passion fruit juice), jus nangka (jackfruit), jus semangka
(watermelon), and jus tomat (tomato).
Part of the proposed marketing plan is the improvement of the restaurants logo,
uniform, and interior design because aside from the food itself, these are additional
factors which customers take into account in their decision-making process. These are
critical factors that could either make or break the overall experience of customers.
Thus the restaurants logo, its employees, and its interior design must clearly manifest
the products and services of the business and not mislead the customers. The table
below shows the present and the researchers proposed logo, uniform, and interior
design for Restoran Garuda. (LABEL PLS)
Present interior, uniform, and logo of
Proposed interior, uniform, and logo for
Restoran Garuda
Restoran Garuda
The restaurants interior design does not necessarily have to be that grand and
classy, but the plan suggests having some minor improvements which involves the
addition of native wall decorations, flowers, curtains, wooden chairs and tables so the
customers would feel that they are in an authentic Indonesian restaurant and not merely
in a so-so budget-friendly restaurant. There should also be changes in the employees

uniform. Instead of wearing the usual waiters uniform, employees will be wearing the
traditional Indonesian clothing so customers would have something to look forward to
aside from the food because these employees in their national costumes could serve as
a live and moving attraction. Customers, especially foreigners and first-time diners,
could have a photo opportunity with any of the employees which could serve as their
remembrance/souvenir. Meanwhile, the colors of the new logo was patterned after the
ones that can be found in the original one, but the original design was replaced because
it was somewhat misleading the public because at first glance, one would think that it
was a logo of a travel agency or a multinational corporation and not a logo of a food
establishment. Thus, the researchers replaced it with a more appropriate design for the
business. With the improvement in these areas there will be an enhancement in the
customers overall dining experience.
Internal Environment Analysis (USE TABLE)
Based on Internal Environment Analysis, Restoran Garuda has its strengths and
weaknesses. Table 7 shows the strengths and weaknesses of the restaurant.
Table 7
Strengths and Weaknesses of Restoran Garuda
Strengths
1
Dishes are 100% Halal-Certified
Wide array of dishes to choose from
Competent staff
4
5
Weaknesses
6
Some employees cannot speak

English
Weak location or positioning
8
Restaurant is capable of maintaining
the sanitation of the place
9
Not attractive interior design
Restaurant has comfortable seats

10
Inadequate number of seats and

tables
No Wi-Fi connectivity
Based on Table 7, the strengths of Restoran Garuda are the following 1) Dishes
are 100% Halal-Certified; 2) Wide array of dishes to choose from; 3) Competent staff; 4)
Restaurant is capable of maintaining the sanitation of the place; and 5) Restaurant has
comfortable seats. The strengths of Restoran Garuda will determine its ability in
addressing the opportunities and threats of the external environment.
The weaknesses of Restoran Garuda are the following: 1) Some employees

cannot speak English; 2) Weak location or positioning; 3) Not attractive interior design;
4) Inadequate number of seats and tables; and 4) No Wi-Fi connectivity. The
weaknesses of Restoran Garuda can affect its strengths that eventually might affect its
performance in addressing the external opportunities and threat. Therefore, the
weaknesses should be resolved by the management at the soonest possible time, so
they will not hamper its performance and achieve its proposed number of customers for
2016 and help the staff attain their respective quotas.
External Environment Analysis
Based on External Environment Analysis, Restoran Garuda has its macro

opportunities and strengths. Table 8 shows the opportunities and strengths of Restoran
Garuda.
Table 8
Macro Opportunities and Threats of Restoran Garuda
Opportunities
1
Stable economy
Prevailing peace and order
Long leisure period
Increase disposable income
Threats
1
Inflation/Increase in price of
commodities (i.e. food ingredients).
Strong disparity between the rich and

the poor.
Population increase
Based on Table 8, the macro opportunities of Restoran Garuda are the following:
1) Stable economy; 2) Prevailing peace and order; 3) Long leisure period; and 4)
Increase disposable income. The prevailing opportunities will influence the number of
projected customers for 2016 of Restoran Garuda, because they influence the behavior
of local and foreign travelers in choosing to eat at Restoran Garuda.
The macro threats of Restoran Garuda are the following: 1) Inflation/Increase in
price of commodities (i.e. food ingredients); 2) Strong disparity between the rich and the
poor; and 3) Population increase. The macro threats are important to Restoran Garuda,
because they influence the macro opportunities that affect the behavior of the foreign
and local travelers.
Based on External Environment Analysis, Restoran Garuda has its micro

opportunities and strengths. Table 9 shows the micro opportunities and strengths of the
restaurant.
Table 9
Micro Opportunities and Threats of Restoran Garuda
Opportunities
Threats
High literacy rate
High population
Center of development
Over capacity
Center of the national government
Traffick
Accessibility
Based on Table 9, the micro opportunities of Restoran Garuda are the following: 1)
High literacy rate; 2) Center of development; 3) Center of the national government; and
4) Accessibility. The threats are the following: 1) High population, 2) Over capacity, and
3) traffick. The micro opportunities and threats also affect the behavior of the local and
foreign travelers toward Restoran Garuda.
Based on the internal and external analysis, Restoran Garuda has several strengths
that could overcome its weaknesses and address the external macro and micro
opportunities and strengths that will help in the achievement of its vision, mission, goals
and objectives in 2016.
Strategy formulation
The strategy of Restoran Garuda in order to attain its main objective are the
following:
1
Prepare authentic Indonesian cuisine at an affordable price better than its

competitors;
Cultivate its strengths to have a competitive edge especially the competency of

its staff for the restaurant believes that quality service begins with happy and
contented staff;
Address the external opportunities and threats; and
Monitor the needs of the foreign and local travelers.
Program formulation
The programs that will support the strategy of Garuda Restaurant are the
following:
1
Attract the right staff;
Conduct training program that includes English language learning;
Upgrade the products and services to meet international standards;
Advertise and promote
Advertisement and promotion
The following are advertisement and promotion programs of Restoran Garuda

that will support its strategy in order to address the possible weaknesses and threats in
achieving the objectives of the restaurant:
Tie-up with hotels. The above mentioned could make certain arrangements with hotels
in Jakarta in helping it promote the establishment. The hotels could make a food
catalogue featuring all the available restaurants in Jakarta which will of course include
Garuda Restaurant. The food catalogue should be placed and made available in hotel
rooms so guests could easily see it and run over through the pages during their leisure
time. In exchange, the restaurant will also promote the hotels and have their brochures
ready at the restaurants counters.
Social Media. This is the most clichd strategy among all marketing strategies since it is
the easiest and most convenient way to reach out to the target market of Restoran
Garuda. Apparently, the researchers made some research on this restaurant and it
turned out that it only has a website. With this, they could greatly take advantage of the
internet to increase awareness among netizens and their would-be customers. By
having its own Facebook, Instagram, or Twitter account, the restaurants marketing
agent could post there some pictures of their menus and promos so the public will
already have a glimpse of what they are about to find, to eat, and to experience in
Garuda and so as to keep them updated with the latest news in their business. In
addition, Garuda could also ask their customers to rate their restaurants and write a
review about them on Tripadvisor. If the public notices that this Padang restaurant has
good customer feedbacks and ratings then, customers will definitely not think twice of
dining with them.
Advertisements on public transportation. With the number of people who uses all sorts
of public transportation like cabs, buses, and trains, Garuda could make use of them to,
again, attract and spread awareness about their business to the public. Since foreigners
are fond of riding cabs when they are in another country, the restaurant could place
promotional materials inside the cab (i.e. hanging a laminated picture of their brochure
with their menu, address, and contact details). As for the buses and trains, what they
could do is to place a large picture of their restaurants, together with a picture of their
signature dishes, within the bus and train stations so people could notice and view it
while waiting for the bus/train to arrive.
Improve the logo and design. The restaurant could play around its logo and interior
design since these are things or factors that can easily catch peoples attention. If they
find your logo and restaurant unique and new to their senses, they will not hesitate to
dine with you. What the restaurants could do to make their logo and place look more
interesting is by breaking free from the traditional restaurant setting. Instead of having
waitresses in plain uniform, they could be in native Indonesian clothes and they could
also add Indonesian handicrafts and products as part of the restaurant design. This way,
customers would have an entirely authentic Indonesian experience apart from just
tasting the food itself.
Word-of-mouth. These restaurants must invest on word of mouth since it is the

cheapest marketing tool available. They should make sure that their customers will
leave their doorstep with full smiles because happy and satisfied customers could bring
in future customers. Customer referrals and recommendations could greatly affect the
visibility and image of any kind of business.
Distribution Channel
Restoran Garuda will be using two channels to distribute its products and
services namely: Direct marketing and Retailing.
Channel 1 Direct marketing channel. Garuda Restaurant will sell directly to foreign
and local travelers with the use of social networking sites, posters, fliers and coupons.
In social networking sites, Restoran Garuda will post pictures, promos and the
latest events happening in the establishment. The restaurant can also come up with
posters that will be posted outside the establishment where people passing by can see
and catch their attention. To be able to really catch the peoples attention, Garuda
Restoran can come up with fliers and coupons, indicating the restaurants best selling
product and discounts that can be given away outside the establishment by their own
crew.
The
layout
of
the
brochure is similar with the layout of the food catalogue which will include pictures of the
restaurants dishes and beverages together with their prices; the two will only differ in
terms of their sizes since there is a standard size for brochures and same thing for food
catalogues.
Channel 2 Consist of one level called the Retailer: Restoran Garuda will use an
intermediary in order to better advertise and promote the restaurant. It will tie up with
several companies such as travel and tour agency, travel agency, hotels, bus
companies, taxi operators and drivers, and train companies.
The restaurant can request these companies to post up the restaurants advertisement
in the hotel lobby, food catalogues on the back of the drivers seat inside taxis and on
posts inside the train stations for a fee.
Pricing Strategies (NOTE: PLS RECOMPUTE BECAUSE OF THE CHANGES IN

TABLE 4)
In a day, an average bill of a customer is P500. For 20 tables that will seat 4
customers it will have an average sales of P40,000 per day and a total of P200, 000 for
weekdays. On the weekends, the number of customers are expected to increase that
the foreseen average bill for the weekends will be P60,000. The computation of average
sales per day in weekdays and weekends are mentioned in the Quotas.
The Minor profit of Restoran Garuda will come from its Rendang Sapi, a special dish of
Indonesia which costs P221.23 per serving which is expected to be ordered by every
customer per table. The major profit will come from the drinks or beverage which costs
P88 per glass.
Average bill Average bill in Average
Average sales Average sales Average
per pax
for weekdays for weekends sales for 1 for 1 month
500
1 table (x20
sales per
tables)
day
2000(x20)
40,000
Average sales Average sales Average sa
every quarter within a yea
week
200,000
60,000
260,000
1,040,000
3,120,000
Sales forecast of Garuda

The table below shows the expected sales of Garuda in a day up to the total expected
average sale which is P12,480,000.
Forecasted Expenses of Garuda
Fixed Costs
Monthly
Year
Variable Costs
Monthly
Year
Space Rent
P17,000
P204,000
Marketing and
P15,000
P180,000
Food Cost
P60,000
P720,000
Total Variable
P75,000
P900,000
Promotion
Salary
P110,000
P1,320,000
Utilities
P15,000
P180,000
Miscellaneous Fees
P25,000
P300,000
Total Fixed Costs
P167,000
P2,004,000
Costs
12,480,000
The fixed cost allotted in a month is P167,000 and a total of P2,004,000. The costs the
makes up the fixed costs are the space rent, salary, utilities and the other miscellaneous
fees of the restaurant. The promotion or marketing and the food cost falls under the
Variable cost. The Marketing and promotion costs up to P15,000 per month and the
food costs P60,000 with a total of a variable cost expense of P75,000 or P900,000 in 1
year.
The forecasted sales of the restaurant in the first year of implementation of the new
marketing plan is that in the first year it will have an increase of 20% and for the
succeeding years, it will have an increase of 25%-30% in sales if the marketing plan
continues to be successful and sustainable for the succeeding years or business.
The table below shows the forecasted sales of Garuda from 2015 to year 2018
2015
2016
2017
2018
P12,480,000
P15,600,000
P19,500,000
P24,375,000
Marketing Budget
Restoran Garuda will use the affordable method in preparing its marketing
budget.
By following this approach, the restaurant will have more control over the
outflow of money which will be used in marketing the business. It entails bargaining with
your marketing intermediaries in order to meet your budget/quota. By setting a specific
budget, it will prevent the business from over spending on unnecessary expenses in
such a way that important matters/objectives are given utmost priority. Moreover, it
allows the business to maximize its existing resources and challenges it to think of
alternative ways to promote the restaurant without going over the allotted budget.
Restoran Garuda will use advertising and sales promotion since these are two of
the most effective ways for the business to be noticed by its target market. With the
advent of technology, Garudas would-be customers can now have access to its latest
menus and promos by simply looking at the restaurants website and social media
accounts. There will also be promotional ads in public places, which in this case, applies
to bus and train stations and as well as the placement of printed materials such as
brochures inside the cabs and food catalogues in hotels. By doing so, customers will
already have a clear preview of what they are about to find, to eat, and to experience in
Garuda.
Implementation
Restoran Garuda will allocate financial resources from its revenue to ensure that
the programs are implemented by 2016 that includes hiring and keeping the right
employees with the skills needed to carry out the restaurants strategy.
Feedback and control
Garuda Restaurant will monitor the development of the programs to ensure that
the set of strategies are properly supported through informal interviews of the staff and
loyal customers of the restaurant. In the event that the resources do not serve its
purpose then it will be stopped and the strategies will be further evaluated to address
the gap between the strategies and the program.
All the data that will be collected will be stored in the restaurant for future
reference so that future challenges of similar nature can be immediately addressed with
minimal cost and disruption from the operation of the restaurant.
Summary
This marketing plan of Restoran Garuda is aimed to promote the authentic
Indonesian cuisine that showcase the culture and tradition of Indonesia to local and
foreign travelers. By enhancing the strengths of Restoran Garuda with the right
strategies and programs, it will be able to overcome its weakness and address the
macro and micro opportunities and threats in 2016. Having achieved this, Restoran
Garuda will be able to attract more local and foreign travelers projected at 46 800
customer in 2016 and eventually increase between 15-20% in the next five years.
With the right advertisements and promotional ads, regular customers dining in
the restaurants daily are expected to be doubled. These goals can best be achieved
with different channels of distribution and marketing strategies such as posters,
brochures, coupons, tying up with hotels, social media, new logo and branding,
advertisements on public transportations and word of mouth.
III. Summary, Conclusions and Recommendations
Summary
Related studies
According to National Restaurant Associations 2014 Restaurant Industry
Forecast, The top challenges cited by restaurateurs include food costs, labor costs,
and the economy. Under food costs, it is stated in the National Restaurant Associations
2014 Restaurant Industry Forecast that, about one-third of sales in a restaurant goes to
food and beverage purchases. In labor costs, it is stated that Challenges with ACA
implementation and minimum wage increases across the country have made a
significant impact on restaurant. And in the economy, consumers have substantial
pent-up demand for restaurant services with two out of five consumers saying they are
not using restaurant as often as they would like.
Restaurant Business
The restaurant industry enjoys a strong growth in the past 10 years. Based on
the research conducted by Beverley Sparks, Karen Wildman & John Bowen, they
concluded that a restaurant is a possible contributor to the attractiveness of a tourist
destination and attraction.
Putting up a restaurant is difficult for there will be a lot of challenges. According to
National Restaurant Associations 2014 Restaurant Industry Forecast, The top
challenges cited by restaurateurs include food costs, labor costs, and the economy.
SWOT Matrix (PLS CONDUCT A SWOT MATRIX BY MATCHING STRENGTHS WITH

OPPORTUNITIES AND THREATS)
Business Viability
Restoran Garuda has the capabilities to meet the various market opportunities
with its unique offerings and minimize the threats of the external environment. The
management has a detailed plan also that ensures the companys survival in the
industry. With competent management and staff of the company, CINEAT is a viable
business.
Conclusion
The plan concludes that Restoran Garuda is a feasible and viable business,
because of it has various strengths to address its internal weaknesses and cope up with
the market opportunities and minimize the threats of the external environment. Hence,
the company can have a long-run of market profitability starting 2016 and the next five
years as soon as the number of its customers increase.
Recommendations
The plan recommends the following:
Follow the agreed Marketing Plan;
Support always the staff with their needs especially in their ability to
communicate in English;
Monitor always the current market trends;
Evaluate always the performance of the restaurant;
Innovate always with its products and services; and
Conserve and protect always the environment.
List of Work Cited?

Appendices (INCLUDE HERE THE COMPLETE RESEARCH YOU MADE IN
INDONESIA)
Curriculum Vitae
(ANOTHER SAMPLE PAPER)

PROPOSED MANAGEMENT PLAN FOR MUSEUM NASIONAL OF
INDONESIA
An Action Paper
Presented to
Miriam College
Feasibility Study/Project Management 119
by
Carmela Ann Cariaga

Lencygyen Sabile
Marga Angela Sunga
February 28, 2015
APPROVAL SHEET
This Action Paper entitled:

was prepared and submitted by:
Carmela Ann Cariaga

Lencygyen Sabile
Marga Angela Sunga
MR. ALLAN PAUL TANG

Panel Member
MR. JAYPEE SAN JOSE

Panel member

Panel Member
Research Adviser

Date: __________________________
Dean
Date: _________________________
ACKNOWLEDGEMENT
EXECUTIVE SUMMARY
The city of Jakarta is officially known as the "Special Capital Region" of

Indonesia and one of the most populous urban agglomerations in the world.
Jakarta is a dwelling place for commerce and trades, communications,
tourists and historical attractions which makes it a place worth visiting. One
of the many known historical attractions is the Museum Nasional. Although
the National Museum is very beautiful and rich in artifacts, it still needs
improvement to be able to accomplish its objectives.
The vision of Museum Nasional is to be a cultural and tourism

information center that is capable of educating the nation, increasing
civilization and pride of the national culture, and strengthening unity and
friendship among nations. Its mission is to develop and improve the quality
of
human
resources
and
professional
infrastructure;
improve
the
presentation of information collections that are able to educate the nation;

improve the quality of maintenance and presentation of collections; improve
the quality of information services; improve the quality of management and
service through the registration and documentation of database collection
and literature accessible to users.
Based on the interview of 10 tourist students who were under the

study tour program offered by Atma Jaya University, the study found the
following: 1) The Museum Nasional has a huge potential as a tourist
attraction, because it has many interesting collections and artifacts; 2) The
commentary of the tour guide is not effective; 3) the artifacts are not well
maintained; 4) the vendors loiter around the museum and distract the
attention of the tourists; and 5) and it lacks security guards to make the
tourists feel safe. Based on the data gathered, the study concludes that
Museum Nasional has a huge potential to attract more foreign and local
travelers if only the management can enhance the service performance of its
staff.
The study therefore recommends the following to the management of

Museum Nasional:
1)
More training to their tour guides so that they can attract and catch
the tourists' attention. Most of the researchers' respondents said that they
got bored during the tour since the speaker didn't get their attention;
2)
Conduct a general cleaning to make sure that the artifacts are clean,
less dusty and secure even if some of it are only replicas. They can improve
their venues by adding more ornaments or decorations which is in line with
their architectural structure history (e.g. designs of the archs of the buildings
during the early times in java) inside the rooms where they conduct lecture;
3)
Vendors should also not be allowed to sell souvenirs inside the gate of
the museum to make sure that tourists are safe since they bother and
distract some tourists and there are possibilities that pickpockets may enter
the museum; and
4)
They should make the tourists feel safe and add more security guards
around the vicinity.
TABLE OF CONTENTS (INCLUDE THE PAGE)
Page
Title Page
Approval Sheet
Acknowledgement
Executive Summary
Table of Contents
List of Figures
List of Tables
3 Abstract
4 Management plan
4.1
4.2
4.3
4.4
Recruitment Program
Training program
Fringe Benefits Program
facilities
3. Summary
List of Work Cited
Appendices
Curriculum Vitae
i
ii
iii
iv
v
vi
I. ACTION PLAN
Based on the recommendations of the study entitled: Tourists

Perception of Museum Nasional of Jakarta, the study recommends the
following Management Plan to the Management of Museum Nasional in order
to attract more foreign and local travelers to the museum:
Business name
The Museum was officially opened in 1868 and popularly known as

Gedung Gajah (Elephant Building) or sometimes called Gedung Arca (House
of Statues). It was called Gedung Gajah on account of the bronze elephant
statue in the front yard a gift to Batavia from King Chulalongkorn of Siam in
1871. It was also called Gedung Arca because a great variety of statues from
different periods are on display in the house.
In 1931, the museum's collections were shown in a world cultural

exhibition in Paris. Unfortunately, a fire in the exhibition hall demolished the
Dutch East Indies' exhibition pavilion and destroyed most of the objects. The
museum received some insurance money as compensation and the following

year these funds were used to build the old ceramics room, the bronze room,
and both treasure rooms on the second floor.
On
February
29,
1950
the
institution
became
the
Lembaga
Kebudayaan Indonesia (Indonesian Culture Council). On September 17, 1962

it was handed over to the Indonesian government and became known as
Museum Pusat (Central Museum). By decree of the Minister of Education and
Culture No. 092/0/1979 May 28, 1979 it was renamed the Museum Nasional.
Museum Nasional Offerings
Located on Medan Merdeka Barat, the National Museum is the pride of

Jakarta, providing visitors an insight into Indonesias long history in cultural
heritage from prehistoric days up to today. It is located in the center of the
city.
Having recently been expanded, the Museum houses an impressive

collection of no less than 109,342 objects covering Indonesias Prehistory,
Archaeology, Ethnography, Numismatics-Hera.
The exhibition hall in National Museum of Indonesia consists of two

parts, exhibition hall in the Gajah (Elephant) Building and the one in Arca
(Statue) Building. Exhibition Hall in the Gajah Building still maintains the
arrangement system as in the colonial era, while the one in Arca Building is a
new building with a thematic arrangement to present the whole aspects
Indonesian people life. Exhibition hall in Arca Building has four levels; level
one presents the human and environment theme; level two of scientific,
economic and technological theme; level three of social organization and
thinking pattern theme; and level four presents the collections of gold and
foreign ceramic.
Unique Quality
The museum has a collection of 61,600 prehistoric and anthropological

artifacts, and 5,000 archeological artifacts from all over Indonesia and Asia.
The museum collections is among the richest, the most complete, and the
best of its kind in Indonesia and one of the finest in Southeast Asia.
Business Structure
National Museum of Indonesia, as a national-level museum, is a

technical unit of culture and environment ministries tourism, located at the
bottom, and is responsible to the Deputy, history and archeology. National
Museum of Indonesia is led by a chief museum. It is composed of the
following Departments:
Division of Administration
Development of Prehistory and Archaeology Collection
Collection of Development History and Anthropology
Field of Conservation and Presentation
Guidance and Publications field
Registration and Documentation field
Functional Group
Figure 1. Organizational Structure of Museum Nasional of Indonesia
The task of each field are the following:
Administration Section:
-
Financial Subdivision has the task of doing business financial.
Subdivision staffing has the task of doing business staffing.
Subdivision affairs in order and has the task doing paperwork,

household and equipment, as well as order and security office.
Field coaching prehistory and archeology collections:

-
Collection of prehistoric section has the task to collection, research and

management of the prehistoric collection.
Collection of classical archeology section has the task to collection,

research and management of archaeological collections.
Collection of numismatic, heraldic and ceramics section has the task

collecting, research and collections management numismatic, heraldic
and ceramics.
Conservation and presentation:

-
Section of conservation and restoration has the task to preservation

and prevention of damage to the control to temperature, humidity and
lighting settings collection chamber, as well as prevention of damage
and repair collection.
The field of guidance and publications:

-
Section guidance has the task of granting guidance for students and
the public about the collection.
Section publication has the task of organizing publication of museum

collections both a scientific nature, educational and information.
Public relations and marketing section has the task to conduct

information dissemination and promotion.
Field registration and documentation:

-
Registration section has the task to conduct an inventory, registration

and distribution of the museum collection.
Documentation section has the task of recording and documenting the

entire collection and management of documents, photographs, slides,
films and other documents relating to museum collections.
Section of the library has the task of managing library.
The function of each field work

Each field has a work function of each, namely:
Part administration:
-
Implement financial affairs.
Implement personnel affairs.
Carry out the affairs of equipment, order, correspondence and
household.
Field coaching prehistory and archeology collections:

-
Carry
out
the
procurement,
collection,
research
and
coaching
prehistory and archeology collections.

-
Carry out the identification and classification of prehistoric collection

and archeology.
Implement cataloging and classification of prehistoric collection and
archeology.
-
Carry out the preparation of the scientific and popular writings relating
to the collection of history and anthropology.
Conservation and presentation:

-
Implement conservation and restoration collection by using the
laboratory.
-
Implement manufacture a collection of reproduction.
Carry out the design manufacture arranging exhibition preparation.

-
Carry out the manufacture of the equipment visitors educational

activities cultural.
Field registration and documentation:

-
Carry out an inventory of the museum's collection of objects and
registration.
-
Carry out the distribution of the collection to the coaching field
collection.
-
Carry out recording and documentation of the entire cultural heritage

material into museum collections.
Implement document management photographs, slides, films and

other documents related to the museum's collection.
Implement recording and deletion of museum collections.
Managing the library.
The Ministry of Culture and Tourism of Indonesia functions to the

formulating and the implementation of policies relating to the culture and
tourism sector. Their mission is for the conservation and development of
Indonesia, promote tourism and to establish an ethic of transparency in the

government and its policies.
Corporate Partners
National Museum of Ethnology in Leiden, The Netherlands
The National Museum of Ethnology is a partner of National Museum of

Indonesia for support. According to restauratoren.nl, the National Museum of
Indonesia in Jakarta (MNI) and the National Museum of Ethnology in Leiden,
The Netherlands (MV) have completed two three-year projects to transfer
skills and knowledge between the staff of the two museums and to study
their joint collection history. Two exhibitions were created and the institutions
cooperated on the reinstallation of the permanent exhibitions at the MNI. It is
said that the conservation departments worked together, packing loans,
preparing and mounting objects and reviewing preventive conservation
strategies. Approaches to preventive conservation, treatment and storage
were adapted to local circumstances. The MNI and MV have been working
together on the projects Shared Cultural Heritage (20042007) and The
New Museum (20072010) since 2004. The long term nature of the
relationship between the two museums has made this programme perhaps
unusual and this will continue beyond completion of these particular

projects.
SWOT Analysis
Based on internal and external analysis, Museum Nasional has the

strengths to cope up with the opportunities and threats in attracting more
foreign and local travelers once its weaknesses are properly addressed by
management.
Table 1 shows the result of the SWOT analysis of Museum
Nasional.
Table 1
SWOT analysis of Museum Nasional
STRENGTHS
WEAKNESSES
Museum Nasional of Indonesia has
The curator or tour guide lacks the
an organizational structure with
skills and competencies needed for
complete job description for every
the job.
department and division that guide

the management and operation of
the museum.
The staff lacks the proper service
orientation to deliver customer

It has a corporate partner to
service.
exchange the best practices in

managing and operating a museum.
The staff lacks the competency skills

in communicating in English which is
The museum collections is among
a universal language.
the richest, the most complete, and

the best of its kind in Indonesia and
one of the finest in Southeast Asia.
OPPORTUNITIES
The staff lacks motivation.
THREATS
Museum Nasional is acknowledged
Negative perception about Museum
by the Indonesian government as
Nasional based on the previous
one of its national treasures.
experience of other people.
Stable politics and economy with its
Lack of political support.
modest economic GDP and steady

inflation rate.
Low value orientation of the people
towards their culture and tradition.
People have disposable income, so
they have the means to pay for their
leisure time.
People enjoy a lot of leisure time, so

they have time to visit places away
from their natural environment like
the Museum Nasional.
Based on Table 1, the strengths of Museum Nasional are the following:

1) It is acknowledged by the Indonesian Government as one of its national
treasures; 2) It is strategically located and accessible to foreign and local
travelers; and 3) the collections of the Museum is among the richest,
complete, and the best of its kind in Indonesia and one of the finest in
Southeast Asia.
However, its weaknesses are the following that might limit its
capability to cope up with the opportunities and threats in the market: 1) The
curator or tour guide lacks the skills and competencies needed in their job;
2) the staff lacks the proper service orientation to deliver customer service;
3) the staff lacks the competency skills in communicating in English which is
a universal language understood by most foreign and local travelers; and 4)
the staff lacks the proper motivation to deliver customer satisfaction and
delight as much as they want, because they cannot express themselves and
cannot understand the needs of the foreign travelers.
Because of the prevailing weaknesses, Museum Nasional diminishes its

strengths to cope up with the opportunities in the external environment that
includes the following: 1) Museum Nasional is acknowledged by the
Indonesian government as one of its national treasures; 2) Stable politics and
economy with its modest economic GDP and steady inflation rate; 3) People
have disposable income, so they have the means to pay for their leisure
time; 4) People enjoy a lot of leisure time, so they have time to visit places
away from their natural environment like the Museum Nasional.
The situation might even get worst for Museum Nasional once the
threats from the external environment intensified such as the following: 1)
Negative perception about Museum Nasional based on the previous
experience of other people; 2) Lack of political support from the National and
local government; and 3) Value orientation of the people towards their
culture and tradition.
Based on these data, the study recommends an action plan for the
Management of Museo Nasional to reconsider in order to live up to its vision,
mission, goals and objectives.
II. MANAGEMENT PLAN
The Museum Nasional of Indonesia is already a good place to visit for

foreign and local travelers. It gives the travelers enough knowledge about
the history of Indonesia as a country and as a people that will lead to a
better understanding of the present situation in the country. However, to
make it even better, the Management of Museo Nasional should consider the
following plan focused on 1) Recruitment Program, 2) Training Program, 3)
Fringe benefits and the 4) Facilities of the staff:
1. Recruitment program
Problems on Street Vendors
As the tourists' have observed in the Museum Nasional, the street

vendors are scattered all over the place and forcing foreign and local
travelers to buy their souvenir products. This caused an unpleasant
experience for the travelers.
The security people of the Museum should
strongly implement the rules pertaining selling souvenir products in the

Museum and to be assisted by the local police enforcer.
Similar to New York City, it has hired the services of the Parks
Enforcement Patrol (PEP) Officers and New York Police Department (NYPD)
officers to strictly implement the Rules & Regulations of the New York City
Department of Parks & Recreation pertaining to vending inside the City park
that refers to anyone who sells art, photography, reading material, or
sculpture whether original or mass-produced.
Some of their rules being strictly implemented are the following:
1.
Having a proper place for the vendors to sell souvenirs or other
products;
2.
Minimum and maximum number of operating hours;
3.
Legal use of permits; and
4.
Appropriate penalties for those who will not comply with the rules.
It is not enough to hire the services of a private security company to

implement the rules and regulations of Museum Nasional, because the
private security guards have a very limited power compared to a Police who
have the authority to arrest erring individuals.
2. Training program
Lack of training for Tour guides
Travelers observed that tour guides in the Museum Nasional of

Indonesia cannot fully get their attention of the visitors in the Museum. The
study recommends the use of the Audio Guide during the tour.
The Audio Guide is very handy and it will be less hassle for both the
visitors and the tour guides. "Get the whole story. Engage with thousands of
artworks in the galleries and select special exhibitions...The Audio Guide
provides hundreds of hours of content from curators, conservators, and arthistorical experts to create a personal, self-guided experience for you. New
materialincluding programs in multiple languages and in large printis
added on a continual basis", this is the approach of the Met Museum in New
York City. It is very much useful especially to the foreign visitors who are
interested in a certain artifact and for those who don't understand the
language very much.
By using Audio guides, the tourists can select which language would
they use in explaining the collections and artifacts inside the museum while
taking the tour. Another advantage is that, one tourist can explore alone
around a museum with the help of an Audio Guide according to the article of
the Louvre Museum. "And if youd rather explore in your own way, you can
take your pick from over 700 descriptions of the Louvres galleries and
artworks. The new interactive map on the dual screen of the DS means you
cant get lost: the Louvre-Nintendo 3DS XL Audio Guide tracks your
position and youll be guided through the museum step by step.
In addition to the audio commentaries, there are 3D photos of the

galleries, high-definition images of the artworks, and 3D reconstructions to
help you identify the exhibits and give you extra information." Audio Guides
are also very much helpful for those people with disabilities. According to the
article of the Met Museum, The Met Audio Guide is free to visitors who are
blind, partially sighted, hard of hearing, or deaf. Audio Guide players have
volume controls and headsets. Neck loops for hearing aids with T-switches
are available upon request. Regular and large-print scripts of Audio Guide
programming are also available upon request and are free to deaf visitors.
Lack of Training for Security Personnel
Another challenge that should be addressed by management is the

lack of security personnel. This is perhaps the reason why there are a large
number of street vendors outside the museum. The gates are widely open
that enables anyone to come in and out from the premises of the Museum
unchecked. This frightens the foreign and local travelers, because they do
not know the kind of people around them whether they are the good guys or
the bad guys. The solution to this challenge is for the museum to hire welltrained security personnel to protect the Museum and its visitors all the time
of the day.
In the same way as the museum in Maryland, United States, Baltimore

Museum of Art, it has a full time security officer who is able to maintain the
museum security protocols while interacting with the staff and visitors. He is
responsible for preparing the galleries for visitors, light housekeeping,
observing/interacting with visitors, and reacting to emergency situations.
In addition, it also offers an on-the -job training for him to become

expert in monitoring CCTV, Fire, Security and HVAC systems, and radio
communications equipment. Aside from the full time security officer, it has
also a full time security supervisor who provides a day to day supervision for
a team of Security Officers who are highly trained to provide a safe, pleasant,
and welcoming experience to all the visitors and staff while at the same are
very knowledgeable of the security and safety policy and procedures of the
museum.
Cleanliness of Artifacts
The primary mission of most history museums is to collect, preserve,

exhibit and interpret objects of historical significance. Over time, all objects
will begin to deteriorate for a variety of reasons, such as environmental
conditions, use and natural decay. In order to maintain the objects in such
condition that they will survive for the enjoyment and education of future
generations, it is vital that museums practice proper preservation measures.
Knowing how to handle, display and store the artifacts in your museums
collection can add a significant number of years to the life of the objects
(Texas Historical Commission).
Some of the travelers who were interviewed by the researchers have

said that the artifacts displayed in the museum provided the rich history and
culture of Indonesia, but they are not properly maintained, dusty and
unattractive. The study recommends an upgrading of the policy and
guidelines in preserving the most significant historical objects of Indonesia.
In which, they need to do some routine cleaning tasks. Museum Nasional
surely have it as shown in their organizational chart, but most probably the
people assigned to do the task are not competent enough to understand the
importance of their work.
The study recommends something similar to the Texas Historical

Commission basic guidelines for the preservation of historic artifacts which
stated the most specific way on how to clean historical artifacts:
"First of all, any stain removal or major cleaning of any artifact should
be handled by a professional conservator, or at least with the advice of a
professional conservator. Otherwise, cleaning may do more harm than good
and could irreversibly damage the artifact. All repairs should be left to a
professional conservator.
Before dusting, examine the object carefully to determine how sturdy it

is. Proceed only if the object is in sound structural condition. Dust can be
removed with a soft, clean, white cotton cloth or a soft natural bristle brush
(available from archival suppliers). Dust slowly, gently and in one direction.
Do not use feather dusters because they can snag or catch on the surface of
an object.
Avoid using dusting sprays or polishes on artifacts. The chemicals

released by these products can be harmful, as is the build-up of the products
over time. A small amount distilled water and a clean white cotton cloth can
be used to remove any stubborn dirt.
Another way that museum staff can remove dust from structurally
sound artifacts is with a special museum vacuum. Note that it is not
acceptable to use a regular vacuum for this task; it must be done with a
vacuum specially designed for use with museum collections. These vacuums
allow the user to adjust the amount of suction depending on the type and
condition of the artifact. Take care to use the appropriate attachment or
nozzle for each type of artifact."
Preservation of Artifacts
Conservation has two aspects: firstly the control of the environment to

minimize the decay of artifacts and materials; and, secondly, their treatment
to arrest further decay and to stabilize them where possible against
deterioration.
(The
Museum
Environment,
Garry
Thomson,
London:
Butterworths & Co., 1986) In 1993-94 the Museum, suffering from

overcrowding of its staff and inadequate storage facilities for its artifacts,
underwent the first of two significant renovations. A new floor was added in
the space formerly occupied by a choir loft left over from the building's days
as a Christian association.
Over the years the Museum has enacted various preservation measures;
however, it had come up against the limits of its ability to protect these
collections under current conditions. Decades of uncontrolled fluctuations of
relative humidity and temperature, high levels of light (both visible and
ultraviolet), and the presence of airborne pollutants have had a perceptible
impact on the ethnographic material. If left uncontrolled, such environmental
conditions
would
have
led
to
the
complete
deterioration
of
these
irreplaceable collections. Moving them to the Mainwaring Wing is essential to

their long term viability.
This new storage and research facility is equipped with a state-of-theart climate control system designed to remove airborne pollutants and
eliminate fluctuations in temperature and relative humidity. The windowless
storerooms will be maintained at 65F; while this temperature is low for
human comfort it is better for the artifacts. The building will also be equipped
with a walk-in freezerfreezing is often the preferred method of insect
eradication on museum artifacts. In addition, compact storage units will be
installed to maximize the number of artifacts that can be stored in the new
facility.
The same with the Museum Nasional of Indonesia, it also faces various
kinds of deterioration of its artifacts due to overcrowding. The artifacts
displayed in the museum are not well maintained and cleaned because of
having too much relic. Jar artifacts displayed at the museum, as observed by
the tourists, has the most number of deterioration compared to other
artifacts.
3. Fringe benefits
Financial problem is one of the drawbacks of Museum Nasional of

Indonesia especially pertaining the benefits of the staff, so they are
demotivated and reluctant to excel in their assigned tasks. Since the
museum is managed by the national government, the study believes that it
receives very little support from the national government. The action plan
recommends the following and put up as an Income Generating Fund of the
Museum subject to the auditing procedure of the appropriate auditing
agency of Indonesia.
Increase of visitors admission fees - Researchers think that funds can possibly
get from the increase of the visitors admission fees. As of now, admission
charges are minimal--Rp750 for adults and Rp250 for students and children
below 17 years of age.
4. Facilities
Accessibility of Toilet Facilities
Another observation from the researchers is the accessibility and the

number of the museum's toilet facilities. Aside from other elements of the
museum, it is also important to consider the area of the toilet facilities. The
problem with Museum Nasional of Indonesia is they just have one restroom
and it is located far away from the main museum where the main tour is
occurring. It is located in the ground floor of the new building from the main
thus it is very inaccessible. The study recommends that there should be
more restrooms placed in different strategic areas in the museum.
In National Museum of Cambodia, their restrooms are located downstairs

near the main entrance. Therefore, restrooms are very accessible to tourists
who visit the museum since it is located near the entrance.
III. Summary and Conclusion
The
management
of
Museum
Nasional
of
Indonesia
has
the
responsibility to address all the challenges it is facing now. The challenges

are not big in order not to be resolved. It has enough strength based on
Internal Analysis of its environment to overcome all those obstacles provided
that it enhances its strength and reduce its weaknesses. It then can respond
effectively to the various opportunities in the external market and attract
more foreign and local visitors to its site.
The plan concludes that the Management of Musuem Nasional of

Indonesia should enhance its management skills and competencies to
enhance its strengths and address its internal weaknesses. Otherwise, it will
not be able to take advantage of all the external opportunities and it will
never be able to attract more foreign and local travelers.
List of Work Cited
Chang, T.et al., (2012) THE INNOVATIVE SERVICE MODEL: A STUDY ON TOUR
GUIDE SERVICE DESIGN IN TAIWAN BY ICT APPLICATION
Cross, D. (1991). Please follow me: The practical tourist guides handbook.
Salisbury, England: Wessexplore Tourist Service.
John A.et al., (2001). Case study on tour guide: professionalism, issues and
problems. Tourism Management 22 (2001): 551-563
Makindo, P.et al., (1997). Treasures for the National Museum. A national
museum for the 21st century. 10-11
INFORMATION
FOR
VISITORS.
(n.d.).
Retrieved
January
14,
2015,
from
http://www.cambodiamuseum.info/en_information_visitors.html
http://www.nycgovparks.org/rules/summary
http://www.artbma.org/about/employment.html#Sec
http://www.louvre.fr/en/museum-audio-guide
http://www.metmuseum.org/visit/plan-your-visit/audio-guide
http://www.hiroshima-navi.or.jp/en/information/audio_guides/
http://www.lsa.umich.edu/kelsey/aboutus/history/buildinghistory
http://www.penn.museum/sites/expedition/moving-the-museums-ethnographiccollections/
http://www.indonesia.travel/en/destination/412/the-national-museum
http://www.indonesia-travelguide.com/Jakarta_Travel_Guide/National_Museum_Indonesia/National_Museum_Indo
nesia.html
http://www.restauratoren.nl/upload/documenten/0402_74_fekrsanati_icomcc_2011.pdf
http://colleendilen.com/2009/07/31/10-reasons-to-visit-a-museum/
http://thesis.binus.ac.id/doc/Bab3/2012-1-00682-SI%20Bab3001.pdf
http://www.slideshare.net/GillSecurity/10-advantages-of-having-a-monitoredsecurity-system
http://preservewa.org/Benefits-Historic-Preservation.aspx
APPENDIX A
TOURISTS PERCEPTION OF MUSEO NASIONAL OF INDONESIA
ABSTRACT
The research aims to show the observation of the tourists about the positive
and negative side of the museum. The research paper encompasses the
needed improvements for the National Museum to attract more tourists and
to have a good mark on people's perception about it.
The respondent consists of 10 tourist students who were under the study
tour program offered by Atma Jaya University. The research used interview
questionnaire to gather data about the Museum Nasional of Jakarta.
The study found out that there were negative side in their museum,
therefore, there will be improvements needed in order to attract more
tourists, improve its cleanliness, security, tour guide and vendors outside the
museum. The research found out that Museum Nasional has a huge potential
to improve especially with regards to the elements stated above.
CHAPTER 1
Introduction
The city of Jakarta is officially known as the "Special Capital Region" of

Indonesia and one of the most populous urban agglomerations in the world.
Jakarta is a dwelling place for commerce and trades, communications,
tourists and historical attractions which makes it a place worth visiting. One
of the many known historical attractions is located at the center of the City
which is Museum Nasional. The Nasional Museum has long served as an
institution which job is to collect, preserve and present impermanent and
temporary exhibits, objects that constitute the cultural legacy of this nation
which is Indonesia. Due to the lack of any significant efforts of improvement
per expansion, however, the current building of the national museum has
come to be increasingly inadequate. Growing demands on the National
Museum mean that there must be a plan for managing its development in a
comprehensive manner, also safe to say that there will be a future plan for
more improvements, this plan must encompass both organizational and
physical development. Synergy between these two elements is crucial as
improvements of piecemeal nature. If not given effort it will not ensure the
national museum's ability to fulfill its role.
The existing structure of the National Museum, measuring approximately

11,500 square meters, is of great historical valuethe main building dates to
1862. The development and construction of the new building began in mid1996 and is due to be completed early in the year 2000. The area of the
museum site, originally measuring 13,840 square meters, has been enlarged
by 11,360 square meters to the north and south of the existing plot, to give a
total amount of almost 25,000 square meters. On this land and two new
structures will be built: Buildings B and C. Building B, to be located on the
north side of the existing building will contain two basement levels and
seven floors, encompassing 30,000 square meters. Building C, which will be
located in a section of building B, will have two basement levels and 10
floors, and measure 40,000 square meters.
The National Museum is one of the main tourist destinations in Jakarta, the
nation's capital. As the only centre for the exhibition of Indonesian cultural
artefacts, it is a unique destination. Its strategic location on Jakarta's northsouth historical axis makes it a landmark with great potential as a tourist
destination. To meet the increase in both foreign and domestic tourist
numbers, improvements in the physical quality of the National Museum to
meet international standards are timely. (Makindo, 1997)
Although the National Museum is very beautiful and rich in artifacts there are
still some characteristics that needs improvement like the cleanliness,
security, tour guide and vendors outside the Museum.
The purpose of this study is to recognize the elements that lack in the
national museum as a whole in order to further enhance the structure and
the ability to attract tourist and in the bottom-line to create a better impact
on the economic status & tourism status of the country.
CHAPTER 2
Literature Review
Tour guides are the essential interface between the host destination and its
visitors. In fact, they are front-line employees who are very much responsible
for the overall impression and satisfaction with the tour services process by a
destination. (Chang, 2012)
Key areas of a tour guide's job description as defined above include

environmental interpretation in an inspiring and entertaining manner,
operation in a clearly defined cultural/ geographical area and specialized
linguistic knowledge. Another definition provided by the Professional Tour
Guide Association of San Antonio (1997) is that the guide is `a person with
an effective combination of enthusiasm, knowledge, personality qualities and
high standards of conduct and ethics who leads groups to the important sites
(in our city), while providing interpretation and commentary. This definition
conducts tour essential ingredient that constitute the work of the tour guide.
That means tour guide should have a passion for each tour subject and take
an interest in each guest. In essence, the work of a tour guide not only
involves the transmission of information, but also presenting it in an

interesting and sincere manner. (John, 2001)
Chon and Olsen (1991) discovered a goodness of fit correlation between

tourists expectations about their destination, and tourists satisfaction.
Then, after tourists have bought the travel service and products, if the
evaluation of their experience of the travel product is better than their
expectations, they will be satisfied with their travel experience. Furthermore,
Chon and Olsen (1991) provided an intensive literature review of tourist
satisfaction. One thing to be noted, however, is that although the posited
social cognition theory offers an alternative way of explaining satisfaction
processes,
its
methodological
mechanism
is
analogous
to
that
of
expectancydisconfirmation theory. In other words, the concepts of congruity

and incongruity can be interpreted similarly to the concepts of confirmation
and disconfirmation, both of which can result in either positive or negative
directions.
Cross (1991), Mancini (1990) and Pond (1993) provide useful practical handson information about tour guiding practice, professionalism, and address
issues such as the role of guiding, guiding skills and techniques, and the
problems and issues that a guide may face when leading a tour. Pond (1993),
for example, indicated that the role of the guide includes one who is: (1) A
leader capable of assuming responsibility; (2) An educator to help the guest
understand the places they visit; (3) An ambassador who extends hospitality
and presents the destination in a way that make visitors want to return; (4) A
host who can create a comfortable environment for the guest; and; (5) A
facilitator who knows how and when to fulfill the previous four roles.
CHAPTER 3
Equipment and Methodology
This chapter will determine the methodology used in conducting the study. It
will discuss the research design, sample group, and instrumentation.
The study uses the descriptive research to gather information about the
National Museum of Jakarta as a tourist attraction. The researchers
interviewed ten students to know their opinions and perceptions through
their observation about Nasional Museum. The researchers used interview
questionnaires to gather qualitative data. It was conducted last November
14, 2014 in Aryaduta Suites Semanggi. The interviewees were tourists who
have joined the study tour program offered by Atma Jaya University.
The researchers' design in conducting the Interview Questionnaire is informal

conversational approach. With the informal conversational approach, the
researcher does not ask any specific types of questions, but rather relies on
the interaction with the participants to guide the interview process
(McNamara, 2008). Think of this type of interview as an off the top of your
head style of interview where you really construct questions as you move
forward. Many consider this type of interview beneficial because of the lack
of structure, which allows for flexibility in the nature of the interview.
CHAPTER 4
Observation and Recommendations
We based this study on the observations of the tourists during our tour last
November 11, 2014 at the Museum Nasional. Here is what they have to say:
"The museum is a great place to visit especially for the people who
appreciate / adore artifacts and enjoy learning historical / cultural contexts
however the people in charge in taking care of the museum must ponder on
how to get the tourists' attention by probably beautifying the venue for
lectures even more and cleaning it better." -Leanna Ravana
"The guide lacks attractiveness. I tend to go around instead of listening to

what the tour guide is saying." -Nica Ramos
"I observed many random vendors of souvenirs just outside the museum.
They sell it to the tourists who come out and they sell it desperately which
can scare the tourists and moreover there maybe possibilities of pickpockets
around the area waiting for the right time to snatch them." -Jebel Marasigan
"The national museum of Jakarta offers good characteristics as a tourist

attraction. It provides the rich history and culture of Indonesia for the
tourists. However, I noticed some problems during the tour like the security
and the tour guide. Improving these will lead to a meaningful and successful
tour for tourists." -Alyanna Lindain
"The artifacts were preserved properly in a shelf however some of it were

not. From what I have observed, the old building of the National Museum
lacks cleanliness since some parts of the place are dusty. I think it needs to
be improved so that it will be more attractive especially to the tourists.

-Deanne Tarrega
"I noticed during my visit to the National Museum that most tourists were not
paying attention while on tour. I think the Museum should add additional
activities for people to revisit the National Museum since some of us find it
boring." -Alexis Villareal
"I can't say anything bad about the tour in the museum. The tourist guide is
good. She's trying her best to express herself to give the accurate
information about the significant historical artifacts inside the Museum."
-June Pauline
"What I have observed in the Museum is that it was very big and at the same
time very hot which makes the tour more exhausting. I also noticed that
some artifacts are doesn't have any light." -Camille Doblada
"In my observation, I was amazed of how big the museum was. There are lots
of artifacts which looks good and organized. It is obvious that the persons in
charge there used a lot of money in preserving the artifacts and the place.
They should do marketing to attract more tourists." -Louise Martinez
"In my experience, I was also exhausted due to its its big building and hot
weather, but the Museum was overall beautiful. The artifacts are well
secured and properly arranged in their shelves although some looked dusty."
-Gemmalyn Perez
The national museum of Indonesia is already a good place to visit for

tourists. It gives the tourists enough knowledge about the facts and past
happenings that can lead to a better understanding of the present situation
in the country. But to make it better, the national museum should consider
some recommendations that the researchers' has to offer.
First, the researchers' recommend more training to their tour guides so that
they can attract and catch the tourists' attention. Most of the researchers'
respondents said that they got bored during the tour since the speaker didn't
get their attention. Another is, they should conduct a general cleaning to
make sure that the artifacts are clean, less dusty and secure even if some of
it are only replicas. They can improve their venues by adding more
ornaments or decorations which is in line with their architectural structure
history (e.g. designs of the archs of the buildings during the early times in
java) inside the rooms where they conduct lecture. Vendors should also not
be allowed to sell souvenirs inside the gate of the museum to make sure that
the tourists are safe since they bother and distract some tourists and there
are possibilities that pickpockets may enter the museum. They should make
the tourists feel safe. They can add more security guards around the vicinity.
CHAPTER 5
Conclusion
In this study, the researchers concluded that:
1. The Museum Nasional has a huge potential to improve some minimal

improvements such as its cleanliness and security; and
2. The artifacts being preserved in the museum can be polished by

providing general cleaning.
Aside from that, everything is well. If the above mentioned is realized,

tourists will be more attracted and will be more eager to visit the place and
know more about Indonesia.
REFERENCES
Chang, T.et al., (2012) THE INNOVATIVE SERVICE MODEL: A STUDY ON TOUR
GUIDE SERVICE DESIGN IN TAIWAN BY ICT APPLICATION
Cross, D. (1991). Please follow me: The practical tourist guides handbook.
Salisbury, England: Wessexplore Tourist Service.
John A.et al., (2001). Case study on tour guide: professionalism, issues and
problems. Tourism Management 22 (2001): 551-563
Makindo, P.et al., (1997). Treasures for the National Museum. A national
museum for the 21st century. 10-11
APPENDIX B
Interview Guide
Interview Questionnaires:
1. What have you observed during your visit to the Museum Nasional of Jakarta?
2. What could possibly be done for the people to revisit the National Museum?
3. What can you say about the artifacts being preserved inside the museum?
(ANOTHER SMPLE PAPER)
A PROPOSED MARKETING PLAN OF CIREBON CITY AS A NEW TOURIST

ATTRACTION IN INDONESIA
An Action Plan
Presented to
Miriam College
by
Camille Alyzza Oliveros Doblada
Mary Louise Geremillo Martinez
Gemmalyn Kalanoc Perez
February 28, 2015
APPROVAL SHEET
This Action Paper entitled: Cirebon City: A New Tourist Attraction in Indonesia was
prepared and submitted by:
Camille Alyzza Oliveros Doblada

Mary Louise Geremillo Martinez
Gemmalyn Kalanoc Perez
MR. ALLAN PAUL TANG

Panel Member
MR. JAYPEE SAN JOSE

Panel member

Panel Member
Research Adviser

Date: __________________________
Dean
Date: _________________________
ACKNOWLEDGEMENT
EXECUTIVE SUMMARY
Cirebon City has continued to be one of the tourism sites at West Java, because it is the
crossing between a busy coastal road and the main road leading to Bandung. Based on
Demographic Profile, the target market of Cirebon City are special interest group, senior
citizens, business people, students from the higher education institutions, and students
from basic education. Based on Psychographic Profile, the personality and lifestyle of
the target market are different and varied. Finally, based on Geographic Profile, the
target market are foreign and local travelers who live within the city or are visitors of
Cirebon city but lives from nearby cities or provinces.
The main marketing objective should be to attract more foreign and local travelers to
Cirebon City and increase its tourist arrival. by creating promotional strategies or
activities with the use of ads, social networking sites, flyers, brochures, television
commercials and billboards.
The actions of Cirebon City to attain its primary marketing objectives for 2016 are
the following: 1) Attract more foreign and local travelers starting 2016 through
partnership with local Travel and Tour Agency and Transportation Companies; 2) Open
a Facebook and Instagram Account for the business where the marketing collaterals
can be seen publicly; and 3) Increase net income staring 2016 to 15-20% every year for
the next five years.
The foreign arrival per day is estimated at 132, per week is 792, per month is 3
168 and per year is 38 016. The local arrival is 88 per day, 528 per week, 2 112 per
month and 25 344 per year for a grand total of 63 360 thousand tourist arrivals. The
plan proposes to the West Java Provincial Office and the Local Government of Cirebon
City a quota for the number of foreign and local travelers per year for the next five years
starting from 2016. Table 3 shows the quota for foreign and local travelers arrival per
year for the next five years starting 2016.
In 2017, the foreign arrival is 43 718.40 or an increase of 15% from 38 016 in 2016;
in 2018, foreign arrival is 50 276.16; in 2019, foreign arrival is 57 817.58; and in 2020,
foreign arrival is 66 490.28. For local arrival, in 2017, the arrival is 29 145.60; in 2018,
the local arrival is 75 885.84; in 2019, the local arrival is 87 268.72; and in 2020, the
local arrival is 100 359.02.
Cirebon City hopes to provide the foreign and local travelers the rich culture of
Indonesia through its rich heritage sites and batik textiles production.
The proposed strategy of the plan to the West Java Provincial Office and the Local
Government of Cirebon City are the following in order to attain its main objective:
1. Cultivate its strengths to have a competitive edge based on the
Differentiation Method that focuses on the uniqueness of Cirebons various
heritage sites and its warm people compared to other tourist attractions; and
2. Focus on the needs of the foreign and local travelers in order to

make their visit in the City pleasant, convenient and memorable.
The proposed programs of the plan to the West Java Provincial Office and the
Local Government of Cirebon City are the following:
1. Hire the right staff with the right skills and competencies needed by the job;
2. Conduct regular Training Programs on customer service that includes English

language learning;
3. Upgrade the products and services to meet international standards;
4. Advertise and promote
TABLE OF CONTENTS
Page
Title Page
Approval Sheet
Acknowledgement
Executive Summary
Table of Contents
i
ii
iii
iv
5 Abstract
6 Action plan
6.1 Cirebon City Profile
6.2 Proposed marketing plan
6.2.1 Market segment
6.2.2 Marketing objectives
6.2.3 Action plans for 2016
6.2.4 Quota of foreign and local travelers
6.2.5 Marketing strategies
6.2.6 Products and services
6.2.7 Internal environment analysis
6.2.8 External environment analysis
6.2.9 Strategy formulation
6.2.10 Program formulation
6.2.11 Advertisement and promotion
6.2.12 Distribution channels
6.2.13 Marketing Budget
6.2.14 Feedback and control
3. Summary and Conclusions
List of Work Cited
Curriculum Vitae
I. ABSTRACT
Cirebon as a tourist destination provides knowledgeable facts about cultural

heritage especially on their batik clothes, palace and temples. It is located on the north
coast of Indonesian island of Java. It is divided into five districts and has tourism
attractions like Keraton, Kasepuhan, and Sunyaragi cave. The researchers focused on
the tourism activities that may be implemented in the near future. The purpose of the
study is to evaluate Cirebon City as a tourist attraction.
Based on the observation of the researchers, it was observed that Cirebon City
has the potentials as a tourist attraction, because it has rich history and culture.
However, it lacks a strong marketing plan, because it has very few visitors. Furthermore,
its facilities, infrastructures, transportation, accommodation, and activities need to be
improved also in order to attract more tourists.
Based on the findings, the study concludes the following: 1) The local people
were very accommodating that creates a strong bond with the tourists; 2) Cirebon City
was not promoted to the local people. The study recommends the following: 1) The
West Java Provincial Office and the Local Government should improve their promotional
campaign for Cirebon City; 2) The Local Government should allocate a budget to
improve and develop Cirebons facilities; 3) The West Java Provincial Office should
provide English descriptions in the site www.cirebonkota.go., so that the tourists will
understand its description about the different attractions and activities in Cirebon City.
II. ACTION PLAN
Based on the recommendations of the study entitled: Cirebon City: A new Tourist
Attraction in Indonesia, the study recommends the following Marketing Plan to the West
Java Provincial Office and the Local Government of Cirebon City in order to promote
Cirebon City to foreign and local travelers and increase the tourist arrival in Indonesia:
Cirebon City Profile

Indonesia is the fourth most populous country in the world. According to a 1995 estimate, it has
250,586,000 inhabitants (world population review, 2013). Cirebon or formerly referred to as cheribon in
English is a port city on the north coast of the Indonesian island of java.
Cirebon means 'river of shrimps' and the city has a nickname 'kota udang', 'city of the big
shrimps', but according to some historians, the name of the city is perhaps diverted from caruban, which
means 'mixture' - a witness of the heterogeneous heir of cirebon ( kohen, 2000 ).
The inner-city core of Cirebon is very minor in extent nevertheless its condensed
conurbations sprawl into the surrounding regency. The official metropolitan area
encompasses this regency as well as the city, and covers an approximate area of
1,025.82 km2. As of 2014 census, the population of the city had reached 2,223,089
citizens (city population of indonesia, 2014 ) .
Although surrounded by sundanese-speaking areas in west java, linguists have

stated clearly that Cirebon and the historically related region of Serang city in Banten
province are javanese language areas.
Furthermore, this is supported by the Cirebon people referring to themselves as

"Wong Jawa" or "Javanese people", and to their language as "Basa Jawa" ("javanese").
The Cirebon dialect is sufficiently different from the dominant south central Javanese
dialect that it is occasionally presumed to be non-javanese by outsiders.
The city had been known for its very rich culture and is one of the largest cities in
West Java and home to innumerable heritage sites. As a well-known heritage site, it is
as well widespread known for its batik works. These batik textiles are known for its vivid
shades with motifs and patterns that demonstrate Chinese and local influences.
Nevertheless, the city is not as commercialize compared to other provinces as it
attempts to preserve the citys ancient values and traditions (Edelman, 2013 ).
The economy of Cirebon city was greatly influenced by its deliberate geographical setting and by
the features of natural resources. Thus, the assembly of its economy is knowingly conquered by
business, trade, hotels and restaurants, transport and communications and other service sectors. In
foregone conclusion, Cirebon was one of the trade centers on the island of java.
On its history during the year of 1859, after Cirebon was taken over by the dutch East Indies
government, it was designated as a transportation port for import-export goods and thus the
infrastructures route to the political control center for the district in the core of Java. On the 21 st century,
the economic involvements to the city of Cirebon was categorized by processing industry which carried
41.32% of the contribution, followed by trade, hotels and restaurants, offering a 29.8% , transport and
communications sector at 13.56% , and services sector at 6.06%. Other sectors at 9.26% included
mining, agriculture, construction, electricity, and gas.
Proposed Marketing Plan
Cirebon City has continued to be one of the tourism sites at West Java, because it is the crossing
between a busy coastal road and the main road eading to Bandung.
Market segment
The target market of West Java Provincial Office and the Local Government of
Cirebon City based on Demographic profile should be foreign and local travelers, both
men and women. Table 1 shows the target market of West Java Provincial Office and
the Local Government of Cirebon City based on demographic profile.
Table 1
Target Market
Special Interest
Group
Age
20 years old and
above
Gender
Male and female
Senior Citizen
40 years old and Male and female

above
Young adult
20-30 years old
Business people
40 years old and Male and female

above
Higher Education
Institution Students
Basic Education
School Children
15-20 years old
Male and female
Processing
industry, service
sectors,
transportation and
communication
None
5 -13 years old
Male and female
None
Male and female
Job
Educators,
Historians,
researchers and
others interested to
know Cirebon City
Retired government
and private
employees.
Employed or to be
employed.
Based on Table 1, the Demographic Profile of Cirebon City are the Special
interest group whose age is between 20 years old and above senior citizen whose job
could be educators, historians, researchers and others interested to know Cirebon City;
Senior citizens who are already retired from the government service with monthly
pension; young adults who are either currently employed or to be employed; business
people who are currently employed in the processing industry, service sector,
transportation and communication; students from the higher education institutions; and
students from basic education.
Based on Psychographic Profile, the personality and lifestyle of the target market
are different and varied.
Table 2 shows the target market segment of West Java
Provincial Office and the Local Government of Cirebon City based on their
Psychographic Profile.
Table 2
Target Market
Special Interest Groups
Senior Citizen
Young adult
Business people
Higher Education
Institution Students
Basic Education School
Children
Personality
Inquisitive, resourceful,
connects presented
knowledge to past
information.
Connect new experiences
with their life experience and
the significant role of their life.
Care free, less interested with
what the message of the
artifacts, focus is on the
esthetic beauty of a thing.
Budget conscious travelers
Care free, less interested with
what the message of the
artifacts, focus is on the
esthetic beauty of a thing.
Very limited attention span,
more social active, and the
least interested on the
artifacts.
Lifestyle
Look for true knowledge
and experience.
Look for convenience and
ease when traveling.
Look for a variety of
experience, more visual
than aural.
Looks for the benefit from a
new experience.
Look for a variety of
experience, more visual
than aural.
More visual and aural,
more to socializing and
playing games.
Based on Table 2, the personality of special interest group are inquisitive,

resourceful, connects presented knowledge to past information and their lifestyle is they
look for true knowledge and experience; senior citizens connect new experiences with
their life experience and the significant role of their life and their lifestyle is they look for
convenience and ease when traveling; business people who are budget conscious
travelers and their lifestyle is they ook for the benefit from a new experience; students
from the higher education institutions who are care free, less interested with what the
message of the artifacts, focus is on the esthetic beauty of a thing and their lifestyle is
they look for a variety of experience and are more visual than aural; and students from
basic education who have a very limited attention span, more social active, and the
least interested on the artifacts and whose lifestyle is more visual and aural, more to
socializing and playing games.
Finally, based on Geographic Profile, the target market are foreign and local
travelers who live within the city or are visitors of Cirebon city but lives from nearby
cities or provinces.
Marketing Objectives
The plan recommends to the West Java Provincial Office and the Local
Government of Cirebon City that the main marketing objective should be to attract more
foreign and local travelers to Cirebon City and increase its tourist arrival. by creating
promotional strategies or activities with the use of ads, social networking sites, flyers,
brochures, television commercials and billboards.
The plan recommends the following other objectives;
1. Product awareness of Cirebon City among the target market segment by creating
promotional strategies or activities with the use of ads, social networking sites,
flyers, brochures, television commercials and billboards.
2. Increase the number of arrivals of foreign and local travelers at Cirebon City and
increase regularly by 10%-20% for the next five years starting 2016; and
3. Build a positive perception about Cirebon City to foreign and local travelers.
Actions for 2016
The actions of Cirebon City to attain its primary marketing objectives for 2016 are
the following:
1. Attract more foreign and local travelers starting 2016 through partnership with local
Travel and Tour Agency and Transportation Companies such as the following:
1) Establish partnership with Travel Trade establishments who do the land
arrangements for foreign and local travelers.
2) Establish partnership with Transportation Companies who do transport foreign

and local travelers.
2. Open a Facebook and Instagram Account for the business where the marketing
collaterals can be seen publicly. Updating the social networking sites to keep the
followers updated by posting at least 35 pictures weekly. In addition, creating an

effective and creative advertisements monthly, quarterly or yearly depending on the
situation of the restaurant. Table 1 shows the proposed actions of the Officials of
Cirebon City to attract more foreign and local travelers by the quarter for the year
2016.
Table 1
Actions of the Officials of Cirebon City by the Quarter for 2016
1st Quarter
Open a Facebook and
Instagram Account to
reach the target market
within the affordable
level of marketing
Budget.
Establish partnership
with travel trade,
Transportation
Companies, and
corporate companies.
Focus, design and
launch appropriate
marketing strategies
based on the profile of
the target market
segment.
2nd Quarter
Follow-up partnership
with travel trade,
Transportation
Companies, and
corporate companies
to strengthen
partnership.
Follow-up
implementation of
appropriate marketing
strategies based on
the profile of the target
market segment.
3rd Quarter
Follow-up
partnership with
travel trade,
Transportation
Companies, and
corporate
companies to
strengthen
partnership.
Follow-up
implementation of
appropriate
marketing
strategies based on
the profile of the
target market
segment.
4th Quarter
Evaluate partnership
with travel trade,
Transportation
Companies, and
corporate companies to
enhance its strength
and address
weaknesses.
Evaluate marketing
strategies to enhance
also its strength and
address weaknesses.
3. Increase net income staring 2016 to 15-20% every year for the next five years.
Quota of Foreign and Local Travelers
In order to achieve the main marketing objective of Cirebon City, the plan
proposes to the West Java Provincial Office and the Local Government of Cirebon City
a quota for the number of foreign and local travelers per day, week, month and year.
Table 2 shows the quota for foreign and local travelers arrival per day, week, month and
year for 2016.
Table 2
Arrival Quota per Day, Week, Month and for Year for 2016
Type of Traveler
Foreign
Local
Total Arrivals
Arrival per
Day
132
88
220
Week
Month
Year
792
528
1 320
3 168
2 112
5280
38 016
25 344
63 360
Estimated current arrival based on observation is 200 Foreign and Local

Travelers per day broken down as follows: 60% Foreign Travelers and 40% local
travelers.
Based on Table 2, the foreign arrival per day is estimated at 132, per week is
792, per month is 3 168 and per year is 38 016. The local arrival is 88 per day, 528 per
week, 2 112 per month and 25 344 per year for a grand total of 63 360 thousand tourist
arrivals.
The plan proposes to the West Java Provincial Office and the Local Government
of Cirebon City a quota for the number of foreign and local travelers per year for the
next five years starting from 2016. Table 3 shows the quota for foreign and local
travelers arrival per year for the next five years starting 2016.
Table 3
Quota for Foreign and Local Travelers Arrival Per Year for the Next Five Years
Starting 2016
Type of Traveler
Foreign
Local
Total Arrivals
2016
38 016
25 344
63
360
2017
43 718.40
29 145.60
72
864.00
2018
50 276.16
75 885.84
126
162.00
2019
57 817.58
87 268.72
145
086.30
2020
66 490.28
100 359.02
166
849.30
Estimated at 15% increase per year starting 2016
Based on Table 3, in 2017 the foreign arrival is 43 718.40 or an increase of 15%

from 38 016 in 2016; in 2018, foreign arrival is 50 276.16; in 2019, foreign arrival is 57
817.58; and in 2020, foreign arrival is 66 490.28. For local arrival, in 2017, the arrival is
29 145.60; in 2018, the local arrival is 75 885.84; in 2019, the local arrival is 87 268.72;
and in 2020, the local arrival is 100 359.02.
Marketing Strategies
Cirebon City hopes to provide the foreign and local travelers the rich culture of
Indonesia through its rich heritage sites and batik textiles production.
Products and Services
The city had been known for its very rich culture and is one of the largest cities in
West Java and home to innumerable heritage sites. As a well-known heritage site, it is
also popular for its batik works. These batik textiles are known for its vivid shades with
motifs and patterns that demonstrate Chinese and local influences.
Internal environment analysis
Based on Internal Environment Analysis, Cirebon City has its strengths and
weaknesses. Table 4 shows the strengths and weaknesses of Cirebon City.
Table 4
Strengths and Weaknesses of Cirebon City
Strengths
Weaknesses
Cirebon City is a government

institution with organizational
structure with complete job
description for every department
and division that guide the
management and operation of the
City.
The people are warm and

hospitable to foreign and local
travelers.
It has a lot of international and local

corporate partners to exchange the
best practices in managing and
operating a tourism attraction.
Cirebon has a lot of heritage

attractions which is rich in culture.
It is the center of Balik Textile

making which is the trademark of
Indonesia and an attraction in its
own right.
Lack of promotion on the part of

West Java Provincial Office and the
Local Government of Cirebon City
to create awareness among the
local travelers.
Lack of financial support to

undertake physical upgrading and
marketing.
External Environment Analysis
Based on External Environment Analysis, Cirebon City has its macro

opportunities and strengths. Table 5 shows the opportunities and strengths of Cirebon
City.
Table 5
Macro Opportunities and Threats of Cirebon City
Opportunities
Stable economy
Prevailing peace and order
Threats
Inflation/Increase in price of
commodities (i.e. food ingredients).
Strong disparity between the rich
Long leisure period

Increase disposable income
and the poor.

Population increase.
Based on External Environment Analysis, Cirebon City has its micro opportunities
and strengths. Table 6 shows the micro opportunities and strengths of the Cirebon City.
Table 6
Micro Opportunities and Threats of Cirebon City
Opportunities
High literacy rate
Center of development
Center of Trade in West Java
Accessibility
Threats
High population
Over capacity
Traffick
Based on internal and external analysis, Cirebon city has the internal strengths to
meet the challenges of the new opportunities and overcome its internal weaknesses
and external threats in order to attract more foreign and local travelers for the next five
years starting 2016. The initiative however should start from the West Java Provincial
Office and the Local Government of Cirebon City.
Strategy formulation
The proposed strategy of the plan to the West Java Provincial Office and the
Local Government of Cirebon City are the following in order to attain its main objective:
3. Cultivate its strengths to have a competitive edge based on the

Differentiation Method that focuses on the uniqueness of Cirebons various
heritage sites and its warm people compared to other tourist attractions; and
4. Focus on the needs of the foreign and local travelers in order to

make their visit in the City pleasant, convenient and memorable.
Program formulation
The proposed programs of the plan to the West Java Provincial Office and the
Local Government of Cirebon City are the following:
5. Hire the right staff with the right skills and competencies needed by the job;
6. Conduct regular Training Programs on customer service that includes English
language learning;
7. Upgrade the products and services to meet international standards;
8. Advertise and promote
Advertisement and promotion
The following are advertisement and promotion programs that will support its
strategy in order to address the possible weaknesses and threats in achieving the
objectives of Cirebon City:
Social Media The West Java Provincial Office and the Local Government of Cirebon
City could use the internet to increase awareness among its target market and netizens.
By having its own Facebook, Instagram, or Twitter account, the officials of Cirebon City
can post the pictures of the different heritage sites and activities for everyone to see
and motivate them to come to the place.
Advertisements on public transportation - The West Java Provincial Office and the Local
Government of Cirebon City could place promotional materials inside the cab (i.e.
hanging a laminated picture of the brochures of the heritage sites or activities, address,
and contact details). As for the buses and trains, they can place a large picture of the
heritage sites, together with a picture of happy foreign and local travelers.
Word-of-mouth - The West Java Provincial Office and the Local Government of Cirebon
City should make sure that the foreign and local visitors will leave the City satisfied and
delighted. The referrals and recommendations of foreign and local visitors greatly affect
the behavior of future foreign and local travelers toward a tourism site such as Cirebon
City.
Distribution Channel
of Cirebon City that they use two channels to distribute its products and services
namely: Direct marketing and Retailing.
In Direct marketing channel, the West Java Provincial Office and the Local
Government of Cirebon City will market directly to foreign and local travelers with the
use of social networking sites, posters, fliers and coupons. In Retailing Channel, the
West Java Provincial Office and the Local Government of Cirebon City will market
Cirebon City through the use of intermediaries like the local travel and tour agency.
Marketing Budget
of Cirebon City that they should use the affordable method in preparing its marketing
budget. By following this approach, they will have more control over the outflow of
money which will be used in marketing Cirebon City.
This method entails negotiating with marketing intermediaries in order to meet
the allotted budget/quota. By setting a specific budget, it will prevent the West Java
Provincial Office and the Local Government of Cirebon City from over spending on
unnecessary expenses.
Feedback and control
of Cirebon City that they regularly monitor the development of the programs to ensure
that the set of strategies are properly supported through informal interviews of the staff
and loyal customers of Cirebon City. In the event that the resources do not serve its
purpose then it will be stopped and the strategies will be further evaluated to address
the gap between the strategies and the program.
All the data that will be collected should be stored in the West Java Provincial
Office and the Local Government of Cirebon City for future reference so that future
challenges of similar nature can be immediately be addressed with minimal cost and
disruption from the operation of the concerned offices.
III. Summary and Conclusion

The proposed marketing plan of Cirebon City is designed for the West Java
Provincial Office and the Local Government of Cirebon City in order to promote the
various heritage sites and culture of Cirebon City. There is a high demand for places like
Cirebon City from both local and foreign visitors. However, the foreign and local
travelers must be informed of their existence and they should be guaranteed that it is
worth their money and time visiting those designated sites.
With the right advertisements and promotional ads, the foreign and local travelers
arrival might increase between 10%-20% for the next five years starting 2016. However,
the marketing strategies should be properly implemented and supported by the right
program. Otherwise, the marketing plan will not succeed.
The most important role in the success of the proposed marketing plan lies on
the shoulders of the West Java Provincial Office and the Local Government of Cirebon
City with the participation of the local business and the people of Cirebon City. The
West Java Provincial Office and the Local Government of Cirebon City should take the
lead in the implementation of the marketing plan.
List of Literature Cited
Edelman Henry, 2013.A Spatial Analysis of the Recreation Potential of Cirebon,

Indonesias Kratons. Retrieved at: http://www.scirp.org/journal/PaperInformation
Cohen , matthew isaac.2000. Wayang kulit in Cirebon. Retrieved at :
http://www.cirebonarts.com/pdf/wayang_kulit_in_cirebon.pdf
www.citypopulation.com

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A MARKETING PLAN OF RESTORAN GARUDA OF JAKARTA, INDONESIA

We have to learn about conservation which covers Bahasa Indonesia

Performance. We also got a live experience on how to preserve the natural

Now everything is so familiar, so comfortable. Before we realize it, our new

interdisciplinary way of thinking and learning.

(SAMPLE PAPER FOR YOUR REFERENCE)

June Pauline Cruz

February 28, 2015

June Pauline Cruz

MR. ALLAN PAUL TANG

MR. JAYPEE SAN JOSE

RUBY F. ALMINAR-MUTYA, DBA

RUBY F. ALMINAR-MUTYA, DBA

(CONTINUE THE DISCUSSION)

The study entitled: Jakarta City, Indonesia: A Gastro-Tourism Site aimed to

The Action Paper entitled: A Marketing Plan of Restoran Garuda of Jakarata,

TABLE OF CONTENTS (INCLUDE THE PAGE)

3.3 SWOT Matrix

LIST OF TABLES (PLS CONTINUE)

Target Market Based on Age, Gender and Income

Target Market Based on Personality and Lifestyle

Target Market based on Country, region and City

Increase in the Number of Local and Foreign Travelers in 2016

Proposed Plan of Actions to Restoran Garuda

Proposed Quota to the Staff Restoran Garuda in 2016

Strengths and Weaknesses of Restoran Garuda

Macro Opportunities and Threats of Restoran Garuda

Micro Opportunities and Threats of Restoran Garuda

CINEAT one-hectare area

Parking Area at CINEAT

II. PROPOSED MARKETING PLAN

Based on the recommendations of the study entitled: Jakarta City, Indonesia: A

Male and female

Male and female

Young professionals 20-30

Male and female

Male and female

Working and nonworking

20-30 years old

Likes to eat at the restaurant

the target customers are

Prefers eating outside

the customers that look for

Prefers eating outside

the target customers who

Budget conscious travelers

the target customers are

the target customers are

East, West, South,

East, West, South,

East, West, South,

East, West, South,

The other objectives are the following:

Improve the communicative competence of the staff in the English language.

Design and develop a Staff Development Program.

Practice proper waste management to sustain tourism development.

Recognize the staff

Talk to the staff

adjust the current

(PLEASE RECOMPUTE BASED ON TABLE 6) Based on the Table, since

4 pax x 20 tables = 80 pax per day

For weekends, each table must be occupied by a maximum of 6 people for a

Products and Services (FOCUS ON RESTORAN GARUDA; LAY OUT THE

Garuda boasts about having a wide-range of cuisine for customers to choose