Diving Tour Package Design With Business Model Canvas Approach At Nukila Dive Center Ternate, North Maluku

Penulis

  • Moehamad Alfari Ramadhan Marine Tourism Program Study, Universitas Padjadjaran
  • Asep Agus Handaka Suryana Departemen of Fishery, Universitas Padjadjaran
  • Donny Juliandri Prihadi Departemen of Marine Science, Univesitas Padjadjaran
  • Fanny Kristiandhi Departemen of Marine Science, Univesitas Padjadjaran
  • Wahyuniar Pamungkas Center for Sustainable Tourism Studies, Universitas Padjadjaran

DOI:

https://doi.org/10.33649/iconmths.v1i1.315

Kata Kunci:

Ternate, Tour Packages, Diving, Business Model Canvas, Marine Ecotourism

Abstrak

The development of marine tourism in Ternate has shown significant growth in recent years. The island offers marine ecotourism in the form of stunning underwater beauty, with beautiful coral reefs and rich marine biodiversity. Nukila Dive Center has an important role in the sustainability of tourism to support the tourism industry in Ternate. The business model approach is one of the important factors for the success of a company. The purpose of this study is to identify the Nukila Dive Center business model and identify the steps to create a conservation-based diving tour package. The business modeling method and the design of a conservation-based diving tour package are analyzed with nine elements of the business model canvas. Increasing value propositions, customer segments, and customer relationships will affect a company's income. Based on the results of the study, the elements of the business model at Nukila Dive Center were identified, namely the existing customer segments, namely domestic and foreign tourists. The value proposition offered is in the form of attractive underwater nature tourism. The current customer relationship is a direct relationship not only individually, but also with groups/diving communities and sea transportation associations. Revenue Streams received from diving trips, certification and equipment rental. Key resources in trip diving are the underwater beauty in the form of coral reefs and their ecosystems, as well as human resources. The existing key activities are trip diving and certification, Key partnerships currently carried out are travel agents, diving equipment providers, government agencies, diving communities. Cost Structures include ship fuel, equipment and facility maintenance, staff salaries. The prototype design that was made aims to be able to add value proposition to help add value at Nukila Dive Center to add new customer segments with the output of conservation-based diving tour packages in the form of e-flyers

Referensi

Bagindo, M., Sanim, B., & Saptono, I. T. (2016). Model Bisnis Ekowisata di Taman Nasional Laut Bunaken dengan Pendekatan Business Model Canvas. 11.

Gustrian, H., & Fitria, S. E. (2018). Analisis Model Bisnis Pada Jalanesia Dengan Pendekatan Business Model Canvas. EProceedings of Management, 5(2).

Hanik, U., & Mas’ ud, M. I. (2019). Perencanaan Inovasi Pengembangan Agrowisata Bukit Flora Dengan Pendekatan Metode Bisnis Model Kanvas. JKIE (Journal Knowledge Industrial Engineering), 6(3), 91–100.

Hermawan, A., & Pravitasari, R. J. (2013). Business Model Canvas (Kanvas Model Bisnis). Akselerasi. Id, 1–23.

Khairunnisa, H. (2022). Analisis Model Bisnis pada Kuliner Krupuk Kulit PD IKA dengan Pendekatan Business Model Canvas. Jurnal Pariwisata Indonesia, 18(2), 40–52. https://doi.org/10.53691/jpi.v18i2. 286

Muljadi, A. J., & Warman, A. (2014). Kepariwisataan dan Perjalanan. Rajagrafindo Persada.

Nurindraty, Chitrani dan Darmawan Ari. 2018. Analisis Strategi Model Business Pada Produk Industri Pariwisata Dengan Menggunakan Pendekatan Model Canvas (Studi Pada Batik Tulis Tresna Art Kota Bangkalan). Jurnal Administrasi Bisnis (JAB) Vol. 55 No 1 Februari 2018. Administrasibisnis.studentjournal.ub.ac.id

Osterwalder, A dan Pigneur, Y. (2010). Business Model Generation : A Handbook for Visionaries, Game Changers dan Challangers. New Jersey : JohnWiley & Sons, Inc.

Prihadi, D. J., Zhang, G., Lahbar, G. M., Pasaribu, B. (2024). Integration of Community-Based Tourism (CBT) Index and Biophysical Assessment for Sustainable Ecotourism Mangrove: A Case Study of Karangsong, Indonesia. Sustainability, 16.

Pauziah, D. (2024). Penerapan Strategi Bisnis Model Canvas dan SWOT Dalam Rencana Bisnis Claes Fashion Pada Era Digitlaisa.

Rizan, M., Sumastuti, E., Prabowo, H., RP, A. K., Anugrah, R. P., Safitri, A. K., Fauzan, M. A., Febriani, S., Istikhomah, I., & Rosidah, I. (2023). Bisnis Model Canvas: Membangun Rencana Bisnis Yang Inovatif.

Siregar, O. M., Selwendri, Maulidina, & Abdillah, M. B. (2020). Penerapan Bisnis Model Canvas Sentral UMKM. Puspantara.

Tahwin, M., & Widodo, A. (2020). Perancangan model bisnis menggunakan pendekatan business model canvas untuk mengembangkan usaha kecil menengah. Fokus Ekonomi: Jurnal Ilmiah Ekonomi, 15(1), 154–166.

Tanlain, A. A., Jeddawi, M., & Djunaedi, S. (2019). Pengembangan Pariwisata Bawah Laut di Kota Ternate Provinsi Maluku Utara. VISIONER: Jurnal Pemerintahan Daerah Di Indonesia, 11(5), 799–820.

Tjaturpriono. (2010). Business model innovation: menciptakan lanskap bisnis baru. JFMM.

Wardana, M. H., & Sitania, F. D. (2023). Strategi Pengembangan Bisnis Melalui Pendekatan Business Model Canvas pada Kedai Kabur Bontang. Jurnal Teknik Industri (JATRI), 1(1), 10–17. https://doi.org/10.30872/jatri.v1i1. 492 .

Wati, S. A. K., Hubeis, M., & Sarma, M. (2019). Strategi Pengembangan Usaha Kapal Wisata Berbasis Model Bisnis Kanvas di Pulau Pahawang Lampung. Jurnal Manajemen Pengembangan Industri Kecil Menengah, 14(2), 143–151.

Diterbitkan

2024-10-15