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Public Relations Strategy in Building Brand Image at Movenpick Resort

& Spa Jimbaran

Rika Pratiwi Ni Nyoman Sri Astuti I Ketut Astawa Tourism Departement Politeknik Negeri Bali Address: Jl. Kampus Bukit Jimbaran,Badung,Bali,Indonesia 80364 Phone:+62361 701781ext. 196 E-mail: rikapratiwi1708@gmail.com

Abstract

Strategic planning is the process of long term planning long or short

term using internal environmental analysis as well as the external

environment of a business development. This research aims to formulate

public relations strategy in brand building the most appropriate image applied

by the hotel Movenpick Resort & Spa Jimbaran in order to take advantage

opportunities and anticipate existing threats by utilizing power and anticipate

shortcomings.

This data retrieval technique uses interviews to the Public Relation.

Respondents in this study consists of 7 people, each from the public relations

division, sales, human resources, DOS, front office and 2 visitors.

Researchers using technical analysis of descriptive data by searching for

those factors affects by using three stages namely, the input stagean IFAS

matrix and an EFAS matrix, the matching stage of the SWOT matrix.The

results of data processing on SWOT matrix resulted in values of 2.90 and

2.95 which lie in column V of defense strategy. The next step is to carry out

the steps implemented from the public structure relation in building brand

image that is increase intensity and the quality of advertising promotion on

online media, educate the market to find new customers with the help of

media through magazines, newspapers and radio.

Keyword: Strategy, Public Relation, Brand Image

INTRODUCTION

Tourism is one of the engine of the world economy that proved able to

One of the islands in Indonesia that

attracts many tourists to visit is the island of Bali, it can be proven by Bali

crowned as Top 10 Traveler's Choice Destination World in Traveler's Choice Award 2017 version of Tripadvisor website. One of the newly built hotels and resorts in Bali in Jimbaran area is Mövenpick Resort & Spa Jimbaran. Mövenpick Resort & Spa Jimbaran is a 5 star resort that has 297 rooms with facilities and facilities that support the comfort and safety of guests while in Bali. Mövenpick Resort & Spa Jimbaran is included into the brand new hotel in Bali. Mövenpick is one of the monobrand originating from Switzerland, where the brand was originally a

restaurant name that later developed into a brand of hotels &

condition of Mövenpick Resort & Spa Jimbaran which is one of the new brand name in Indonesia especially Bali make management to do promotion and build brand image hotel. Brand image for Mövenpick Resort & Spa Jimbaran is the main thing in pioneering a business amidst the tightness of hotel competition in Bali. A strong and large brand image is generally formed and developed by Sales and Marketing Department in particular public relations. Public relations is included in the Sales and Marketing Department section that is in charge of marketing and communication to the public. Public relations has a responsibility to create a strategy in running promotions, especially in creating and building brand image of Mövenpick Resort & Spa Jimbaran. The role of public relations, is two-way with the internal and external public. The importance of the role of public relations in order to create and develop a positive image / brand image as one of the company's goals, then public relations must be a good informant for the company. In addition, public relations practitioners should also be responsive in observing, studying and

contribute to the prosperity of a

The

solving a problem, whether problems arise from within and from outside the company. At the moment Mövenpick Resort & Spa Jimbaran is building brand image as a new hotel with the tagline "We Make Moments" which is very friendly for family trip. The strategy used by the public relations of Mövenpick Resort & Spa Jimbaran to develop it is through cooperation with external parties such as media and influencers to provide information to the public. Based on the phenomenon described above the author wants to raise the above problems to be investigated by using internal and external factors to know the strengths, weaknesses, opportunities and threats so that can be found strategies to achieve success in building brand image at Mövenpick Resort & Spa Jimbaran with the title "Strategy Public Relations in Building Brand Image at Mövenpick Resort & Spa Jimbaran ".

METHOD RESEARCH The location of this research is done at the Department of Sales and Marketing especially in the Marketing Communication section at Mövenpick Resort & Spa Jimbaran. As for the object in this research is the strategy of Public Relations Mövenpick Resort & Spa Jimbaran in building brand image as a new hotel. Sources of data used in this study are primary and secondary data. Data collection methods used were field observation for 6 months, interviews to Sales and Marketing Department, and library study. This research used SWOT matrix analysis technique and matrix analysis of External Strategic Factors Analysis Summary (EFAS) and Internal Strategic Factors Analysis Summary (IFAS).

RESULTS AND DISCUSSION

Overview Mövenpick Resort & Spa Jimbaran

Brand Mövenpick Hotels & Resorts was first put forward by Ueli

Prager. Mövenpick's own name was inspired by Mowe's bird activity in the

selection of food on a lake in Zurich, Germany. In 2006 Hotel Movenpick

successfully entered the Asian region in Thailand and the Philippines.

Movenpick Resort & Spa Jimbaran Bali is one of the first Movenpick hotel

chains in Indonesia. Movenpick Resort & Spa Jimbaran Bali was opened and

inaugurated on January 12, 2017. Movenpick Resort & Spa Jimbaran Bali is

owned by PT. Hotelindo Permata Jimbaran and the central management of

this hotel are arranged by Movenpick Corporate in Thailand.

1. Analisis SWOT

a. Internal Strategic Factor Analysis Summary Matrix (IFAS

Matrix)

Internal Strategic Factor

Bobot

Rating

Skor

(%)

Strength Factor

 

1. Have a one stop shopping mall that is located one complex with the resort

7.85

3.45

0.27

2. Have facilities that support family holidays such as swimming pool, gym, spa and kids club

8.17

3.35

0.27

3. New food and beverage innovations regularly

7.65

3.3

0.25

4. Location

Mövenpick Resort & Spa

Jimbaran is strategically close to several tourist destinations

7.72

3.25

0.25

5. It is a new property in Jimbaran area with Bali Swiss design and concept

7.27

3.15

0.23

6. Have excellent chocolate hour service

 

7.75

3.1

0.24

7. The only one who owns the Japanese Peruvian restaurant in Jimbaran

 

7.98

3

0.24

8. Consistency brand to continue to create a global campaign that became typical Movenpick in each country

6.18

3

0.19

Weakness

1. Room size is small for most room types

 

7.45

2.65

0.20

2. Not having a wedding chapel as one of the wedding venue

6.41

2.65

0.17

3. Lack of supporting facilities in swimming pools such as sun-lounges and cabana

6.70

2.6

0.17

4. Uneven consistency of service among staff

 

6.31

2.5

0.17

5. Do not have direct access to the beach

 

6.48

2.05

0.13

6. Not all rooms have pool view

 

6.07

2.05

0.12

 

2.9

In the above IFAS Matrix calculations obtained from the weighted

average of each external indicator multiplied by the average rating of each

internal indicator, then scores for each external indicator are obtained. The

total score of the IFAS matrix in the above table is 2.90

b. External Strategic Factor Analysis Summary Matrix (EFAS

Matrix)

 

External Strategic Factor

 

Bobot

Rating

Skor

 

(%)

Opportunity

 

1. Bali as one of the destinations to carry out sports events, music, culinary and art.

10.00

3.85

0.39

2. Movenpick Resort & Spa Jimbaran is surrounded by favorite tourist attractions such as Jimbaran Beach, Uluwatu Temple, GWK, and others.

9.90

3.5

0.35

3. Political, natural and terrorism conditions in Indonesia

 

9.90

3.5

0.35

4. Having a strong concept as one brand in the field of Food and Beverages

9.15

3.25

0.30

5. Have a green globe certificate worldwide

 

8.00

3.1

0.25

6. Have

a

strong

marketing

for

domestic

market Jakarta

 
 

8.90

2.9

0.26

Threat

1. Infrastructure that does not support the comfort and security of guests while in Bali

8.80

2.7

0.24

2. Limited number of flights to Bali

 
 

8.70

2.5

0.22

3. The development of tourism in other Asian countries such as Thailand, Vietnam and

 

Sri Lanka

 

8.50

2.25

0.19

4. Increased European visitors especially the Middle East visit where Movenpick Hotels

 

& Resorts has a strong brand

image

8.20

2.15

0.18

2.95

In the above EFAS Matrix calculations obtained from the weighted average of each external indicator multiplied by the average rating of each internal indicator, then scores for each external indicator are obtained. The total score of the EFAS matrix in the above table is 2.95

c.

Determination of Current Position (Matriks IE Analysis)

 

TOTAL VALUE IFAS

 

T

4

 

3

 

2

1

O

   

T

A

 

L

V

3

   

I

 

II

III

Grow

Grow

Pertahankan dan

A

(Concentration

(Concentration

pelihara

L

Vertical

Horizontal

(pertumbuhan

U

Integration)

Integration)

berputar)

E

 

E

     

V

VI

2

 

IV

 

F

   

Grow

Preserve and

Harvest or divestment (bound or region sell out vigilance)

 

maintain

A

(strategy no

S

changed)

 

1

 

VII

 

VIII

IX

 

Preserve and

Harvest or

Harvest or

maintain

divestment

divestment

(diversification

(diversification

(liquidation)

concentration)

conglomerate)

d. SWOT Analysis

IFAS Strengths (S) Weaknesses (W) 1. It is a new property in Jimbaran area with
IFAS
Strengths (S)
Weaknesses (W)
1. It is a new property in
Jimbaran area with Bali
Swiss design and
concept
1. Do not have
direct access
to the beach
2. Have facilities that
support family holidays
such as swimming pool,
gym, spa and kids club
2. Room size is
small for most
room types
3. The only one who owns
the Japanese Peruvian
restaurant in Jimbaran
3. Not all rooms
have pool
view
4. Movenpick location is
strategically close to
several tourist
destinations
4. Not having a
wedding
chapel as one
of the wedding
venue
5. New food and beverage
innovations regularly
6. Have a one stop
shopping mall that is
located one complex
with the hotel
5. Uneven
consistency of
service among
staff
EFAS
7. Brand consistency to
continue to create global
campain that
characterizes
movenpick in every
country
6. Lack of
supporting
facilities in
swimming
pools such as
sun-lounges
and cabana
8. Have excellent service
Chocolate Hour
Opportunities (O)
SO Strategy
WO Strategy
1. Bali as one of the
destinations to carry
out sports events,
music, culinary and
art
1. Build promotions by
taking advantage of
nearby tourist
destinations.
1.
2. Arranging resort
2. Movenpick
surrounded by
favorite tourist
management as
one family resort
with the concept of
Building
cooperation and
relationships with
resorts & hotels
around to handle
events like
weddings and
others
 

attractions such as Jimbaran Beach, Uluwatu Temple, GWK, and others

friendly circles (go green)

2. Enhance outdoor family activities

3. Make a highlight culinary promotion

3. Develop services by opening training

3.

Political, natural and terrorism conditions in Indonesia

by viewing Japanese Peruvian Restaurant & Bar

4.

Having a strong concept as one brand in the field of Food and Beverages

as a supporter in Jakarta

 

4. Invite some influencers both locally and

5.

Have a green globe wordwide certificate

internationally to experience the stay

6.

Have a strong marketing for domestic market Jakarta

experience at the resort

Treaths (T)

ST Strategy

WT Strategy

1.

Infrastructure that does not support the comfort and security of guests while in Bali

1. Building partnerships with local and international media

1. Not taking events in large numbers

2. Equalize the concept and quality with

2.

Growing family and concept hotels in Jimbaran

Movenpick around the world

3. Cooperate with the

3.

Limited number of flights to Bali

government

4.

The development of tourism in other Asian countries such as Thailand, Vietnam and Sri Lankka

5.

Increased visitor visit of Europe especially Middle East where movenpick have strong brand image

CONCLUSIONS AND RECOMMENDATIONS

Based on the description of the results of the SWOT analysis and in- depth interviews conducted, it can be concluded that the strategy of Marketing Communication Movenpick Resort & Spa Jimbaran Telkomsel not only focus on the promo and sales but to build corporate image in the eyes of the community as a family-friendly resort. PR also directly related with expansion, innovation, education, persuasion both in terms of marketing and the influence of the image and identity of Movenpick Resort & Spa Jimbaran. Public relations is an activity or activity of a management function that focuses on the management and development of communication between the organization and public society which aims to build a harmonious relationship between attitudes and actions to the community. In building brand image at Movenpick Resort & Spa Jimbaran at present based on IFAS and EFAS values 2,90 and 2,95 indicates that the strategy is good and must be maintained.

BIBLIOGRAPHY

Harlow, 1978, A Model For Public Relations Education For Professional Practices, Ipra,London.

Duncan, T, 2004, IMC: Using Advertising & Promotion to Build Brand, 1st edn, Mc. Graw Hill Inc, New York.

Esterberg, 2002,Qualitative Methods Ins Social Research, Mc Graw Hill. Inc,New York.

Jefkins,F, 2004. Public Relations, 5th edn, Jakarta, Erlangga.

Kotler P, 2002, Manajemen Pemasaran, vol.1, hh.215, Jakarta,Prehallind.

Kirana,Ambarawati, 2009, Strategi Publik Relations Dalam Membangun Citra Perusahaan (Studi Deskriptif Membangun Hubungan Baik dengan Media Dalam Upaya Meningkatkan Citra Perusahaan).