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P
IGURE
2. SWOT
A
NALYSIS
D
ESIGN
Opportunity
Weakness Strength
Threats
3. Agresif
4. Diversifilasi 1. Difensif
2. Turn around
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Caption : Quadrant 1: This is a very favorable situation. The
company has the opportunity and the power, so it can take advantage of existing opportunities. The strategy
should be applied in these circumstances is to support an aggressive growth policy Grouth oriented strategy.
Quadrant 2 : Despite facing various threats, it still has the power utilization of the internal aspect. The
strategy should be applied is to use force to take advantage of long-term opportunities by way of business
diversification strategy product market.
Quadrant 3 : The company faced enormous market opportunities, but on the other hand faces several
constraints internal weaknesses. The strategy should be applied is to minimize the companys internal problems so
that they can seize market opportunities better
Quadrant 4 : This is a very unfavorable situation, the company is facing various threats and internal
weaknesses. Through SWOT analysis can produce a 4 four the
possibility of alternative strategies Rangkuti, 2006, namely:
1. Strength-Opportunities Strategy SO. This strategy is based on the cultivation of mind, that is by
utilizing all the power to seize and exploit opportunities as possible.
2. Strategy Weaknesses-Opportunities WO, this strategy is applied based on the utilization of existing
opportunities by minimizing weaknesses. 3. Strategy Strength-Threats ST, this is the strategy
of using the power of the company to overcome the threat.
4. Strategy Weaknesses-Threats WT, this strategy is based on activities that are defensive and try to minimize
weaknesses and avoid threats. As an alternative strategy matrix can be seen in Table
2 below, are as follows:
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T
ABLE
2. SWOT
M
ATRIX
INTERNAL
Stengths, Determine 5-10 chance factor.
Weaknesses, Determine 5- 10 chance factor.
EXTERNAL
Opportunities, Determine 5- 10 chance factor.
SO Strategy, Create a strategy that uses the power to
take advantage of opportunities WO Strategy, Create a
strategy that minimizes the weaknesses to take advantage
of opportunities.
Threats, Determine 5-10 chance factor.
ST Strategy, Create a strategy that uses the power to
overcome the threat. WT Strategy, Create a
strategy to
minimize weaknesses and avoid threats.
Source : Rangkuti, 2006
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R
ESULT AND
D
ISCUSSION
Analysis of SWOT Matrix The SWOT analysis is done on environmental factors
internal and external environmental factors, which can directly affect the business in National Parks, these
factors are as follows: According of results internal and external analysis,
that compilation like below : 1. Total Score of Strength is 17,60
2. Total Score of Weakness is -3,1 3. Total Score of Opportinity is 2,20
4. Total Score of Threats is -2,20 The calculation above, that in the calculation of the
strategy requires confirmation of the position in the cross axis is between STRENGTHS and WEAKNESSES,
OPPORTUNITIES and THREATS or all of which are described in the lines of positive and negative. This
resulted, total score total score of 17.60 fixed power while the total score of -3.1 weakness OPPORTUNITIES
THREATS 2.20 and a total score of -2.20. The analysis showed that the factor is greater than a factor
STRENGTHS WEAKNESSES OPPORTUNITIES factor and the effect of greater than a factor THREAT. Thus
positioning Sebangau National Park in the axis system is in quadrant I, which means that for the development
strategy of the TNS region as a destination for ecotourism in the position of GROWTH.
Learn in a position quadrant coordinate axes, can be described coordinate internal and external analysis as
follows: Coordinate internal analysis Score total force - Total
score weakness : 2 From 17.9 to 3.1 = 14.8 : 2 = 7.04 and coordinate external analysis Score total force -
total score of threats : 2 2.20 to 2.20 = 0.20: 2 = 0.1, so that the coordinate point lies on the axis 0.1 : 7.04 with
the following pigure:
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Supported Environment Opportunity 0 : 2,20
II. Stabilities....ST I. Growth 17,60 : 0 ....SO 17,60 : -2,20
0,01
0,01 : 7,04 1 2 3 4 5 6 7 8
III. Prioritas... WT IV. Combination...WO
3,10 : -2,20 3,10: 2,20 Unsupported Environment
P
IGURE
3. T
HE
SWOT
OF SCORE OF
S
EBANGAU
N
ATIONAL
P
ARK AS
T
OURITS VISIT
According examated rating and bobot, so we can find the point of position and wides matrixs and rank as well as in the table below.
T
ABLE
3. T
HE
W
IDES OF
M
ATRIX AND
S
RATEGY OF PRIORITIES
Quadrant Point Position
Matrix size Ranking
Priority Strategies
I 17,60 : 2,20
37,59 1
Growth II
2,20 : 3,10 6,51
3 Stability
III 3,10 : 2,20
6,2 4
Contraction IV
17,60 :- 2,20 35,8
2 Combinations
Source : Primer Data, analyzed. 2014
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According of exploring data to determine the matrix and the priority strategies in Table 3, the obtained result is
the largest area in the quadrant matrix I with an area of 37.59 matrix, however it should be noted that the vast
matrix in quadrant II also has an extensive matrix that is taken into account, namely 6 , 51 Description of the
largest matrix wide ranking position on the quadrant I with an area of 37.59 matrix, however it should be noted
that the vast matrix in quadrant IV also has an extensive matrix that is taken into account, namely 35.8.
A description of the broad ranking position matrix quadrant in the above table include:
1. Ranking 1st : in quadrant II with an matrix area 37.59
2. Ranking 2ed : in quadrant IV with an matrix area 35.8
3. Ranking 3trd : in quadrant II with an matrix area 6.51
4. Ranking 4th : in quadrant III with an matrix area 6.2
Policy Analysis and Development Strategy Each strategy in the positioning analysis and
evaluation map shows the important factors, as indicated in the quadrants in the SWOT analysis of each quadrant
has the properties as follows:
1. First Quadrant depicts aggressive internal conditions, such as improving the economic
strategy, ecotourism, environmental services, education and community participation.
2. The second quadrant depicts internal condition rather weak compared to the quadrant into one,
because the extent of this quadrant matrix is far lower than the quadrant I.
3. The third quadrant illustrates the internal conditions of a strong and robust environment
supports so that the direction of the target and strategy oriented to the tourism policy on
government support, training and harmonization of local residents and migrants. Then strengthen
the security of natural resources beyond Sebangau National Park in order to not be a
private business, especially plantation.
4. Fourth Quadrant illustrates the internal conditions of strong support so that the direction,
objectives and strategies appropriate tourism the nature of business diversification. Previous
community involvement is very limited, with the diversification of business then there is a chance
people to partner with managers Sebangau National Park in order to provide the supporting
infrastructure of tourism such as the provision of means of transport, the Cottage Inn home stay,
food stalls including farmers who tried around the National Park area Sebangau as a buffer
Sebangau National Park.
Ecotourism development in Sebangau National Park in essence, is to improve the welfare of society both
materially and spiritually, in an atmosphere of livelihood is
safe, comfortable,
orderly, peaceful
and environmentally friendly. SWOT analysis of the results
yielded four 4 the possibility of alternative strategies, namely:
1. Strength and Opportunities SO strategies, which is a strategy which optimizes the strength
to take
advantage of
opportunities opportunities, are:
a. Object offers tourist destination areas such as biodiversity flora and fauna, the beauty
of the landscape, leading tourism products such as mountain climbing, tracking,
outbound, canoing, wildlife observation, etc. to attract foreign tourists and domestic
tourists.
b. Entered into a collaboration with public and private stakeholders, such as local
government, the
private ecotourism
businesses to manage Sebangau National Park.
c. The importance of community participation in ecotourism activities, such as holding
local arts performances. d. Promotion of intensive and continuous,
either through mass media, television, and internet.
2. Weaknesses and Opportunities WO strategies, which is a strategy that minimizes the
weaknesses weaknesses to take advantage of opportunities opportunities, are:
a. Creating an attractive tour packages, such as climbing Mount Street, Mount of Love Sexual arousal,
tracking, outbound on TNS region, while enjoying the beauty of the landscape in a cluster of Tangkiling hills .
b. Hold Agrofishing package, namely fishing, given that some areas with potential TNS lake fish are high
enough. c. Improving the investment climate, to provide
guidance and oversight to the community around the area of TNS, as well as ecotourism entrepreneurs conducted
by professional staff of TNS Tourism Office Local Government.
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d. Motivate people to take an active role in the
development of industrial manufacturing of home appliances, such as making souvenirs that are typical TNS
region. 3. Strength and Threats ST strategies, which is a
strategy that uses the power strength to address threats, are:
a. To supervise and act decisively against employers ecotourism in order not to damage the existing natural
order. b. Motivating local communities to provide guidance
and oversight so that local indigenous culture is not displaced or contaminated by foreign cultures.
c. Increase innovation in packaging tourism products. 4. Weaknesses and Threats ST strategies, which
is a strategy that minimizes the weaknesses weaknesses and avoid threats threats, are:
a. Establish cooperation
with relevant
stakeholders Local
Government, Department of Tourism and Ecotourism
Entrepreneurs to develop tourism in a safe, convenient, continuous and sustainable.
b. Providing guidance, direction, and build a sense of community perception and
importance of the SebangaunNational Park. From the results of SWOT analysis is done, the
management of the Sebangau National Park SNP into First Quadrant on the diagram SWOT, while alternative
strategy used, is Strength and Opportunities SO, with the consideration that SNP has the natural potential and
large to be marketed, but not yet utilized optimally, for it to develop its business SNP must create a strategy of
using force strength to take advantage of opportunities. Therefore, on the basis of the results of the analysis of
internal environment and the external environment SWOT mentioned above, the policy development of
nature tourism in the Sebangau National Park directed to:
a. Allowing all parties stakeholders in developing nature tourism in TNS, in addition to the
participation of stakeholders is expected to support an increase in well-being and quality of
life of the community and to encourage the preservation of natural resources.
b. Improve the integration of the planning of regional development that is able to drive the
local and national economy on an ongoing basis. c. Raising public awareness to actively participate in
the conservation of natural resources.
C
ONCLUSION
The strategic position is in quadrant I, with the formula SO namely to maintain and increase the diversity
of tourist attractions, community involvement in management activities package ecotourism began the
planning, implementation and evaluation, increasing the capacity of communities to provide services to tourists, to
develop cooperation between the manager with the community outside in the development and promotion of
ecotourism.
R
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Sekolah Tinggi Pariwisata Bali. [ 7 ] Irawan. 2013. Analisis Faktor Penentu Pengeluaran Wisatawan
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. Disertasi Doktor. Program Pascasarjana Universitas
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Dipublikasikan. [ 8 ] Irawan. 2013. Determinant of Length of Stay Tourits in Tanjung
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[13] Payangan, Otto Randa, 2005. Analisis Faktor-Faktor Yang Mempengaruhi Kinerja Pemasaran Pariwisata di Sulawesi
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A
PPENDIX
I: SWOT
A
NALYSIS
D
EVELOPMENT
S
EBANGAU
N
ATIONAL
P
ARK AS A
R
EGIONAL
T
OURISM
D
ESTINATION
.
I. INTERNAL FACTOR EVALUATION IFA Rating
Quality Total
1. STRENGTH 1.1. Economy
a. The availability of different types of fish 4
0.20 0.
8 b. Transportasi available to Sebanga Nasional
3 0.20
0. 6
Park c. Provision Cottage Inn in surrounding villages
Sebangau National Park Service inn 3
0.10 0.
3 d. Guide services for visitor
4 0.10
0. 4
e. Hotels, agent travel, restaurant at Palangka Raya City 4
0.10 0.
4 f. Supplier of foods from community around Sebangau
National Park 2
0.10 0.
2 g. No Monopoly bussiness around Sebangau
4 0.20
0. 8
National Park
Number of Economy Factors 1.00
3. 50
1.2 Ecotourism
a. Tthe shift of mass tourism to special interest tourism 4
0.20 0.
8 b. Local wisdom from community cultur
4 0.20
0. 8
c. Tourist spots rivers, lakes, hills, bays, peat ecosystems 4
0.20 0.
8 d. Tourist sites such as Tanjung Puting side in
3 0.20
0. 6
Kotawaringin Barat,
ourist cascade
in Katingan district Riam Mangkikit
e. Sago palm and narcissus plants 2
0.2 0.
4
Number of Ecotourism Factor
1.00 3.
4
1.3. Environmen Services
a. Maintain hydrological balance 4
0.20 0.
8 b. Supplier of Clean air for human life
4 0.20
0.
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8 c. The absorption of carbon dioxide
4 0.20
0. 8
d. The presence of rare and unique species 3
0.20 0.
6 e. Herbs and flowers
4 0.20
0. 8
Number of Environment Services Factor 3.
8
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1.4. Education
a. Society has the ability to read and write 4
0. 2
0.8 b. The community has the capability of regional languages
and the national language 3
0. 2
0.6 b. Ttransfer of knowledge, informal education migrant
communities to communities surounding villages Sebangau National Park about modern cultivation
methods, preserving the environemtn and others 4
0. 2
0.8 d. Sebangau National Park has been used as a place
4 0.
2 0.8
educational, peatland research location e. Community learn from the success of conservation
3 0.
2 0.6
nature in Sebangau National Park
Number of Education Factor 1
3.6 1.5. Community Partisipation
a. Society does not over exploitation of resources at Sebangau National Park
4 0.
2 0.8
b. Society does not hunting fauna at Sebangau National Park 4
0. 2
0.8 c. Society does not taking the ornamental plants
3 0.
2 0.6
From Sebangau National Park c. Society does not use poisons and stun to catch fish in
Sebangau National Park 3
0. 2
0.6 e. Firefighting team cooperation with society
4 0.
2 0.8
for the prevention of forest fires
Number of Community Participation 1
3.6
Number of Strength 17.
90 2. Kelemahan
a. The price of fish is not worth to daily of price needies -4
0. 1
- 0.4
b. No official tariff for tourist transportation, but depending on aggrement of supplier and demander
-2 0.
2 -
0.4 c. There is a tendency over the business from
-4 0.
1 -
0.4 Vegetables to forestry logging Galam
d. Lack of cultural attractions in the surrounding villages Sebangau National Park
-3 0.
1 -
0.3
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e. The people are less interested in a job that -2
0. 1
- 0.2
requires rules and work discipline f. There are illegal hunting of animals, resulting
-4 0.
2 -0.8
g promotion Sebangau National Park as ecotourism is still low and does‘nt national and global scope
-3 0.
2 -0.6
Number of Weakness 1
-3.1 INTERNAL FACTOR POSITION
14.80 MATRIK EKSTERNAL FAKTOR EVALUATION EFE
Rati ng
Quality Tot
al Faktor-faktor Strategi Eksternal
1. Opportunity