Marketing Strategy of Paksebali Tourist Village towards Smart

Village Destination as Tourism Icon

I. Wayan Pantiyasa

and Denok Lestari

Dept. of Hotel Management, Sekolah Tinggi Pariwisata Bali Internasional, Denpasar, Indonesia

Keywords: Marketing Mix, Marketing Strategy, Smart Village Destination, Tourist Village.

Abstract: The objective of this article was to analyze the marketing aspects and strategies developed by a tourist village

in Bali, named Paksebali village. The research was done by observation, interview, documentation, SWOT

research questionnaire, and focus group discussion. Data were analyzed with qualitative descriptive and

SWOT analysis. The results of this research were, firstly, the market segment was 90% local and only 10%

domestic tourists, it did not have revenue target, and business position was still at introduction stage to

prospective customers. The product of Paksebali tourist village included tour packages (at introductory stage),

food and beverage sales, pre-wedding venue, and tourist attraction of Kali Unda. Paksebali had its own

website for its promotion, and very strategic location which was well maintained. Secondly, the product

marketing strategy was in the position of growth-oriented strategy. The results included alternative strategies,

namely: launching the tour package product immediately by preparing the required components, creatively

arranging the restaurant menu, creatively designing a new tourist attraction in Kali Unda, conducting more

aggressive promotional activities to schools, government and private institutions, through social media and

website, developing links with rafting companies, travel agents, guides, create and other tourist villages.

Pricing policies could also be made to attract tourists.

1 INTRODUCTION

Paksebali is the only village that is ready to carry out

the name of a tourist village in Klungkung Regency.

The village began to develop agro tourism by making

tracking paths in the hills around the village area.

Paksebali has a natural tourist attraction along the

river Unda and hilly areas with a very beautiful and

natural view. The potential of tourism in Paksebali

has greatly supported the development of tourism in

Klungkung.

However, there are still some obstacles in tourism

development in Paksebali, namely: 1) many potential

attractions that have not been properly managed and

lack of promotion so that tourists are less interested,

2) lack of links and coordination with relevant

institutions and also promotion through electronic

media, 3) the number of foreign and domestic tourist

visits to Paksebali is much smaller than the number of

tourist visits to other tourist destinations in

Klungkung Regency. Tourism development of

Paksebali, Klungkung Regency is constrained by low

funds, lack of participation from the government and

the community to creatively promote tourism and also

in the delivery of information in the form of printed

media.

In tourism development that mutually support

beneficial relationships between villages and cities,

the marketing requires development in the form of

digital promotion. With the development of Android-

based tourism applications, it will help introduce the

tourism sector efficiently and effectively. Digital

Marketing has a positive effect on intellectual capital

and perceived quality, and these variables play

important roles in creating organizational

performance (Laksana and Dharmayanti, 2018). So

that tourist visits to destinations are increasing.

Promotion through online media is believed to be

more effective in increasing the tourist visits to

targeted 20 million tourists in 2019. Online media is

a means of communication which interacts, argues,

exchanges information, shares up-to-date news in a

flash through internet and also more efficiently

provides information to the reader / audience. Online

media is very different from conventional media, it

Pantiyasa, I. and Lestari, D.

Marketing Strategy of Paksebali Tourist Village towards Smart Village Destination as Tourism Icon.

DOI: 10.5220/0009939020412049

In Proceedings of the 1st International Conference on Recent Innovations (ICRI 2018), pages 2041-2049

ISBN: 978-989-758-458-9

2041

has the speed, efficiency, and low cost. It can be said

that online media is one of the important components

in building Indonesian tourism.

In promoting Paksebali as a tourist village based

on online media, it is necessary to develop a smart

village, i.e. the concept of smart city which can be

interpreted literally as a smart village. The concept

applies information and communication technology

based on village communication as a complex

interaction among various systems within. So that it

is effectively beneficial for its villagers as well as to

improve the quality of life, reduce costs and sources

of consumption. One important factor in its

development is that the marketing aspect must be

taken seriously, because the management of

Paksebali as a tourist village is only in the early stage

of development.

In the initial stage, marketing investment is

urgently needed and the right strategy in marketing

and promoting the products of Paksebali is vitally

important. Based on preliminary studies, it reveals the

paradigm that the management of Paksebali tourist

village has not run optimally. The designed tour

packages only reached 5% of the target sales, and

25% of food and beverage sales target. Therefore,

Paksebali tourism management business can be said

as not profitable. Based on this paradigm, this

research will analyze the market and marketing

system of Paksebali tourist village, analyze and

develop marketing strategies for Paksebali tourism

village towards Smart Eco-Village Destination.

2 THEORETICAL FRAMEWORK

2.1 Tourist Village

The concept of Community Based Tourism (CBT) is

an accurate solution in overcoming all the challenges

of developing tourist villages in order to achieve

sustainable tourist village management (Nugroho,

2018). Tourist village is a form of integration between

attractions, accommodations, and supporting

facilities presented in a structure of community life

which merges with the prevailing procedures and

traditions. A tourist village has a distinctive appeal (it

can be in the form of physical uniqueness of the rural

natural environment, as well as the socio-cultural life

of the community) which is packaged naturally and

attractively so that the attractiveness of rural areas can

raise tourist visits to the village (Ministry of Culture

and Tourism, 2011:1). Tourist village is a rural area

that offers an overall atmosphere that reflects rural

authenticity both from social economic life, social

culture, customs, daily life, has a building

architecture and a typical village spatial structure, or

unique activities and has the potential to develop

various components of tourism (Priasukmana &

Mulyadi, 2001).

2.2 Smart Village

Smart village is the development of the concept of

smart city that was previously better known. Smart

city is defined as a city capable of using human

resources, social capital and modern

telecommunications infrastructure to realize

sustainable economic growth and high quality of life

with wise resource management through community-

based government participation (Nijkamp in

Mujiyono, 2016). Smart city is a broad approach,

integrated in increasing the efficiency of operating a

city, improving the quality of life of its inhabitants,

and growing the economy of its region (Cohen in

Mujiyono, 2016). It is how to connect physical

infrastructure, social infrastructure and economic

infrastructure by using technology, which can

integrate all elements in these aspects and make cities

more efficient and livable (Muliarto, 2015). The

approach of developing a smart city considers certain

issues, including contribution, self-assertiveness,

independence, and awareness. Smart city has six

basic principles, namely: smart economy, smart

mobility, smart environment, smart people, smart

living, and smart governance (Giffinger in Mujiyono,

2016).

2.3 Marketing Strategy and Marketing

Mix

Marketing Strategy is a marketing mindset that will

be used to achieve its marketing goals. It contains

specific strategies for the target market, positioning,

marketing mix and the amount of marketing expenses

(Kotler and Armstrong, 2004: 81). It is a fundamental

tool planned to reach the company by developing a

competitive advantage that is sustainable through the

market entered and the marketing program used to

serve the target market (Tjiptono, 2002: 6). Thus,

marketing strategy is the basis of actions that lead to

activities or marketing efforts, from a company, in

conditions of competition and an ever-changing

environment in order to achieve optimal goals.

Marketing strategies can stimulate purchases by

consumers when planning a marketing program.

Kotler and Armstrong (2004) argue that the

marketing mix as a set of technical marketing tools

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2042

that can be controlled, combined by the company to

produce the desired response in the target market.

Marketing mix is one of the most universal

concepts that have been developed in marketing.

Firstly, interpreting products is anything that can be

offered to the market to be considered, owned, used

or consumed so as to satisfy the needs of the

consumers (Kotler and Keller, 2007). Secondly, price

is the only element of the marketing mix that provides

income for the company, it is influenced by product

demand, target market share, competitor reaction,

pricing strategy, other parts outside the marketing

mix and operational costs.

Thirdly, promotion is one of the variables in the

marketing mix that is very important to be carried out

by the company in marketing its products. Basically

promotion is all activities that intend or deliver a

product to the target market to provide information

about privileges, usefulness and most importantly is

about its existence, to change attitudes or encourage

people to buy. The main goals of promotion are

informing, influencing, and persuading consumers.

Fourthly, the most important thing in this strategy is

to determine the location (place), distributor or outlet

where the consumer can see and buy the item offered.

It is an organizational decision regarding the place of

operation with all organizational activities (Kotler

and Armstrong, 2004).

2.4 Tourist Village Marketing Strategy

Ratu and Kampana (2016) concludes marketing

strategies applied by Blimbingsari tourist village,

which include product packaging strategies,

promotion strategies, repositioning strategies and

strategies to provide extra services for tourists. The

strategies can be applied in marketing the

Blimbingsari village, and maximizing all the potential

to attract more tourists visiting this tourist village.

Another research by Kurnianti (2018) finds that to

increase the number of tourist visits in this Internet

era, which is expected to improve the economic life

of rural tourism communities, Department of Culture

and Tourism in Wonosobo regency designed

marketing mix and models of digital marketing

communication response stages. They held cultural

events highlighted the local wisdom of the tourist

village. Meanwhile, Mahanani (2018) states the

marketing strategy of Rattan Tourism Village

Marketing which applies the 4P (Product, Price,

Promotion and Place) marketing was right and could

increase tourists visiting Trangsan Rattan Tourism

Village in Sukoharjo regency.

3 RESEARCH METHOD

This research applied a quantitative method, which

included data collection technique through

observation, interview, and documentation. The

managers of tourist village, the Head of Paksebali,

and the leaders of the village took part in the focus

group discussion (FGD). During the FGD,

questionnaires were distributed to identify and

evaluate the strengths, weaknesses, opportunities, and

threats of the tourist village. The filling of the

questionnaire referred to this following scoring

system (Rangkuti 2015: 31). Evaluation of current

conditions: 1 = very lacking; 2 = less; 3 = sufficient;

4 = rather good, 5 = good, 6 = very good. Evaluation

of Handling Urgency: 1 = not urgent; 2 = less urgent;

3 = urgent, 4 = very urgent.

Data analysis used descriptive techniques to make

a systematic and objective description, concerning the

facts of the characteristics and the relationship

between existing elements or a particular

phenomenon (Pantiyasa, 2013:). This research was

designed using interpretive social science paradigm.

Next, a SWOT (strengths, weaknesses, opportunity,

threat) analysis was carried out, namely the

systematic identification of various factors to

formulate a company strategy. This analysis was

based on logic that can maximize strengths and

opportunities but can simultaneously minimize

weaknesses and threats (Rangkuti 2015: 19). The

SWOT analysis was done by comparing the External

factors (EFAS) to Internal factors (IFAS), presented

in a figure of SWOT analysis.

Figure 1: SWOT Analysis

Quadrant 1. It is a very profitable situation. The

company has the opportunity and strength so that it

can take advantage of the opportunities that exist. The

strategies that must be implemented in this condition

are supporting aggressive growth policies.

Marketing Strategy of Paksebali Tourist Village towards Smart Village Destination as Tourism Icon

2043

Quadrant 2. Despite facing various threats the

company still has strength from an internal

perspective. The strategy that must be implemented is

to use force to take advantage of long-term

opportunities with diversification strategies (product

/ market)

Quadrant 3. The company faces huge market

opportunities on the other hand facing several internal

constraints / weaknesses. The focus of the company's

strategy minimizes the company's internal problems

so as to seize better market opportunities

Quadrant 4. It is a very unfavorable situation, the

company is facing various internal threats and

weaknesses (Rangkuti 2015 : 21).

4 RESEARCH METHOD

4.1 Market Conditions and Marketing

of Paksebali Tourist Village

Market conditions and marketing systems of

Paksebali village is seen from the following: 1)

segmenting, 2) targeting, and 3) positioning. From the

market segmentation, the lack of visit, mostly local

and domestic tourists (90%) and a small percentage

of tourists (10%), is due to the inadequate

management of human resources, i.e. English

communication skills. Paksebali tourist village does

not have a specific target because this business has

only started to generate an average monthly income

of only IDR. 26,000,000. The village has just begun

to be managed since a previous year, thus in running

its business, it is still classified as a follower and is

still looking for appropriate form.

Below are the marketing conditions in terms of

product, promotion, price, place.

1) Product

Paksebali tourist village has already offered its

products to prospective customers, namely:

(a) Tour packages which consist of: (1) 4-day life

& spiritual packages; (2) 5-day Paksebali Life

& adventure package; (3) full-day Package of

Paksebali Relax & Joy; (4) 6-day package

Paksebali Smiling Tour; and (5) 3-day

package Paksebali Spiritual Tour. Some

tourist attractions included in the tour package

offered by Paksebali tourist village are:

Madenan Hill Tracking route, Lente dance,

Melukat Geni (i.e. purification with fire),

Dewa Mesraman dance, Barong and Rangda

dance (presented in holly ceremonial

activities, e.g. the anniversary of temples), and

Prada (Hindu craft art).

(b) Services for utilizing Unda River as Pre-Wed

Spot. With exotic natural scenery, couples can

make pre-wedding photo-shooting in Unda

River area.

Paksebali tourism village built a restaurant

named Kali Unda Restaurant, which sells food

and drinks to guests of Rafting groups. There

are three companies, such as Sobek adventure,

Bali International Rafting and Jungle

adventure.

2) Promotion

Promotions have been carried out through the

website, direct promotion, and displaying banner in

Unda river.

3) Price

The product prices of Paksebali are: a) Tour

package: still being designed as the manager is not

ready to run the tour, b) Pre-wedding venue rental:

IDR 750,000.00 with children as supporting extras, c)

Entrance ticket to the tourist attraction of Unda River:

IDR 10,000.00, d) Food and drinks Buffet package

provided for rafting group: IDR 45,000.00.

4) Place

A place to market products especially food and

beverage. The restaurant is properly maintained, with

the view of Unda river, provided with facilities such

as public toilets, a place for relaxing, parking space,

but the operational officers are not quite

representatives.

4.2 Marketing Strategy of Paksebali

Tourist Village

1. Internal (IFAS) and External (EFAS) conditions

of Paksebali

This stage is to identify various internal factors

(strengths and weaknesses) and external factors

(opportunities and threats) in the marketing aspects of

Paksebali village. management as follows:

1) Strengths:

a) Having attractive natural tourist attractions,

unique and rare cultures, various handicrafts,

as part of tourist products

b) The location of a tourist village that is quite

strategic, has access to well-known tourist

attractions such as Kerta Gosa, Goa Lawah,

and Candi Besakih

c) Has a tour package product design

d) Has a restaurant to sell typical food and

drinks

e) Has a website as a promotional medium

f) Affordable prices of food and drinks

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g) Strong supports from the community

towards the development of Paksebali

2) Weaknesses

The management of Paksebali tourist village is

still very new, of course there are still some

weaknesses, among others:

a) Human resource capacity in operational

management is still lacking in terms of

educational background and experience

b) Operational management has not run well,

there are still many double positions and

does not have a special marketing

department to conduct tourism product

marketing

c) Lack of business partners to market /

promote their products

d) Lack of socialization of tourist village to tour

agents, prospective customers

e) Not yet ready for supporting components of

tour packages as products such as competent

tour guides, undetermined prices, places to

stay.

f) The lack of marketing/ promotional facilities

and infrastructure

g) Does not have safety standards for tourists

h) Transaction payments in restaurants are still

manual or does not have an electronic

system

i) Funds are still minimal or limited.

3) Opportunity

a) Support from the Klungkung Regency

government is very good

b) There is a trend of tourist interest to visit

eco-tourism, the increasing number of

international tourists, domestic and local

c) Public interest in pre-wedding activities with

natural backgrounds

d) Trend of the community to conduct selfies in

exotic places and sensations

e) Progress in communication technology

f) Open cooperation with Travel agents, tourist

villages - tourist villages in Bali and outside

Bali

4) Threat

a) The tourists’ behaviors that ignore the norms

or customs of Paksebali village

b) Misunderstanding between people and

tourists because of cultural differences

c) Environmental pollution at the area of Unda

River as a result of community activities

such as washing, bathing and the act of

littering

d) The increasing demands of tourists’

satisfaction

e) Security for tourists

f) Competition with other regions in the

development of tourist villages

4.3 SWOT Analysis

Based on the IFAS and EFAS identification, the

result of Focus Group Discussion, and the evaluation

of weight and rating, the results are summarized in

table 1

Table 1: Recapitulation of IFAS and EFAS rating and

weighting

INTERNAL FACTOR ANALYSIS

STRENGTH

(S)

Weight Relative Rating Score

Having

attractive

natural

attractions,

rare and

unique

cultures, and

various crafts.

5.2 0.0983 3.5

0.34

Location is

quite

strategic, easy

access to

well-known

tourist

attractions

such as Kerta

Gosa, Goa

Lawah (Bat

Cave), and

Besakih

Temple.

4.8 0.0907 3.2

0.29

Has a tour

package

product

design.

4.4 0.0832 3.3

0.27

Has a

restaurant to

sell typical

food and

drinks.

5.4 0.1021 3.9

0.39

Has a website

as a medium

for

promotion.

5.1 0.0964 3.5

0.33

Prices of

affordable

food and

drinks for

tourists.

5.6 0.1059 3.1

0.32

Has great

support from

the

community

5.6 0.1059 3.5

0.37

TOTAL 36.1 0.6824 2.34

WEAKNESS

(W)

Weight Relativ

Rating Scor

The

competence

of human

resources in

2.1 0.0397 3.6

0.14

Marketing Strategy of Paksebali Tourist Village towards Smart Village Destination as Tourism Icon

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operational

management

is still lacking,

in terms of

education and

experience.

Operational

management

has not well

run, there are

many double

position, no

specific

marketing

division to

market the

products.

1.5 0.0284 3.4

0.09

Not sufficient

business

partner to

market or

promote

products

2.3 0.0435 3.8

0.16

Lack of

socialization

of tourist

village to

travel agents,

and potential

consumers.

2.2 0.0416 3.2

0.13

Unpreparedne

ss of the

supporting

components,

i.e.

incompetent

tour guides,

undetermined

pricing, and

accommodati

on.

1.5 0.0284 3.5

0.09

Lack of

marketing/pro

motion

facilities and

infrastructure

1 0.0189 3.2

0.06

No safety

standards for

tourists

1.5 0.0284 3.4

0.09

Payment

transactions

in restaurants

are still

manual or do

not have an

electronic

system

2.2 0.0416 3.5

0.14

Funds owned

are still

minimal or

limited

2.5 0.0473 3.2

0.15

TOTAL

16.8 0.3176

1.09

Total weight x

score (IFAS)

52.9 1.0000 3.43

EXTERNAL FACTOR ANALYSIS

OPPORTUNI

TY (O)

Weight Relativ

Rating Scor

Support from

the

Klungkung

Regency

government is

very good

4.1 0.1062 3.2

0.33

Increasing

interest of

international,

domestic and

local tourists

to visit

ecotourism

4.5 0.1166 3.3

0.38

Increasing

public interest

in pre-

wedding

activities with

natural

backgrounds

4.8 0.1244 3.4

0.42

Trend of the

community to

do selfie in

exotic and

sensational

spot.

5.2 0.1347 3.3

0.44

Advances in

communicatio

n technology

4.8 0.1244 3.6

0.44

Open

cooperation

with Travel

agents, tourist

villages,

tourist

villages in

Bali and

outside Bali

2.5 0.0648 3.5

0.22

TOTAL 23.4 0.6062 2.03

THREAT (T) Weight Relativ

Rating Scor

Tourists’

behavior that

ignore the

norms or

customs of

Paksebali

village

2.5 0.0648 2.1

0.13

There is a

misunderstan

ding between

people and

tourists due to

cultural

differences

2.2 0.0570 2.3

0.13

Environmenta

l pollution of

the Unda

River as a

result of

community

activities such

as washing,

2.5 0.0648 3

0.19

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bathing and

littering.

Increasing

demands of

the

businessmen

2.4 0.0622 2.1

0.13

Safety for

tourists

2.1 0.0544 3 0.16

Competition

with other

regions in the

development

of tourism

villages

3.5 0.0907 2

0.18

TOTAL

15.2 0.3938

0.93

Total weight x

score EFAS

38.6 1

2.97

Based on IFAS AND EFAS analysis, an

alternative strategy can be formulated in marketing

the Paksebali tourist village towards eco-smart

village destination in the SWOT matrix as follows.

A. Strengths Opportunities (SO) Strategy

SO is a strategy to maximize the strength

indicator to get the following opportunities:

1. Take care of the best tourist attractions that offer

natural, socio-cultural, or social aspects, provide

incentives for cultural preservation or custom

2. Maximizing the role of the community in

implementing Sapta Pesona (Seven Charms)

and Conducting marketing through social media

3. Opening opportunities and proactively asking

for help from universities or academics to carry

out community service programs, especially the

tourism sector and tourism support sectors such

as the environment and health.

4. Expect potential markets, especially the younger

generation

5. Create online application in marketing and

selling products

6. Cooperate with travel agents to sell products

7. Ask for government assistance, especially the

Klungkung Regency Government to conduct

guidance and help promote tourist villages and

development funds.

B. Strengths Threats (ST) Strategy

ST is a strategy that use the entire strength of the

tourist village to overcome threats that can be

prepared as follows:

1. Providing information to the population or

community about cross culture, environmental

sustainability, cleanliness, pollution and

behavior and politeness

2. Gradually organize the tourist attraction of Unda

River so that it is always attractive to tourists

3. Making new tourist attractions that can increase

the interest of tourists to visit.

C. Weakness Opportunity (WO) Strategy

WO Strategy is prepared by controlling the

weaknesses of Paksebali tourist village to get

opportunities. The strategy is as follows:

1. Approach the government, especially the related

officials to get management guidance,

additional capital in managing the tourist

village.

2. Conduct a comparative study to a well-managed

tourist village.

3. Making applications on line in marketing

tourism villages.

4. Improve the ability of employees to do

marketing, English, tour guiding, food service

and production.

5. Increasing marketing activities by visiting

government agencies, private sectors, and

schools offering tour packages as well as food

and drink packages.

6. Designing attractive marketing breakthrough

programs especially for social media users such

as giving a free gift of food/drink to those who

upload on social media if they eat or drink at

Kali Unda restaurant.

7. Establish cooperation with travel agents.

Conduct personal selling to schools,

universities, government and private

institutions.

9. Building an IT (Information Technology) -

based financial transaction system.

10. Add marketing facilities and infrastructure

especially Promotion tools.

D. Weakness Threat (WT)

Strategies that are structured based on minimizing

weaknesses to be able to control threats. The

strategies can be arranged as follows:

1. Setting rules / prohibitions about garbage

disposal in tourist attractions and warnings

when entering a holy place

2. Making safety standards especially insuring

tourists

3. Carrying out research on the quality of products

and services

4. Cooperating with tourist villages in Indonesia,

specifically in Bali, to jointly create marketing

links

5. Regular monitoring and evaluation at least every

6 months or any extraordinary events

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Based on Table 1, the result of analysis can be

turn to a SWOT analysis diagram of Paksebali

Village Marketing, in which it is known that the

Strengths component score is 2.3431, the weaknesses

component score is 1.0905, the opportunity

component score is 2.0396 the threat component

score is 0.9365, the IFAS score total (total strengths

+ total score weaknesses) is 3.4336, EFAS Total

Score (the total score of opportunities + number of

threat scores) is 2.9308. from these scores can be

found the coordinate points of the X and Y axes. The

coordinate point of the X axis is reducing the total

score Strengths (S) component by the weaknesses

component score (W) as follows: 2.3431-1.0905 =

1.2526. (Positive) The Y axis point is to reduce the

total opportunity (o) component's score with threats

(T) component score as follows: 2.0396 - 0.9365 =

1.1031. (Positive) then the position of Paksebali is in

quadrant I, namely growth oriented strategy which is

a favorable condition if Paksebali tourist village is

able to take advantage of opportunities and strength

to grow and develop. This condition can be described

in Figure 2 below.

Figure 2: SWOT Analysis of Paksebali Village Marketing

Based on the SWOT analysis diagram, alternative

marketing strategies that can be developed by

Paksebali tourist villages are viewed from 4 P

(Product, Price, Promotion, Place) as follows.

1. Product

a) Prepare the arranged components for tourist

packages, e.g. for tour guide, setting the SOP

(standard Operating Procedure), conduct

product testing and product launching

b) Evaluation the food and drink at least every six

months regularly to maintain the taste and

menu variation in order to satisfy the

consumers’ needs.

c) Arranging new menu to attract the visitors for

visiting the restaurant.

d) Improving the quality of service through

trainings for waiter and waitress) specifically

improving English speaking skill.

e) Developing new attraction in Unda river, e.g.

water sports or Flying Fox

f) Insuring the tourism product which are high in

risk.

2. Price

a) Prepare a feasible tour package price because

it is just trying to introduce the product

b) Make attractive prices such as discounts for

those who visit more than 3 times.

c) Make a member card with a separate price

policy

d) Make policies seen from groups and

individuals

e) Offer special prices for partners

3. Promotion

a) Conduct more aggressive promotional

activities such as conducting personal selling

to schools, government agencies, private

companies

b) Increase promotion through digital through

the use of social media and websites

c) Adding special promotional tools through

advertising brochures

d) Increase cooperation with rafting companies,

establish work with travel agents, guides,

other tourist villages in Bali and Indonesia by

creating promotional links.

4. Place

a) Organize the place / location, especially in the

Unda River to stay beautiful, and not

contaminated with plastic waste

b) Make a representative ticket sales place

c) Widen the entrance to the attraction of Unda

River.

4 CONCLUSIONS

Based on the discussions, there are several

conclusions that can be drawn.

1) The management of Paksebali tourist village has

just started its business so the market

segmentation is still oriented locally and

domestically.

2) Alternative marketing strategy of Paksebali

village that can be done to market their products

can be seen from the marketing mix, including:

launch tour package products, arrange food and

beverage menus creatively, develop new

attractions in Unda river. Set pricing policies,

build promotion connection with government

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and private institutions, Increase promotion

through digital through the use of social media

and websites, increase cooperation with rafting

companies, establish work with travel agents,

guides, other tourist villages in Bali and

Indonesia by creating a promotional link,

3) Arrange the place / location especially in the

Unda river so that it remains beautiful, not

contaminated with plastic waste, making a

representative ticket sales place, and widening

the entrance to the Unda river.

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