Property Proposal

Grup Ciputra (GC) merupakan salah satu perusahaan pengembang properti terbesar di Indonesia yang sudah terkenal baik di dalam negeri maupun kalangan internasional. GC didirikan oleh Ciputra atau Tjie Tjin Hoan yang berasal dari keluarga sederhana di desa kecil Parigi, Sulawesi Tenggara. Setelah lulus kuliah dari jurusan arsitektur ITB pada tahun 1960, Ciputra membangun perusahaan pengembang properti pertamanya yang merupakan patungan dengan gubernur DKI Jakarta pada masa itu-Soemarno, PT. Pembangunan Jaya. Lalu pada tahun 1971 Ciputra mendirikan perusahaannya sendiri yaitu Metropolitan City. Belum merasa cukup, pada 1980 bersama dengan istri dan keempat anaknya yang baru tamat kuliah di luar negeri Ciputra mendirikan Ciputra Group. Secara struktur organisasi, Ciputra Group terbagi menjadi:

• PT Ciputra Development Tbk : proyek domestik dan luar negeri
• PT Ciputra Surya Tbk : proyek dalam negeri
• PT Ciputra Property : proyek komersial dalam negeri
• Ciputra Group for Overseas Project : proyek luar negeri

Melalui perusahaan-perusahaannya, Ciputra kini telah menjadi salah satu raksasa pengembang yang terpandang baik dalam skala domestik maupun internasional. Ciputra kini juga mengkoordinir delapan bisnis lainnya masing-masing konsultan, pariwisata, keuangan, infrastruktur, telekomunikasi serta air minum. Namun, sektor bisnis utamanya dalah sebagai pengembang properti. Sederet prestasi dan penghargaan telah diperoleh oleh pengusaha kawakan properti ini sehingga dijuluki “Begawan Properti Indonesia”.

Sebagai pengembang yang cukup lama berkecimpung dalam industri properti, Ciputra Group memiliki segudang pengalaman dan reputasi yang diakui dalam bidangnya. Hal ini terbukti dari sejumlah penghargaan dan proyek properti yang telah dihasilkan oleh salah satu pengembang properti terbesar di Indonesia ini. Prestasi dan reputasi yang dimiliki Ciputra Group tidak boleh membuat perusahaan ini terlena, malah sebaliknya prestasi demi prestasi harus diraih oleh Ciputra Group untuk menunjukkan kapasitasnya sebagai pengembang inovator. Meskipun memiliki keunggulan dalam pengalaman dalam industri ini yaitu 30 tahun lebih, perusahaan harus tetap mewaspadai perubahan-perubahan yang terus terjadi di lingkungan internal maupun eksternal. Di tengah persaingan industri properti yang semakin ‘panas’, terlambat merespon pasar dan memaksimalkan peluang akan menyebabkan perusahaan tertinggal dari kompetitor lainnya. Teknik yang dapat digunakan oleh perusahaan untuk menghadapi perubahan antara lain: Internal Factor Analysis Summary (IFAS), External Factor Analysis Summary (EFAS), Strategic Factor Analysis Summary (SFAS), dan SWOT Analysis. Teknik ini banyak diadopsi dan dipakai oleh sejumlah besar perusahaan kelas dunia sehingga efektivitas teknik strategi ini dapat diyakini. Berikut ini akan dipaparkan masing-masing strategi yang telah disebutkan di atas.

Internal Factor Analysis Summary ( IFAS)

Internal Strategic Factors Weight Rating Weighted Score Comments

Strengths
S1 Manajemen yang berpengalaman 0.11 3 0.33 Pengetahuan dalam bidangnya
S2 Reputasi perusahaan 0.15 3 0.45 Telah diakui di kawasan Asia
S3 Responsif terhadap kondisi pasar 0.10 2 0.20 Siap dan adaptasi menghadapi perubahan dari keuntungan produk yang ditawarkan
S4 Penjualan secara inden (prajual) 0.02 1 0.02 Meringankan alokasi biaya dan modal kerja
S5 Joint Venture dengan mitra bisnis 0.17 3 0.51 Modal kerja dan kemudahan akses serta dan pemerintah setempat fasilitas (cth. perpajakan, pembebasan lahan)

Weakness
W1 Harga jual 0.15 4 0.60 Harga cukup mahal untukmasyarakat negara berkembang
W2 Biaya periklanan dan promosi 0.12 4 0.48 Mencari cara pemasaran yang tepat
W3 Market positioning 0.10 3 0.30 Hanya menyasar kalangan menengah ke atas saja, membatasi ruang gerak
W4 Konsep dan desain proyek yang sama 0.05 1 0.05 Karakter konsumen tiap negara
untuk setiap negara berbeda-beda
W5 Specialized in landed house only 0.03 2 0.06 Konsumen tidak memiliki banyak
pilihan

Total 1.00 3.00

External Factor Analysis Summary (EFAS)

External Strategic Factors Weight Rating Weighted Score Comments
Opportunities
O1 Perkembangan ekonomi Asia 0.12 3 0.36 Pertumbuhan ekonomi China, Vietnam, dan India yang tinggi
turut meningkatkan permintaan akan properti
O2 Insentif dan keringanan pajak 0.11 4 0.44 Meningkatkan daya saing produk khususnya dari segi harga dari pemerintah setempat sehingga memudahkan konsumen untuk membelinya
O3 Jumlah penduduk 0.04 2 0.08 Market share yang masih sangat besar di China dan India
O4 Tren pertumbuhan properti 0.08 3 0.24 Negara tujuan merupakan negara berkembang yang sangat gencar ambisius untuk membangun megaproyek fenomenal
O5 Demand pasar yang besar 0.10 3 0.30 Permintaan akan proyek luxury yang tinggi tetapi supply masih sangat sedikit (tidak banyak pilihan yang tersedia)

Threats
T1 Kompetitor internasional 0.10 3 0.30 Pengembang asal China, Malaysia, dan Singapura sangat agresif dalam menggarap pasar Asia dengan konsep yang matang
T2 Regulasi hak milik asing dan HGB 0.10 2 0.20 Menurunkan minat investor asing untuk membeli properti di negara bersangkutan
T3 Penolakan masyarakat lokal 0.07 1 0.07 Isu sosial dan penolakan warga lokal karena pembangunan menyebabkan polusi lingkungan dan kebisingan
T4 Kenaikan harga pangan dan BBM 0.13 4 0.52 Mempengaruhi daya beli dan prioritas kebutuhan konsumen
T5 Tingkat suku bunga 0.15 4 0.60 Menghambat pembelian secara kredit dan meningkatkan biaya bunga modal

Total 1.00 3.11

Strategic Factor Analysis Summary (SFAS)

Weighted InterKey Strategic Factors Weight Rating Score Short mediate Long Comments

S1 Manajemen yang berpengalaman 0.10 3 0.30 x Pengetahuan dan pengalaman
S2 Reputasi perusahaan 0.12 4 0.48 x Dikenal luas dan telah diakui di Asia
S5 Joint venture dengan mitra bisnis dan 0.10 4 0.40 x Modal kerja, akses dan perizinan, dan pemerintah setempat pembagian resiko
W1 Harga jual 0.10 4 0.40 xx Mahal untuk negara berkembang
W2 Biaya periklanan dan promosi 0.06 3 0.18 x Media pemasaran yang efisien dan efektif
O1 Perkembangan ekonomi Asia 0.11 3 0.33 xx Pertumbuhan ekonomi "raksasa Asia" yang mendekati angka dua digit (khusus China melampaui)
O2 Insentif dan keringanan pajak 0.13 4 0.52 x Nilai tambah produk dari pemerintah setempat
T4 Kenaikan harga pangan dan BBM 0.13 4 0.52 x x Mempengaruhi daya beli
T5 Tingkat suku bunga 0.15 4 0.60 x x Menghambat penjualan secara kredit dan biayabunga modal

Total 1.00 3.73

Rating yang digunakan: 1 = kurang berpengaruh .2 = cukup berpengaruh. 3 = berpengaruh .4 = sangat berpengaruh

SWOT Matrix Internal Factors(IFAS)

ExternalFactors (EFAS)

1. Strenghts (S)

S1 Manajemen yang berpengalaman
S2 Reputasi perusahaan
S3 Responsif terhadap kondisi pasar
S4 Penjualan secara inden (prajual)
S5 Joint Venture dengan mitra bisnis dan pemerintah setempat

2. Weaknesses (W)

W1 Harga jual
W2 Biaya periklanan dan promosi
W3 Market positioning
W4 Konsep dan desain proyek yang sama untuk setiap negara
W5 Specialized in landed house only

3. Opportunities (O)

O1 Perkembangan ekonomi Asia
O2 Insentif dan keringanan pajak dari pemerintah setempat
O3 Jumlah penduduk
O4 Tren pertumbuhan properti yang gencar
O5 Demand pasar yang besar

SO Strategies :

- Mengsinergikan keunggulan dari mitra bisnis dengan pengetahuan manajemen dan reputasi perusahaan untuk meningkatkan produktivitas
- Melalui reputasi, pengalaman, dan konsep unik yang dimiliki, perusahaan dapat berekspansi ke new emerging country seperti Eropa Timur dan Asia Pasifik

WO Strategies :

- Tingkatkan portfolio dan variasi produk
- Meningkatkan program training and development agar SDM-nya semakin kreatif dan inovatif menciptakan produk yang sesuai dengan selera konsumen dan tren pasar

Threats (T)

T1 Kompetitor internasional
T2 Regulasi hak milik asing dan HGB
T3 Penolakan masyarakat lokal
T4 Kenaikan harga pangan dan BBM
T5 Tingkat suku bunga

ST Strategies :

- Menggandeng kompetitor agar mengurangi pesaing dan memperoleh pengetahuan baru dari kompetitor
- Mulai membawa perusahaan untuk go public agar memperoleh dana untuk mengembangkan bisnis dan meningkatkan kepercayaan publik

WT Strategies :

- Menetapkan harga yang terjangkau dengan tetap mempertahankan kualitas
- Mencari cara pemasaran yang efisien dan efektif
- Desain baru yang inovatif dan mengikuti tren pasar

2. Permasalahan dan Potensi Masalah

Sejumlah proyek dan mega proyek prestisius telah dibangun oleh Ciputra melalui perusahaannya, yaitu PT Pembangunan Jaya, Metropolitan City, dan Ciputra Group, sejumlah bangunan yang telah dibangun antara lain: super block, perumahan, perkantoran, mal, hotel, apartemen, tempat ibadah, lapangan golf, resor, dan lain-lain. Sejak tahun 2003 industri properti mengalami booming dan puncaknya terjadi pada tahun 2004. Sejumlah grup yang berkibar tahun 2003 dan 2004 di antaranya adalah Grup Ciputra, Agung Podomoro, Pakuwon Jati, Lippo, Agung Sedayu, Summarecon Agung, Jababeka, Berca, Jan Darmadi, Gapura Prima, Duta Pertiwi, Bangun Cipta Sarana, dan sebagainya. Proyek-proyek para pelaku utama itu umumnya bertebaran di Jabotabek, Bandung, Surabaya, Medan, dan Makassar. Hal ini dikarenakan faktor tingkat suku bunga yang cukup rendah sehingga meningkatkan daya beli masyarakat dan pertumbuhan industri yang cukup signifikan sehingga memerlukan gedung-gedung baru baik untuk perkantoran, hotel, pabrik, hingga tempat tinggal dan fasilitas publik lainnya. Persaingan di antara sesama pengembang besar tentu saja tidak terelakkan lagi. Hal yang menarik diamati, "pertarungan" merebut pasar properti antar para pemain besar itu akhirnya memunculkan label untuk para pemain itu. Ciputra misalnya, mempunyai megaproyek di sektor perumahan (landed house) di beberapa kota, kondominium, perhotelan, sentra permukiman, dan super block. Trihatma Haliman dari Agung Podomoro amat tangguh di sektor apartemen/kondominium. Proyek Trihatma di antaranya adalah Pakubuwono, The Peak, Sudirman Park, dan apartemen-apartemen dengan label Mediterania. PT Duta Pertiwi muncul dengan label perumahan dan trade center. Proyek-proyek yang dikerjakan di antaranya adalah ITC Mangga Dua, ITC Roxy Mas, ITC Fatmawati, ITC Permata, Bumi Serpong Damai, dan sebagainya. Summarecon Agung, grup usaha yang dipimpin Sucipto Nagaria juga meraih sukses amat besar. Apartemen, pusat perbelanjaan (misalnya Mal Kelapa Gading) dan perumahan Kelapa Gading, dan Gading Serpong. Grup Pakuwon Jati yang dipimpin Alex dan Melinda Tedja juga meraih sukses besar. Proyek Pakuwon di Surabaya dan Jakarta mendapat sambutan besar pasar. Lihatlah misalnya proyek Plaza Tunjungan (sampai empat tahap), kondominium, Laguna Indah, Supermal, Pakuwon Trade Center, Blok M Plaza, dan Somerset Pakuwon Berlian. Kerasnya persaingan di industri properti tentu saja memaksa para pengembang untuk terus melakukan perbaikan dan menciptakan inovasi dan perubahan yang memberikan nilai tambah bagi proyek yang digarapnya sehingga memberikan kepuasan tersendiri bagi konsumen dan mendapat kepercayaan publik. Di tengah isu pemanasan global dan kerusakan lingkungan yang secara langsung memberikan dampak pada industri ini menyebabkan hanya developer yang menghadirkan proyek berkualitas yang dapat bertahan. Di tengah krisis ekonomi global yang disebabkan oleh resesi dan perlambatan ekonomi Amerika Serikat karena kasus subprime mortgage yang juga menyebabkan turunnya kepercayaan pasar di sektor properti, inflasi yang tinggi, fluktuasi suku bunga bank sentral, kenaikan harga bahan bakar minyak dan bahan pangan menyebabkan industri properti menghadapi sejumlah tantangan dan hambatan terutama turunnya daya beli masyarakat domestik sehingga pengembang harus mencari jalan keluar baru untuk tetap dapat bertahan dan mengembangkan bisnisnya. Langkah-langkah yang cepat dan tepat harus segera dilakukan sebelum peluang direbut oleh kompetitor lainnya. Salah satu langkah yang dilakukan Ciputra Group yaitu menggarap peluang dan pasar potensial baru di luar negeri. Strategi ini akan menyebabkan perubahan status Ciputra Group menjadi Multinational Corporation. Ekspansi ke luar negeri diduga kuat merupakan langkah Ciputra Group untuk mencari pendapatan baru di luar negeri karena ketatnya persaingan properti domestik sehingga mengurangi “porsi kue” dan menggerus marjin domestik Ciputra Group disamping semakin mahal dan sedikit tanah di kota-kota besar yang tersedia untuk dibangun khusunya di pulau Jawa. Disini akan dibahas bagaimana Ciputra Group for Overseas Project (CGOP) mengibarkan bendera Ciputra Group di luar negeri. Ekspansi di luar negeri telah dilakukan oleh Ciputra Group melalui salah satu unit bisnisnya yaitu Ciputra Group for Overseas Project (CGOP) yang mengandalkan konsep township development dan mixed used, Ciputra Group menghadirkan beberapa megaproyek yang telah berhasil ataupun yang sedang dibangun, seperti di Vietnam (Ciputra Hanoi International City), Kamboja (Grand Phnom Penh International City), dan India (Kolkata West International City). Untuk kedepannya Ciputra Group akan menggarap negara-negara lainnya antara lain di China (Sanghai, Wohan, propinsi Guangxi, dan Nanjing), Timur Tengah (Pakistan dan Qatar), dan Polandia. Di tengah sejumlah rencana dan proyek ambisius di luar negeri yang sedang maupun yang akan dilaksanakan, Ciputra Group harus mampu menganalisa segala kekuatan, kelemahan, peluang, maupun lingkungan perusahaan. Dengan menggunakan hasil analisa tersebut diharapkan Ciputra Group akan dapat mengoptimalkan kekuatannya, meminimalkan atau mengeliminasi kelemahan, mampu mengelola resiko serta hambatan/tantangan, dan memaksimalkan setiap peluang yang ada. Selain itu perusahaan juga harus dapat memahami keinginan dan kebutuhan konsumen dengan menggunakan teknik analisa outside-in. Hal ini bertujuan untuk mengenal karakter konsumen yang berbeda-beda di setiap negara sehingga perusahaan dapat menghadirkan produk yang tepat dan dapat diterima oleh konsumen mancanegaranya. Dengan melakukan langkah-langkah tersebut perusahaan akan memperoleh reputasi yang baik dari stakeholders sehingga mempermudah akses untuk proyek-proyek selanjutnya. Perusahaan juga harus mempertimbangkan perbedaan budaya, regulasi, dan peraturan yang mungkin berbeda-beda di setiap negara, seperti perpajakan, hak kepemilikan, tata cara periklanan, tanggung jawab sosial kepada publik, hingga aturan local content.

E-Commerce Proposal

AN ELECTRONIC COMMERCE PROPOSAL

presented by

MADE HANDIJAYA DEWANTARA

ELECTRONIC COMMERCE MANAGER

PRESENT TO MANAGEMENT AND BOARD OF EXECUTIVE

KUTA, BALI, DECEMBER 21^ST 2009

I. INTRODUCTION

1.1. Definition of Electronic Commerce

Electronic commerce or e-commerce is the distribution, purchase, sale, marketing of goods and services through electronic systems such as the Internet or television, www, or other computer networks. E-commerce can involve electronic funds transfer, electronic data interchange, automated inventory management systems, and automatic data collection systems. See the information technology industry e-commerce activities as the application and implementation of e-business (e-business) related to commercial transactions, such as electronic funds transfers, SCM (supply chain management), e-marketing (e-marketing) , or online marketing (online marketing), online transaction processing (online transaction processing), electronic data interchange (electronic data interchange / EDI), etc..

E-commerce or e-commerce is part of e-business, in which the scope of e-business more broadly, not just commercial but also include the mix of business partners, customer service, etc. and jobs. Apart from www., network technologies, e-commerce also requires database technology or data base (databases), e-mail or electronic mail (e-mail), and the form of non-computer technology as well as other delivery systems, and tools for e-payment this trade. E-commerce was first introduced in 1994 when first-electronic banner used for promotional and advertising in a web-page (website). According to Forrester Research, electronic commerce generated sales worth U.S. $ 12.2 billion in 2003. According to another report in October 2006, online retail revenues of non-travel in the United States expected to reach the quarter-trillion U.S. dollars in 2011.

1.2. E-Commerce History

The term "electronic commerce" has changed over time. Initially, electronic commerce meant the use of commercial transactions, such as the use of EDI to send commercial documents like purchase orders or invoices electronically.

Then he developed into an activity that have a more precise term "Web commerce" - the purchase of goods and services via the World Wide Web via secure servers (HTTPS), a special server protocol that uses encryption to keep important data customers. At first when the web became famous in the community in 1994, many journalists predicted that e-commerce will become a new economic sector. However, only about four years later as the HTTPS secure protocol enters a mature and widely used. Between 1998 and 2000 many businesses in the U.S. and Europe to develop this trade website.

1.3. E-Commerce Objectives

In many cases, an e-commerce companies can survive not only rely on strength alone product, but with a reliable management team, timely delivery, good service, organizational structure is good business, infrastructure and network security, web site design good, several factors which include :

1. Provide competitive pricing

2. Purchases provide a responsive, fast, and friendly.

3. Providing information goods and services a complete and clear.

4. Provides many bonuses such as coupons, special offers, and discounts.

5. Giving special attention such as the proposed purchase.

6. Providing a sense of community for discussion, input from customers, and others.

7. Facilitate the trading activities

1.4. Business Applications

Some common applications related to e-commerce are :

• E-mail and Messaging

• Content Management Systems

• Documents, spreadsheets, databases

• Accounting and financial system

• shipping and ordering information

• Reporting information from the client and the enterprise

• System of domestic and international payments

• Newsgroup

• On-line Shopping

• Conferencing

1.5. Benefit

By using this electronic commerce strategy, there’re some benefits will be get such as follows :

1. Increasing our total revenue by 30% total increased.
2. Increasing our total room occupancy rate from 60% into 70% average room occupancy.
3. Increasing our market segment from 4 countries into 6 countries.
4. Making close relationship between our customer and our staffs
5. Making easier way for the customer to serve a room
6. Providing all information about our product effectively efficiently

Those facts is very inspired me to create a new concepts of our hotel marketing. We must make a new innovative plan from old marketing into a new marketing with based on electronic trade and commerce. Our old marketing strategy is still not satisfied us because we’re only got 60% of room occupancy total and about only 50% of them are the double room occupancy. That’s why the board of executive made a new position to manage this marketing strategy professionally. The board of executive choose me as The Electronic Commerce Manager and by making this proposal, I want to create a new strategy for this electronic commerce. Here’s The Proposal of Electronic Commerce Kuta Warrior Hotel.

2. MARKET SEGMENTATION, DEMAND, AND NEEDS IDENTIFICATION

Table 01. Our Market Segment

No	Origin / Market segment	Percent
1	Australian	50%
2	Indonesia	30%
3	Japan	15%
4	Others Asia and Europe	5%

As the graphic above shows that shows Australian is the strongest market. And then Indonesia is still as dominate Asian Market segment. Moreover, Japan still become our market segment because it’s make 15% contribution of our total revenue. Our last market segmentation are others Asia and Europe. Both of them give 5% contribution from our total market segmentation. As the graphic above, we can know that most of our market segmentation is come from outside (foreign country). Outside market segmentation means we must keep a strong relationship with them because most of our guest will be not come directly, however they must reserve their room at first before they come as a guest.

Based on the source from internet, I already know that all of our market segments are the internet users actively. The Internet is now believed to be a powerful tool for marketing the product. There’re quite a lot of people are also unfamiliar Indonesia with credit card payment online. This is different from conditions in the U.S., Europe and Australia, which used to using credit cards online as a means of payment. In Indonesia, there’re about 500.000 internet users approximately increased in a year. It’s not too different with others market segment like Japan, Australia, and also Europe.

Those facts shows us how much important the electronic commerce for electronic marketing. First, we must create a new concept electronic marketing which can increase our total market segmentation. Second, we must conduct a new strategy to keep strong relationship with our market segmentation to ensure they will come back for the others opportunity. And last but not least, by using electronic commerce strategy, we hope we can give easier way for our market segmentation to reserve our room.

3. E-COMMERCE STRATEGY

After we know about how is necessary the electronic commerce is, then we must create any strategy for using the electronic marketing. The Kuta Warrior is three star hotel in Kuta, and Kuta is one of famous beach destination in the world. It will be not too hard to attract our tourist to come to Kuta. For some strategies, we must look at four and five star hotel electronic marketing strategies.

At any stage, organizations can use their e-marketing capability to achieve the business goals of acquisition, retention, and operational cost savings. At each stage, the organization should track and record responses to inform future campaigns and lay the foundation for the next stage of development.

Table 02. Four Stages of Strategic Development

Hotels by Stages of Strategic Development

Source : ION Organization 2009

Those two stages chart shows us how is strategic commerce happen in today’s organization marketing. Firstly, they use website for electronic commerce strategy. Some big hotels has its own website, directly connected with some chain hotels. For us as three star hotel, it will be wisely if we create the hotels own private website. Secondly, for email publications, it’ll be necessary especially for reservations process. We must make create a newsletter monthly, quarterly, or one-off. This email publications also has the functions as a links back into the our private website. The email publications also can be used as initial gathering of preferences.

Strategy number three is about how we care about the audience specific. There’re some strategic for this stage, several of them is making regularly monthly newsletter. When our guest has know our website, and start to reserve the room, the books engine must be connected directly into the website. For easier bookings, the reserve page must be simple-audience but specific customization. The highest stage of this strategy is automated rules-based / business integration. On this stage, e-newsletter distributed with promotion release. It must be there’s some incentives and sophisticated to use online channel like special rate.

4. E-COMMERCE TACTICAL RECOMMENDATIONS

A 360-degree e-mail marketing strategy takes into account every aspect of the marketing process to conceptualize and plan an integrated solution that can best leverage a hotel’s existing client-base and capture new clients through all ongoing and up-selling opportunities. The tactics outlined below are a sampling of some of the more fundamental aspects of successful online marketing efforts.

1. Be prompt

The first rule is to send a newsletter as the confirmation e-mail upon registration. If an e-newsletter is produced monthly, then send the latest edition. Or, if we can only send a confirmation e-mail, be sure to specify the timeframe in which they can expect to receive their first e-newsletter. The user doesn't know if "soon" means the next day or the next month. When a user takes the time to supply contact information on a website, they are actively seeking information and will expect immediate results.

2. Personalize, but not pigeon-hole

Gather basic data about our registered users, such as which destinations and types of activities that interest them the most. If possible, tailor our subsequent communications to this data, but avoid rigid classifications that will pigeonhole customers, or we may miss opportunities.

For example, if Ms. Lee has specifically stated that she is interested in golfing in Sanur, it is likely that this "top-of-mind" preference pertains to her next trip. We then have the unique opportunity to ensure the next communication we send her is relevant, and therefore more likely to appeal to her. Remember, however, that this initial preference does not mean she won't be interested in a spa package at our property in Kuta for her next holiday.

Developing our own interested e-mail list combined with precision marketing will result in much higher sales conversion than purchased lists and unsolicited e-mail. In our experience, precision e-mail marketing can generate an average click-through rate of 10–15%, rising to up to 50% for filtered e-mail lists. Evolving the technology and operational processes to provide customized e-newsletters will take time and investment, but our customers will appreciate it, and their favorable impression of our brand will be maintained or even improved.

3. Be action-oriented

We want our users to act on what we're sending them. Ensure that our website contains the information that these potential guests will need to make their booking decision, such as offer details, terms and conditions, and available hotel amenities and services. Provide support to them if they want to make inquiries or book rooms online. Our booking engine should automatically populate the booking form with the relevant offer details and should display the advertised rate, so that the user knows they are getting what they expect. Many hotel websites make the mistake of requiring the user to re-select the hotel and displaying the rack rate instead of the advertised rate. If we want people to use online channels, the service should be just as good or better than what they would get from calling our telephone reservations line or a travel agent.

4. Explore local opportunities

Remember that e-mail marketing is not limited to monthly e-newsletters to potential guests. Its greatest strength is as an extremely personal and customizable communication channel with all of our existing and potential customers. As a deluxe Asian hotel, out-of-country visitors aren't our only potential target for e-marketing, what about our local client ? It is provide 30% contribution. E-marketing is relatively low-cost to implement, and e-mail lists of our local customers will be easier to obtain than lists of foreigners wishing to visit our hotel.

5. Capitalize on existing assets – Loyalty Programs

Leverage an existing asset, such as an airline partner mileage program or our own loyalty program, as incentives for our customers to switch to online channels. This could be across all hotels or just targeting certain properties or rooms where increased traffic is needed.

Loyalty programs have been extremely successful in creating significant increases in the number of reservations booked and sold directly online. This is because they allow we to target the most valuable and active customers and reward them for transacting with we directly.

Here are some ideas for promotions to move customers online through a loyalty program:

a. Award bonus points or miles

This campaign is for rooms booked online within a finite period of time (e.g. six weeks) and should be communicated three to four weeks prior to the promotion start date so there is time to change people's behaviour and get them to book and to benefit from the promotion. The simpler the message the more effective it will be. Focus on what the reward points will deliver in terms of free accommodation or upgrades rather than the number of points awarded.

b. Reduce redemption requirements for online bookings

There will be times when certain properties have excess capacity. This would be a good time to reduce the miles or points to qualify for a reward stay booked online. We could also tactically reduce the number of points needed for a room upgrade when the situation permits – for example, a member reserving a deluxe room online could enjoy superior status for 50% of the usual points. This is a good switch from other hotels and where travel policies do not allow superior status.

c. Let online users book rooms for cash plus points

Offer members who do not have enough points for a complete redemption the opportunity to book rooms online for cash plus points. This is a good way to drive incremental revenue.

d. Use online channels to acquire new members

Attract new members to our loyalty program by offering an activation bonus for booking online. This can be a good tool for converting an existing database (e.g. food & beverage) or a list we have as a result of an association into program members and rewarding their next stay. For example, anyone joining our loyalty program and booking online within 6 months of joining receives 500, 750 and 1,000 bonus points for standard, deluxe and superior rooms respectively. We could consider increasing this bonus if we need to increase the number of new members.

Another and proven means of getting new members is a "Member Get Member" campaign, which is particularly suited to online execution for ease of management and cost effectiveness. Also referred to as "viral marketing", existing members nominate friends, family and colleagues to join. The member will earn bonus points for each nominee who joins. The referring member then earns a variable bonus based on the room rate whenever the new member books online.

5. HOTEL FACILITIES

After we see the necessary things about website, it’ll be so important for us to explain all of the guest facilities in our website. As the electronic commerce strategy in the last chapter, our guest must be see our monthly newsletter. On these newsletter, we must describe all of the facilities in our hotel as follows, guestroom, restaurant, bar, room service, and laundry service.

5.1. Guest Rooms (150)

The Kuta Warrior Hotel has 150 rooms in total, that all rooms is standard room. As the three star hotel, we give normal rate about Rp 600.000,00 per night for all of our room. Standard facilities of our guestrooms are :

a. 2 type of view : beach view, and garden view (beach view has special rate)

b. Twin bedded or double bedded

c. Facilities down pillows and duvets

d. Non allergic and orthopedic pillow

e. 100% cotton oversized bath towels

f. Robes and slippers

g. Hairdryer

h. Complimentary premium toilet ries

i. Iron and ironing board

j. Tea/coffee maker

k. In room save

l. Multiline telephone

m. Colour television

n. Shower and bathtub

o. Laundry service

p. Porter service for check in and check out

At the end of this website, we must put the remark that the rate is not include 21% tax and service. It is according into our electronic commerce strategy that we must describe our facilities into the guest by simple but clearly.

5.2. Food and Beverage Services

Coffee Shop

Coffee shop is one of restaurant in our hotel and it’s close to the lobby. It has 50 seats in maximum capacity. Coffee shop always open for breakfast, lunch, and dinner. We’re focused on European and Australian food in this restaurant. It is because we want to provide 70 % of our market segments, especially Australia (50% of our market segment). We’ll describe this restaurant in the website and the reservation link directly into the monthly newsletter.

For electronic commerce strategy, we must explain all of menu that we offered to the guest. (See electronic commerce strategy)

Appetizer

Caesar salad Rp 17.000

Mixed green salad Rp 17.000

Parma Ham and cantaloupe Melon Rp.14.000

Garvlax Rp.27.000

SOUP

Tomato Soup Rp.20.000

Seafood Choweder Rp.17.000

Crab and Corn Soup Rp.27.000

LIGHT MEAL

Work fried Bean Curd Rp.18.000

Bread Chicken Breast Rp.17.000

Pan-fried Red Fillet Rp.19.000

FROM THE GRILL

King prawn Rp.28.000

Seafood Skewer Rp.19.000

Fish of the day Rp. 19.000

Australian Sirloin Steak Rp. 28.000 (market segments)

Australian tenderloin Steak 200 gram Rp.18.000 (market segments)

Australian Lamb Chops Rp.18.000 (market segments)

Roasted Chicken Breast Rp. 33.000

Bacon-Wrapped Pork Tenderloin Skewers Rp.33.000

DESSERT

Layerd carmel, walnut and pumpkin cake Rp.75.000

Tropical fruit Rp.69.000

Cheese cake Rp.75.000

Mango and pasiion, frut crème brulle Rp.75.000

Ice cream ir sorbet by the scoop Rp.31.000

Indonesian Food Restaurant

The other restaurant is Indonesian Food Restaurant and it has beach view. It has 30 seats in maximum capacity. This restaurant always open for lunch, and dinner. This restaurant is for providing 30 % of our market segments (Indonesia). That’s why we offer Indonesian food focused in this restaurant. However, we also offer another Asian food for this restaurant. Some of them are halal food. We’ll describe this restaurant in the website and the reservation link directly into the monthly newsletter.

For electronic commerce strategy, we must explain all of menu that we offered to the guest. (See electronic commerce strategy)

Appetizer

Gado-gado Rp 10.000

Satay and ketupat Rp 10.000

Pecel Bali Rp 15.000

ASIAN SELECTION

Soto Ayam Rp. 28.000

Soup Buntut Rp.18.000

Nasi goreng Rp.28.000

Mie kuah Rp.28.000

Mie goreng Rp.25.000

Phad thai Rp.43.000

Tom ka gai Rp.45.000

Rending sapi Rp.35.000

Kare Rp.41.000

Ikan gurame Rp.37.000

Szechewan Rp.48.000

DESSERT

Rujak Cingur Rp 20.000

Sup buah Rp 17.000

Es buah Rp 15.000

Es campur Rp 15.000

Hotel Bar

The third food and beverage outlet of our hotel is bar. We put the bar in two of our restaurant. We provide some beverages on this bar. Because of our market segments come from Australia and Indonesia, so we put some halal and alcoholic beverages on this bar. We also will put it on our website design and put it as a link.

GIN

GORDON Rp 50.000

BOMBAY SAPPHIRE Rp 60.000

TANQUERAY Rp 55.000

RUM

MALIBU Rp 45.000

BACARDI LIGHT Rp.65.000

VODKA
SMIRNOFF Rp 40.000

STOLICHNAYA Rp 55.000

CIROC Rp 48.000

SPECIAL COFFEE

IRISH Rp 20.000

ITALIAN Rp 30.000

PRINCE CHARLES Rp 50.000

MEXICAN Rp 35.000

FRESH FRUIT BLENDS

BANANA AND STRAWBERRY Rp 25.000

PINEAPPLE AND COCONUT Rp 15.000

PAPAYA AND WATERMELON Rp 10.000

MIXED FRUIT JUICE Rp 17.000

MINERAL WATER

EQUIL NATURAL Rp 10.000

EQUIL SPARKLING Rp. 12.000

LARGE EVIAN Rp. 15.000

LARGE ACQUA PANNA Rp. 60.000

AQUA Rp. 5.000

SOFT DRINKS/SODAS

COKE Rp 10.000

SPRITE Rp 8.000

BITTER LEMON Rp.18.000

FRESHLY SQUEZED LIMEADE Rp. 25.000

Room Service

For the guest which want to get their meals in the rooms, we also provide room service. Most of these menu comes from Indonesian Food Restaurant and Coffee shop. Room service is available 24 hours for our guest.

At the end of this website, we must put the remark that the rate is not include 21% tax and service. It is according into our electronic commerce strategy that we must describe our facilities into the guest by simple but clearly.

5.3. Laundry Service

Last but not least, we also provide laundry service for our guest. This kind of service must be explained in our private website to attract our guest to use this facilities.

6. E-COMMERCE PROBLEM ANTICIPATED

Implementation of Online marketing strategy (e-marketing) the right will help be expand our hotel's business market, and the website our company will have added value because it can support our company's business development.

Homepage is a means of promotion in the world of cyberspace or the internet. The development of cyberspace today's world so fast. Until now, Internet users in Indonesia have amounted to approximately 500,000 Internet users. That amount will increase with increasing amount of people will understand the benefits of the Internet, both for the purpose of information, entertainment or for business purposes, especially in the face the competition in a free market economy later. The condition is a potential new segment for the company to expand its business market share. After make a calculation, we will prepare about Rp 20.000.000,00 for making a homepage for this electronic commerce completely.

In today’s global industry, there’re some problem facing homepage electronic commerce. A lot of homepage, some of them, hotel’s homepage are lonely. Most of them are not recognized perfectly.The success of a site depends on many factors.

Firstly is design of the homepage. A homepage / website should look attractive, but in accordance with the building purpose of the website. Image positioning, navigation is easy and not confusing, as well as a clear material, but not boring. Besides the speed factor also access the website, this is what should really be noted. If a homepage / website have access to the old rate, then it is not impossible, the visitors will going out soon, but otherwise if its access speed, the visitor will feel at home, especially if supported by an attractive site appearance and not boring.

Second is Content. Content of a site must also be able to bring netter to enjoy it. Give the things that can create opportunities netter for a little pro-active, provide facilities, games, forums, and surveys, or anything else that is more formal, such as feedback, aspirations, or contact netter, so netter feel I have a place on the site . Give a little attention with a speech or a newsletter, through mailing lists, etc..

Last but not least is e-Marketing. Online promotion is one of the main key to the success of a homepage / website. Tricks and strategies that fit in conducting e-marketing to a homepage / website determines whether or not a lot of visitors, and the existence of a website for the future.

7. CONCLUSION

After discussed with all management, we can conclude that we must change our marketing strategy from old marketing into electronic marketing especially in electronic commerce. For this strategy, we must make an integrated management and operational module. We built our homepage with url : www.kutawarriorhotel.com. For our personal mail, we provide it by using this email address : reservation@kutawarriorhotel.com.

ENCLOSURE

E-COMMERCE HOMEPAGE MODEL