Development Strategy Of Village Tourism Area In Petulu Village, Gianyar Regency

Tourism potential in Petulu Village is quite large but has not been optimally utilized to be developed as a tourism village given the constraints, such as weak human resources, weak understanding of the concept of tourism villages, uncertain natural conditions, and lack of tourism supporting infrastructure. This research was conducted to analyze the strategy in the development of Petulu Village as a kokokan tourism village in Gianyar Regency. Using SWOT analysis can analyze factors, opportunities, threats, strengths and weaknesses. This research was conducted by combining two methods, namely: qualitative methods and quantitative methods, in their presentation in the form of tables and narratives. The results of the research strategy for the development of the kokokan tourism village in Petulu Gianyar Village are based on the SWOT matrix indicating that the strength and opportunity strategy factors have the highest value of 3,248, where the strength factor is 1,703 and the opportunity factor is 1,545. The development strategy is; 1). Developing bird watching attractions heron bird and making captivity to preserve heron bird; 2). Make tour packages with nearby tours such as monkey forest, clinging rice terrace, kokokan petulu, ubud; 3). Maintain and develop cultural and artistic traditions in the Petulu Village area, 4). Develop and improve carving production as souvenirs, in the form of statues, key chains, heron bird paintings; 5) Maintain the cleanliness of the natural environment; 6). Developing typical village culinary such as typical petulu, injin injur, satay kakul

there needs to be a breakthrough in developing Tourism Village in Petulu Village with village potential, namely heron bird, its natural beauty, thick local culture and supporting infrastructure such as 2 ticket booths, work halls, asphalt roads, sidewalks, toilets and others. The infrastructure certainly needs to be maintained and updated to maintain the quality of tourism ; Yuesti & Sumantra (2017); Sumantra, & Yuesti (2018).
Through the development of ecotourism, birds can be preserved in nature, provide economic benefits to the community and can provide education to the community about their role in the ecosystem. This activity is expected to be able to arouse public awareness and tourists to preserve birds in nature. So far, the considerable tourism potential in Petulu Village has not been optimally utilized to be developed as a tourism village, given that there are still several obstacles, including weak human resources related to entrepreneurial spirit, lack of understanding of tourism village concepts, uncertain natural conditions infrastructure and so on. To exploit and maximize the various tourism potentials that are owned, a formulation of a tourism village development strategy in Petulu Village is needed that is comprehensive, integrated, community-based and sustainable and its development strategy is based on the potential and is based on the analysis of the strengths and weaknesses of the factors internal, and analysis of opportunities and threats from external factors.
Literature Review:

Tourism Village:
Tourism village is a village that has a unique potential and unique tourist attraction. The tourist village is in the form of physical character of the rural natural environment and social-cultural life of the community which is managed and packaged in an interesting and natural way with the development of tourist support facilities, in a harmonious environmental arrangement and good and planned management so that they are ready to receive and move tourist visits to the village , as well as being able to drive economic tourism activities that can improve welfare and empower local communities (Muliawan, 2008; Sumantra, Yuesti, Suryatmaja, & Sudiana, 2016).

Criteria for Tourism Village:
According to Muliawan (2008) Criteria for tourist villages are as follows: a. Has the potential of unique uniqueness and tourist attraction (as a tourist attraction), both in the form of physical character of the rural natural environment and social and cultural life of the community. b. Having the support and readiness of tourism supporting facilities related to rural tourism activities, which among others can be in the form of: accommodation / lodging, community interaction space with tourists / guests, or other supporting facilities. c. Having interaction with the market (tourists) reflected in tourist visits to the location of the village. d. The support, initiative and participation of the local community towards the development of the village are related to tourism activities (as a tourist village).

Tourism Village Development Components:
According to (Rai, 2016) there are aspects that are considered in tourism. This aspect is known as 4 A, namely; Attraction is a tourist destination that can attract tourists. Tourist attraction can be in the form of nature or society and culture. Accessible (accessibility) is the availability of transportation equipment so that tourists can easily reach tourist destinations. Amenities is the availability of major tourism facilities or supporting facilities in the form of lodging, restaurants, souvenir centers and other supporting facilities related to tourist activities in a tourist destination. Ancillary (tourism institution) is an institution that takes care of when tourism activities take place, its aspects include tour guides, travel agencies, ticket reservations and information regarding tourist destinations

SWOT Analysis:
SWOT analysis is systematic identification of various facts to formulate a strategy. This analysis is based on logic that can maximize strengths and opportunities, but simultaneously can minimize weaknesses and threats

SWOT analysis compares the opportunities and threats with internal factors. strengths (strenght) and weaknesses (weakness). For research on the Development Strategy of the Kokokan Tourism Village in Petulu
Village, Gianyar Regency is determined by 2 (two) internal and external factors from the SWOT analysis.
Internal factors are included in the matrix called the internal strategy factor matrix or IFAS (Internal Strategic Factor Analysis Summary). External factors are included in the matrix called the EFAS external strategy factor matrix (External Strategic Factor Analysis Summary). After the internal and external strategy factor matrix was completed, then the results were included in the quantitative model, namely the SWOT matrix. Data analysis techniques used in this study include: (1) Qualitative Descriptive Analysis; (2) External-Internal Analysis, (3) SWOT analysis using SWOT diagrams and matrices will produce alternative strategies. As for each method of analysis can be explained as follows: Qualitative Deskritive Analysis that is giving a review or interpretation of the data and information obtained so that it becomes more meaningful than just presenting in the form of numbers (numerical). This method is used for external internal analysis and SWOT analysis.

Results and Discussion:
Results of IFAS and EFAS Data Formulation: Internal Facor Evaluation: IFE External Factor Evaluation: EFE In the matrix table above illustrates in the development of Petulu Tourism Village in strong internal conditions and external conditions are also classified as strong. The strategy used based on the table above is a growth strategy. This type is divided into intensive strategy and integration. Intensive strategies are divided into three groups, namely, market penetration, market development strategies and product development strategies. Market penetration strategies namely efforts to increase the market share of a product or service that already exists in the market through marketing efforts are further enhanced.

SWOT Matrix:
From the results of the strategy, it is hoped that later it will become an input and can then be translated into the activities of the Village Government and District Government in developing the Petulu Tourism Village in accordance with community expectations. The SWOT analysis matrix of Desa Wisata Petulu appears in the following table:  From each strategy a variety of development programs are derived which support each of these strategies, including:

SO Strategy (Strength-Oppurtunity):
It is a strategy that uses power to take advantage of opportunities. Based on the IFAS and EFAS matrix, it can be seen that the strength factor has a score of 1,702 while the opportunity factor has a score of 1,580 so that the total score of strength and opportunity factors is 3,282. The strategy for developing the Petulu Tourism Village is by using the power to take advantage of opportunities (S1, 2,3,4,5,6,7,8,9; O1,2,3,4,5,6,7,8,9,10 , 11) by implementing programs including; 1). Developing attractions for bird watching watching the heron bird colony and preserving the heron birds by making captivity to protect the heron bird ecosystem; 2). Make tour tour packages with nearby tours such as, morning tour packages to monkey forest, afternoon to thigh rice terrace, afternoon to kokokan petulu, evening to ubud; 3). Maintain and develop cultural and artistic traditions in the Petulu Village area, 4). Developing and increasing the production of carving as a souvenir to support the attraction of heron birds, such as key chains, sculptures in the form of various heron birds, paintings; 5) Maintain the cleanliness of the natural environment; 6). Developing a typical culinary culinary to support the attraction of heron birds such as the typical petulu lollipop, gospel porridge, sate kakul.

ST Strategy (Strength-Threat):
It is a strategy that uses power to overcome threats. Based on the IFAS and EFAS matrix, it can be seen that the strength factor has a score of 1,702 while the threat factor has a score of 1,422 so that the total score of the strength and threat factors is 3,124. The strategy for developing the Petulu Tourism Village is by using force to overcome threats (S1,2,3,4,5,6,7,8,9,10,11; T1,2,3,4,5,6,7,8 , 9,10,11) by implementing programs including; 1. Extension of management of tourist villages; 2. Educating the public about culture; 3. Awareness of the community; 4. Strengthening community institutions

WO Strategy (Weakness-Oppurtunity):
It is a strategy that minimizes weaknesses to maximize opportunities. Based on the IFAS and EFAS matrix, it can be seen that the weakness factor has a score of 1,304 while the opportunity factor has a score of 1,580 so that the total score of weakness and opportunity factors is 2,884. The strategy for developing the Petulu Tourism Village by minimizing weaknesses to take advantage of opportunities (W1, 2,3,4,5,6,7,8,9,10,11; O1,2,3,4,5,6,7,8 , 9,10,11)

WT Strategy (Weakness-Threat):
It is a strategy that minimizes weaknesses to avoid threats. Based on the IFAS and EFAS matrix, it can be seen that the weakness factor has a score of 1,304 while the threat factor has a score of 1,422 so that the total score is a factor of weakness and threat which is 2,726.

Conclusion:
Based on the IFAS and EFAS matrix with an alternative sequence of SWOT matrices, it shows that the strength and opportunity strategy factors have the highest score with a score of 3,282, where the strength factor has a score of 1,702 and the opportunity factor has a score of 1,580. The strategy for developing the Petulu Tourism Village is by using the power to take advantage of opportunities by implementing programs including; 1). Developing attractions for bird watching watching the heron bird colony and preserving the heron birds by making captivity to protect the bird ecosystem of Kokokan; 2). Make tour tour packages with nearby tours such as, morning tour packages to monkey forest, afternoon to thigh rice terrace, afternoon to kokokan petulu, evening to ubud; 3). Maintain and develop cultural and artistic traditions in the Petulu Village area, 4). Developing and increasing the production of carving as a souvenir to support the attraction of heron birds, such as key chains, sculptures in the form of various heron birds, paintings; 5) Maintain the cleanliness of the natural environment; 6). Developing a typical culinary culinary to support the attraction of heron birds such as the typical petulu lollipop, gospel porridge, snail satay.

Suggestion:
1. The Petulu Village Government should be able to organize the environment and help complete the infrastructure to support tourism activities to make it comfortable and increase the attractiveness of tourists, provide assistance to improve public education about tourism, and develop partnerships with relevant agencies to promote existing tourism objects. 2. The Petulu villagers should take an active role in developing home industry products and maintain the cleanliness of tourist objects so they can increase income. 3. The Gianyar Regency Government through the relevant agencies needs to take proactive steps in facilitating the needs of the people of Petulu Village, especially in the area of Kokokan tourism objects in developing its own Tourist Village.