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All Journal Jurnal Ekonomi, Manajemen Pariwisata dan Perhotelan Brilliant International Journal of Management and Tourism
Muhammad Halfi Indra Syahputra
Unknown Affiliation
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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TOURISM VILLAGE DEVELOPMENT STRATEGY PEMATANG JOHAR, DELI SERDANG REGENCY Lestari Situmeang; Femmy Indriany Dalimunthe; Muhammad Halfi Indra Syahputra
Brilliant International Journal Of Management And Tourism Vol. 2 No. 1 (2022): Brilliant International Journal Of Management And Tourism
Publisher : Pusat Riset dan Inovasi Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/bijmt.v2i1.1306

Abstract

The objectives of this thesis include: Analyzing the development of the tourist village of Pematang Johar, Deli Serdang Regency, analyzing the inhibiting and supporting factors that influence the development plan of the Tourism Village of Pematang Johar, Deli Serdang Regency and formulating and formulating a tourism development strategy in developing the Tourism Village of Pematang Johar, Deli Serdang Regency. To answer the first objective using the 4A theory analysis ( attraction, accessibility, amenity and ancillary ), to answer the second objective using the IFAS ( Internal Strategy Factors Analysis Summary) and EFAS ( External Strategy Factors Analysis Summary) methods, to answer the third objective is to combine the results 4A analysis and the results of the IFAS and EFAS calculations contained in the IE Matrix. The attractions in Pematang Johar Village are rice harvesting activities, rice field batik activities, enjoying food and drinks in huts in the middle of the rice fields, adequate accessibility, amenities, namely health facilities, security facilities, existing worship facilities and good, as well as ancillary or additional services through the existence of POKDARWIS (Tourism Awareness Group) and BUMDes which assist in the development of Pematang Johar village. From the results of the calculation of IFAS with a total value of 2.7 and EFAS with a total value of 3.14, then based on the results of the Internal and External (IE) matrix analysis shows that the development of the Pematang Johar tourist village is in cell II, namely growing and fostering, the strategy taken is to implement an intensive strategy, namely through market penetration, market development and product development.
Planning and Development of Burai Tourism Village in Ogan Ilir Regency, South Sumatra Muhammad Halfi Indra Syahputra; Hanif Hasan
Brilliant International Journal Of Management And Tourism Vol. 5 No. 1 (2025): February : Brilliant International Journal Of Management And Tourism
Publisher : Pusat Riset dan Inovasi Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/bijmt.v5i1.4191

Abstract

Burai Village in Ogan Ilir Regency, South Sumatra, holds significant natural, cultural, and traditional potential to be developed into a leading tourist destination. This study aims to identify planning and development strategies for Burai Village as a tourist destination using a descriptive exploratory approach. Data were collected through observation, interviews, and documentation, and analyzed using SWOT analysis, BCG matrix, and Ansoff matrix. The findings reveal that Burai Village possesses strengths such as unique cultural heritage, stunning natural landscapes, and traditional culinary attractions. However, it faces challenges including limited tourism attractions, inadequate facilities, and low community awareness of tourism. Development strategies include creating new attractions, improving village facilities, conducting human resource training, and implementing digital marketing promotions. These strategies are expected to enhance the village's tourism appeal, generate employment opportunities, and support local economic growth. The study provides a comprehensive guide for village tourism managers to optimize Burai Village's potential as a sustainable ecotourism destination.
Analyzing Profitability Ratios to Boost Culinary Menu Performance in Hospitality Business Development Samuel Hamonangan; Hanif Hasan; Muhammad Halfi Indra Syahputra
Jurnal Ekonomi, Manajemen Pariwisata dan Perhotelan Vol. 4 No. 3 (2025): Jurnal Ekonomi, Manajemen Pariwisata Dan Perhotelan
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/jempper.v4i3.5208

Abstract

This study aims to analyze the financial performance of the steak menu at Butcher Steak & Pasta Palembang using three key profitability ratios: Gross Profit Margin (GPM), Return on Sales (ROS), and Return on Capital Employed (ROCE). The method used is descriptive quantitative, with data sourced from sales records and operating costs for the period May to July 2024. This data was strengthened through observation, interviews, documentation, and literature review, thus providing a comprehensive picture of the business's profitability. The results show an average GPM of 43.73%, indicating fairly stable gross profitability. However, this value is still below the industry standard of 75%, mainly due to the high cost of goods sold for key raw materials. This indicates the need for cost control strategies, such as price negotiations with suppliers or innovation in menu engineering to increase gross profit margins. The average ROS was recorded at 43.73%, more than double the industry standard of 20%. This achievement confirms that the restaurant's operations are running efficiently, with effective cost control, resulting in a high net profit from every rupiah of sales. Furthermore, the ROCE ratio averaged 127.57%, significantly exceeding the industry benchmark of 40%. This indicates that the capital used in restaurant operations has been utilized very efficiently and has generated significant returns. Month-to-month performance fluctuations were relatively small, with a slight decline in June and a rebound in July. Overall, this study reveals that while operational efficiency and capital utilization have been excellent, there is still room for improvement in gross profitability. These findings not only provide practical recommendations for restaurant management but also enrich the literature on profitability analysis in the hospitality and culinary sectors.  
Co-Authors Femmy Indriany Dalimunthe Hanif Hasan Lestari Situmeang Samuel Hamonangan