FORMULASI STRATEGI BERSAING GRAND CEMPAKA BUSINESS HOTEL

ANGIE PRITTA CAROLIN, Dr. Agus Setiawan, M.Soc.Sc

2016 | Tesis | S2 Manajemen

Bisnis perhotelan di DKI Jakarta semakin tumbuh dan berkembang seiring meningkatnya jumlah masyarakat kelas menengah. Menurut data BPS DKI Jakarta, jumlah hotel di DKI Jakarta pada tahun 2015 meningkat sebesar 17.33 persen menjadi 440 hotel dari 375 hotel pada tahun 2011. Selain terjadi peningkatan trend pertumbuhan hotel bintang empat di DKI Jakarta, juga terjadi peningkatan trend Tingkat Penghunian Kamar (TPK) hotel bintang empat. Tesis ini mengambil objek penelitian di sebuah hotel bintang empat di kawasan Cempaka Putih, Jakarta Pusat, yaitu Grand Cempaka Business Hotel. Kondisi yang dialami oleh hotel ini berbanding terbalik dengan trend TPK hotel bintang empat secara rata-rata, mengakibatkan Grand Cempaka Business Hotel menjadi salah satu hotel di Jakarta yang mengalami kondisi kurang menguntungkan terutama di tahun 2014 dan 2015. Pihak manajemen hotel belum memiliki strategi bersaing yang jelas sehingga berpengaruh secara signifikan terhadap kinerja perusahaan, dimana dalam lima tahun terakhir perusahaan tidak berhasil mencapai target yang ditetapkan. Oleh sebab itu perlu dilakukan formulasi strategi untuk membantu meningkatkan kinerja Grand Cempaka Business Hotel. Alat analisis yang digunakan antara lain analisis PEST, Five Forces Porter, key success factors, core compentencies, analisis matriks SWOT, TOWS dan matriks IE. Hasil yang diperoleh dari penelitian ini adalah bahwa strategi bersaing yang paling tepat digunakan oleh Grand Cempaka Business Hotel yaitu strategi diferensiasi yang dapat diimplementasikan dengan menggunakan strategi agresif dan strategi hold and maintain (intensif-penetrasi pasar dan intensif-pengembangan produk). Kedua strategi tersebut memiliki persamaan dalam hal implementasi strategi. Memaksimalkan pemasaran dan promosi lewat internet serta media sosial dan meningkatkan hubungan kerjasama serta sinergitas dengan beberapa pihak seperti sesama Perusahaan BUMD di lingkungan Provinsi DKI Jakarta, sesama bisnis unit PT. Jakarta Tourisindo dan dengan SKPD (Badan dan Dinas terkait) di lingkungan Pemerintah Provinsi DKI Jakarta serta melakukan penambahan dan peningkatan (upgrading) jumlah dan/atau kualitas ballroom, meeting room dan restoran dengan menambahkan keunikan pada desain interior dan eksteriornya, pastinya dapat membantu Grand Cempaka Business Hotel meningkatkan kinerja keuangannya serta ambil bagian dalam persaingan di industri perhotelan yang semakin kompetitif.

Hospitality business in Jakarta is growing rapidly in the last few years in line with the increase of middle class society. Based on data issued by Jakarta Statistics Office, in 2015 the number of hotel in Jakarta increase 17.33 percent to 440 hotels from 375 hotels in 2011. In spite of significant increase for four star hotel in Jakarta, there is also an increase of occupancy rate for four stars hotel. This thesis focuses its research on a four star hotel at the area of Cempaka Putih, Central Jakarta, i.e. Grand Cempaka Business Hotel. The present condition of the hotel is showing the opposite position to the general trend of occupancy rate of four star hotels at average which led Grand Cempaka Business Hotel as one of the hotel in Jakarta suffered from unfavourable condition of hotel, especially in 2014 and 2015. The management of the hotel has not have a very clear competitive strategy which affect significantly to the performance of the hotel, where in the past five years the hotel failed to achieve the target of revenues. Therefore it is very important to formulate the strategy to help to increase the hotel performance. Analytical tools used among others PEST analysis, Five Forces Porter, key success factors, core compentencies, SWOT, TOWS matrix and IE matrix. The output expected from the research is the competitive strategy which is considered useful to be implemented by Grand Cempaka Business Hotel namely differentiation strategy, which can be implemented by using the aggressive strategy and the hold and maintain strategy (intensive – market penetration strategy and intensive-product development strategy). Both strategies have similarities in terms of strategies implementations. To maximize marketing and promotion through internet and social media and to improve collaborative relationship as well as synergy with many parties like cooperation among city – owned enterprises belongs to Jakarta Provincial Government, also cooperation among business units within PT. Jakarta Tourisindo itself and even with related departments (boards, bureaus, departments) within The Jakarta Provincial Government, and also adding and upgrading the amount and/or the quality of the ballroom, meeting room and restaurant by emphasizing uniqueness to the interior and exterior design, all these are expected to help Grand Cempaka Business Hotel to improve its financial performance and taking part in a highly competitive hospitality industries.

Kata Kunci : TPK, kinerja, strategi bersaing, PEST, SWOT, VRIO, key success factors, core competencies, SWOT, TOWS, matriks IE, strategi diferensiasi, strategi agresif, strategi hold and maintain, strategi intensif-penetrasi pasar, strategi intensif–pengembang