tourism field research: bali

NHTV International University of Applied Sciences Breda, the Netherlands

Field research : Advice stakeholder groups in Raya Pantai Kuta to increase their market

position – Bali,Indonesia

Master Tourism Destination Management. May 2014

Arsalan Kazemifar-130577


Contents Preface: ................................................................................................................................................... 3

1. Introduction .................................................................................................................................... 4

2. Research Methodology ........................................................................................................................ 6

3. The overall view of assigned area ........................................................................................................ 9

4. A cluster of stakeholders ................................................................................................................... 12

5. The market structure of stakeholders ................................................................................................ 13

6. The challenges and Issues of stakeholders (MLO’s group A) ............................................................... 16

7. Conclusion and Advice to stakeholders in Raya Pantai Kuta area ........................................................ 19

References: ........................................................................................................................................... 24

Appendix 1: Observation ....................................................................................................................... 25

Appendix 2: interviews .......................................................................................................................... 28

Appendix 3: Interview structure/Framework ......................................................................................... 29


Preface:

This report of group 6 is part of phase 2 of the TDM program (Master in Tourism Destination

Management at the NHTV university of applied sciences in Breda, the Netherlands) which

consists of a fieldtrip to three destinations in Asia-Pacific. After the first destination in

Melbourne and the second destination in Fiji, the task of the third destination in Bali-Indonesia is

to advice stakeholders groups to increase their market position in Raya Pantai Kuta area.

Therefore, the aim of research is to present the most effective actions-to be taken by the

stakeholder group- in order to achieve an increase in their market position. In order to deliver the

goal of research, a research plan designed and followed to finalize this report during 28 days.

The first Chapter of this report is introduction which consists of an overview of tourism

development in Bali and Kuta (the assigned area) and general recent trend in the market. The

second chapter is about the explanation of research project and how the research goal is

achievable based on a research plan and research framework. The third and fourth chapters

introduce the contemporary situation of stakeholders and map their position in the assigned area.

After analyzing the domestic and inbound tourism market in Bali and Kuta in chapter 5, the

challenges that the stakeholders group confront are discussed in chapter 6.In chapter 7,

recommendation and advice regarding the improvement of market position are explained and a

model based on one month field research in the assigned area is formed and suggested. By

reading this report, Stakeholder groups in Raya Pantai Kuta area, have an opportunity to take

into account some recommendations of this report in order to enhance their market position.


1. Introduction

1.1 Tourism development

Bali is an island in Indonesia with the population of 4 million people, the main languages are

Balinese and Bahasa Indonesia. Due to the fact that around 9 million people visit this island each

year(2013),English is the third common language.95% of the people are balinise

hinduism, however the number of non-Hindu migrants is increasing from other islands such as

Java and Lombok.It is also vital to mention that tourism claim 45% of the workforce(Ghani etal.,

2013 ; Bali facts and travel information guide 2013).

Bali tourism industry started in 1960s when Ngurai Rai international airport opened; at that

moment Bali moved into rapid tourism development (Vickers, 1998 ; Ghani et al., 2013).In

1987,the opening of foreign airlines to fly direct to Bali made tourism industry more important to

the Indonesian economy. In addition, during Suharto’s government, Bali moved into rapid

tourism development. This development is the story of Indonesian independence that started

from 1945 when Sukarno proclaimed independence from Japan followed by the dominant era of

Suharto (Ghani et al., 2013).In other words, as Vickers (2012, p.19) explains “Suharto’s

government inherited the idea of bali as a paradise from the dutch and sukarno and used it to

boost revenue and restore the bankrupt economy. Bali’s role as a paradise has been vital for the

development of the national economy”. Foreign investment was opened and many business

barriers were eliminated to enable capital growth. But, the democratization process only

happened from 2004 when Susilo Bambang Yudhoyono directly elected by the people as the

president of Indonesia.This democratization lead to more balance between stakeholders in the


country (Ghani et al, 2013).The heart of Bali is south and the first area which tourism

development happened was Kuta area. In 1960s, the development agenda was to open up Bali to

mass tourism(Cole, 2012).This destination where is located in the south of Bali, was discovered

by hippy travelers and wandering surfers from Australia(Bali fact and travel information

guide,2013 ; Vickers, 2012).The core existing tourism products are culture, nature and beach

resort(Belle tourism international consulting, 2010).

After rapid growth in 1970s, Bali satisfied from economic benefits. However, negative impacts

of unsustainable and unplanned development has shown itself gradually. In other words, rapid

tourism development is not in line with proper planning. As a result of terrorist attacks and

SARS virus in south-east Asia in the very first years of 21st century, Bali experienced a dramatic

fall in the number of arrivals (Putra and Hitchcock, 2006). However, this island is has again

experienced tourism growth in recent years.

1.2 Trends

The growth of domestic market is considered as an advantage for Bali tourism industry. From

2004 to 2011, the growth of this market is 13% per year (Bali hotel market overview, 2012). In

2012, 5 million domestic tourists visited Bali and spent their vacation in this island (Bali travel

and tourism statistics for 2012 & trend for 2013, 2013).The new terminal at the Ngurah Rai

international airport was opened in 2013,this terminal is able to handle a capacity of up to 25

million passengers which lead to a good prospect for Bali’s tourism and hotel industry(Bali

upgrading its infrastructure for tourism, 2013).

With 2.88 million foreign tourists in 2013, the number of inbound market had exceeded the

government’s target of 2.8 million (Bali travel and tourism statistics for 2012 & trend for 2013,

2013). The main inbound markets are Australia, Japan, China, Malaysia and Singapore due to


the geographical advantage of Bali where is relatively close to these main markets (Putra and

Hitchcock, 2006). Australia is the most important inbound market followed by China and Japan.

Although, Japan market experienced a decline in 2011 and 2012 because of Tsunami and

economic crisis, Japanese arrivals are on a rebound responding to added flight capacity and more

promotions (Bali hotel market overview, 2012, Bali tourism up 9 percent in 2013, 2013).China

market is the second most important inbound market for Bali’s tourism industry. This market has

solidified its second position for the past three years. The arrival number of this market has

increased 15.09% in the first half of 2013(Bali tourism up 9 percent in 2013, 2013).

In terms of hotels, the highest occupancy rate goes for Kuta followed by legian and Seminyak

and then, Nusa Dua and Tanjung Benua are in third place(Bali hotel market overview, 2012).

Other regions situated in the center or north of the island like Ubud are viewed as add on

destinations (Bali hotel market overview, 2012). In other words, travelers only spend a short trip

(day-trip or one night stay) in these destinations.

2. Research Methodology: In order to finalize this report a research project conducted. Based on the framework of research,

the research goal breaks down into the main research question followed by sub-research

questions. Sub-research questions are deemed as small parts of a puzzle which answering each of

them helps the researcher to answer the main research question and fulfil the research goal.

Moreover, different research techniques applied to collect data; further step is translating data

into information through the process of data analyzing. Hence, the findings and information are

the result of this process and the answer of each sub-research question. The logical order of this

process is shown below:


The research project: combination of deduction and induction research (author illustration)

Moreover, two well-known sampling strategies(probability and purposeful strategies) used to

analyze structured interviews with experts and unstructured interviews with tourists and locals

(Bailey, 2007). Although probability sampling is associated with quantitative research, the field-

researcher applied the opportunistic sample interview strategy to have random conversations

with tourists and some locals involved in tourism industry in the assigned area. Purposeful

sampling strategy mostly used to conduct interview with experts (hotels and resorts junior and

senior managers) which sometimes lead to the sub-category of purposeful sampling called snow-

ball strategy.

Data Information Analysis

Research goal

Sub-research questions

Main research question

Research goal

Sub-research questions

Main research question

Research techniques and sampling strategies


2.1 Research Framework

Research goal:

Advice stakeholder groups to increase their market position in the assigned area

Main research question:

In what ways can stakeholder groups elaborate their market position in Kuta?

Sub-research questions related to the main research question:

1. How does the assigned area look like?

2. Who are the stakeholders in the assigned area and how these stakeholders can be

Clustered?

3. How does the market structure of the stakeholder’s look like?

4. What challenges regarding market/product do these stakeholders confront?

5. What actions do stakeholders have to take in order to increase their market position?

Research area:

Along and behind Raya Pantai Kuta between the corner at Hard Rock Hotel and the corner of

Jalan Melasti.

Stakeholder perspective:

MLO’s (medium size and large tourism organizations) as well as MSEs (micro and small sized

enterprises). In other words, all stakeholder groups excluding PO’s (Public Organizations).


2.2 Research techniques:

After defining research questions in the previous part, some techniques are modified and then

used in order to answer research questions. These techniques are explained briefly below:

Expert interviews: in order to find reliable information regarding the development and market

trend in the assigned area, several semi-structured and structured interviews with the senior

managers of MLO’s were held. Conducting this research technique, also help the researcher to

compare the market position of stakeholders from different point of view.

Own experiences, Participatory actions and Mystery shopping: this triangulation technique

(the combination of three research techniques) was also used to get insight into tourist’s activities

as well as the behavior of street vendors and individual tour operators/mini-bus drivers.

Net search: group 6 considered this research typology as an important part of collecting and

analyzing information. The review of comments and tourist’s opinions regarding to MLO’s

(hotels and resorts) facilitates have an overview of the market position of MLO’s and the

preferences of tourists.

Other applied techniques are interview with fellow students, visual analysis with observation and

desk research which facilitate answering each sub-research question.

3. The overall view of assigned area

After the initial observations, several other observation techniques carried out by group 6. These

observations were done in different time periods to compare the different activities and different

actors who are involved in the research area. The analysis and overview of these complicated

observations in Raya Panta Kuta neighborhood are shown below:


Hotels and resorts overview (author illustration)

The next segment of MLO’s are franchises and famous chain stores (brands) where are mostly located in BeachWalk mall such as Starbucks, Versace, Boss and so on. Moreover, stone entertainment center consists of two restaurants and one bar is among this segment.


Franchises overview (author illustration)

MSE’s overview (author illustration)

Due to the fact that the area is characterized and dominated by listed MLO’s includes 4 stars

modern hotels and 5 stars luxury resorts as well as franchises, the small number of MSE’s do not

play an important role in the tourism development of this area.

MLOs (Franchises)

BeachWalk mall

Consists of famous brands and chain

stores

The stones entertainment

center

Restaurants :

Pizza hut, Mcdonalds, KFC


4. A cluster of stakeholders Answering the question 1, bring me to question number 2. In order to deliver appropriate advice

to stakeholders, clustering them based on a clear and structured framework is essential:

Stakeholders cluster(author Illustration)

Based on this clustering, group A stakeholders are leading organizations operating in the area.

These stakeholders are large hotels and resorts that directly affect tourism development and

market trend in Raya Pantai Kuta area. Furthermore, their strategic decisions have a significant

influence on group B stakeholders. Group B stakeholders are so called following stakeholders

that are affected by the market position of Group A stakeholders. On the other hand , services

and products offered by group B, enable them to affect the tourism development and market

position of the assigned area indirectly. In other words, the quality of offered services and

products result in the degree of customer satisfaction.

MLO’s

Group A

Group B

Hotels & Resorts

Restaurants

& Franchises

MSE’s Group B

Surfing schools, individual tour

operators, retail stores and local

restaurants


5. The market structure of stakeholders The importance of domestic tourism market is considerable not only in Bali but also in the

research assigned area. Basically, the upward trend of domestic market spread across different

touristic areas of Bali from Kuta to Legian and Seminyak. While Bali received around 3 million

foreign tourist visit, domestic arrivals reached a peak of 6 million in 2013(Bali hotel and branded

residences update, 2013; The Bali times, 2014).The growth of middle class Indonesian families

as a result of economic development leads to increase in the number of domestic tourists(J. le

Coz, personal communication, April 18, 2014).

Bali tourism market (author illustration)

After analyzing data, it is revealed that the inbound tourism market structure of Bali overlaps the

market-share of the assigned area. It means that Kuta beach neighborhood (Raya Pantai Kuta)

has a significant role in the shaping of tourism market in Bali. Three regions are among the most

important markets for tourism industry in Bali generally and Kuta specifically.

30%

70%

BALI TOURISM MARKET

Inbound tourism Domestic tourism


The most important market is Asia Pacific region where 57% of market belong to this area

followed by European market (22%) and ASEAN market (12%) in 2013. Although European

market consists of 50 countries, around 70% of the market share belong to 5 countries include

France, Britain, Germany, Holland and Russia. Malaysia and Singapore where are categorized

under ASEAN countries (9 countries in south East Asia) considered as two vital markets for Bali

tourism industry (Bali tourism board, 2013).

Inbound tourism market share (author illustration)

Whereas Bali tourism board divide Asian countries into two parts include Asia-Pacific and

ASEAN (The Association of Southeast Asian Nations), for the purpose of this research is more

tangible to consider them as a holistic region due to the geographical advantage of Bali where is

relatively close to these main markets.

The following chart illustrates top seven tourism source countries. This chart also demonstrates

the importance of Asia-Pacific and south Asia regions in Bali tourism industry (Bali tourism

board, 2013).


In terms of top tourism market in the research area, Australian market with more than 30% of

occupancy rate occupied the first place followed by Chinese market as the second biggest

inbound tourism market (F.Loison, personal communication, April 29, 2014; D.Tandi Bua,

personal communication May 1, 2014).

Top 7 inbound tourism market (author illustration)

The following chart in the next page illustrates the growth of arrival number from 2010 to 2013

as well as the fluctuation of three main markets. The number of foreign arrivals increased

from2.493.058 in 2010 to 2.979.517 in 2013 excluding December of 2013. In other words, the

number of foreign arrivals reached its pick in 2013.Australia is still the leading market with

826.388.000 tourists visiting Bali in 2013.However, this market is experiencing a stagnation

stage with only 0.31% growth. China market is the second biggest market for Bali tourism

industry with 12.13% market share. This market increased sharply from 196,863.000 visitors in

2010 to 387,533.000 visitors in 2013. This market also experienced the highest percentage of

growth (24.65%) between 2012 and 2013.According to F.Loison, the general manager of

Pullman hotel, (2014), China market is projected to be the first and most important market for

Kuta tourism industry in 2017-2018. Although Japan as the third biggest market declined

significantly (from 246,465.000 in 2010 to 183,284.000 in 2011), this market renewed itself and

increased to 208,116.000 in 2013(Bali tourism board, 2013. Bali hotel market overview, 2012).

Australia China Japan Malaysia SouthKorea

France Singapore

25.31

12.136.46 5.79 4.06 3.94 3.88

TOP 7 MARKETSTop 7 markets


Despite the fact that the number of arrivals from some Asian countries such as Malaysia,

Singapore and South Korea are increasing sharply, Australia and Japan are still among dominant

markets in Kuta area.

An overview of Inbound Market trend (author illustration)

6. The challenges and Issues of stakeholders (MLO’s group A)

In order to provide stakeholders useful recommendations and advice to increase their market

position, it is necessary to identify their main challenges. The main challenges directly affect

group A stakeholders (4 and 5 stars hotels and resorts) in Raya Pantai Kuta area.

According to findings in the assigned area, the unplanned and unsustainable growth of hotels and

bedrooms in Bali directly result in decreasing in occupancy rate. In other words, the high

competition among this large number of hotels is considered as a threat for the occupancy rate of

these MLO’s and has a potential to adversely affect their market position. At this present time,

0

500000

1000000

1500000

2000000

2500000

3000000

3500000

2010 2011 2012 2013

Market Trend

The number of foreign direct arrival Australia market China market Japan market


3193 hotels supply their products (rooms) in online booking systems which reflects the high

competition in Bali tourism market (J-M.Kling, personal communication, April 18, 2014).

According to the latest statistics, the occupancy rate of star hotels declined 5% from 63% in

December 2013 to 58% in January 2014(Bali Post, 2014).Although, some hotels and resorts

follow a conservative strategy in order to keep 60-70 % occupancy rate at this overwhelming

market (K.Abramowicz, personal communication April 16, 2014), hoteliers in Bali requests the

government to limit supply additional rooms since they are concerned about the negative impact

of over-supply that already showed itself in the occupancy rate of budget hotels(Bali Hotel and

Branded Residential Market Update, 2013).

While the visitor arrival number experienced 6% growth, the number of bedrooms in hotels

throughout Bali increased 22% (W.Sudantia, Personal communication, April 21, 2014). Hence,

the position of stakeholders (hotels and resorts) in the market highly depends upon strategic

decisions that they make regarding their products and market. Due to the diversity of Group A

MLO’s operating in Bali, it is also important to divide competition into three main categories.

The identification of competitions facilitates giving the assigned area stakeholders advice to

improve their market position. The diagram of this categorization is shown below:

The classification of competition for Group A MLO’s (author illustration)


Firstly, it is noticeable that Raya Pantai Kuta Group A MLO’s compete within this area as well

as outside this Kuta beach area. However, the external competition with hotels and resorts in

Legian and Seminyak is more feasible because the nature of service and products offered by the

Luxury Kuta hotels are different. What group A stakeholders offer in the research area are luxury

and modern service and products to attract young couples and families mostly from domestic

market and two biggest inbound market including Australia and China. On the other hand, some

luxury resorts in two other competitor areas emphasize on the Balinese culture and promote

themselves as more relaxing destination in the hope of attracting more family Australian market.

In terms of location, the stakeholders take an advantage of located besides Kuta beach and

accessibility to nightlife area of Kuta. On the other hand, because of a weakness in marketing

and creating specific destination image, a large number of tourists consider Raya Pantai Kuta as

part of the busy and crowded Kuta-Legian district. This misunderstanding leaves room for the

stakeholders in Seminyak to attract the potential couple and family markets specifically from

China and Malaysia.

The last type of competition discussed in this report is Price competition. It is not exaggeration to

say that price competition is the most overwhelming challenge not only for MLO’s group A in

the assigned area but also for the rest 4 and 5 stars resorts and hotels in different areas. Due to

the sharp increase in the number of rooms supplied by budget hotels and the distribution of these

rooms in online booking systems, the stakeholders are highly concerned regarding their position

in the market (W.Sumawidana, personal communication, April 24, 2014 ; T.Wijaya, personal

communication, April 15, 2014).It has to be mentioned that, price competition is an external

competition spread throughout Legian,Seminyak and central Kuta. The following map shows the

competition between these three areas.


The map of competitive areas in Bali -highlighted circles with blue- (author illustration)

7. Conclusions and Advice to stakeholders in Raya Pantai Kuta area This final chapter suggests some strategic decisions that elaborate the position of the assigned

area stakeholders in the competitive tourism market of Bali. Based on the logical order of

collecting data followed by analyzing information which already explained in chapter 2 and then

analyzed and described in the rest chapters, the most effective advice (strategic decision)

proposed.

This report gives advice on how creating a destination image enable the stakeholders to increase

their market position. In the competitive market of Bali the perceived images of a destination

(different areas-neighborhoods) play a key role in making a destination unique and distinct in the

mind of tourists. Therefore, destination branding is an influential tool in the success of tourism

destination marketing (Leisen 2001, Park and Petrick 2006) which can be defined as “a way to

communicate a destination’s unique identity by differentiating a destination from its

competitors” (Qu et al.2011:466). As a result, destination images influence tourists’ travel

decision-making and behavior towards a destination as well as satisfaction levels and

recollection of the experience which directly result in return visits. Thus, perceived images are

the basis for the evaluation or selection of a destination. Moreover, Studies show that destination

image is multidimensional construct comprising of cognitive and affective dimensions.

According to Qu et al (2011) the cognitive component of a destination image consists of beliefs


and knowledge about the physical attribute and the affective component entails feelings toward

the surrounding environment. Moreover, the reputation of a hotel group and brand is not

sufficient to assure the high market position. Finally after the consideration of current and future

markets and their characteristics the following model is suggested as a framework that guides

stakeholders to create a comprehensive and attractive destination image/Brand.

The guideline/framework for a cooperation strategy to form a destination image/brand (author illustration)


In order to increase the market position, a cooperation strategy among all Group A stakeholders

is suggested which result in the creation of a united destination image. This model is designed

based on the characteristic of dominant markets including domestic market and two inbound

markets, the importance of these markets mentioned in the previous chapter. In cognitive

component, the preference of each market is identified and subsequently a network of physical

attributes of the assigned area is created to connect different markets to environmental features.

On the other hand, the advantages of affective component in Kuta beach area is identified to

attract defined market. The composition of this model not only help in creating a holistic

destination image for the assigned area but also lead to increasing in the number of repeat visit

among dominant markets as well as attracting other important markets such as Japan, Malaysia,

Singapore and Taiwan.

It is also vital to mention that the cooperation between group A stakeholders and group B

stakeholders has a significant potential in creating this destination image. The following model

examines the positive impact of a current cooperation.

Author illustration


With 70 million dollar investment in a cooperation between Sheraton Bali Kuta and Harris

Resort Kuta Beach, BeachWalk entertainment center was built around two years ago. At the

present time, BeachWalk mall with the combination of two hotels is an advantages of Kuta area

where all other resorts also benefit from this neighbor shopping mall and entertainment center.

MLO’s (hotels and resorts) have an opportunity to conduct a campaign and promote Raya Panta

Kuta area based on this iconic center. In addition, other hotels and resorts are also able to follow

this pattern (multiple cooperation) which lead to creating a new destination image for Kuta and

increasing their market position. The strategic location of hotels and resorts where are positioned

besides the Kuta beach and are relatively close to bars and clubs (nightlife) still attract well-

established Australian market. The characteristic of this market is slightly different from Asian

markets that appeal to the shopping department of Beachwalk center.

On the other hand, local tour operators and surfing schools ( Group B MSE’s) benefit from the

flow of Australian tourists looking for exploring different parts of Bali with buying cheap day

trip tours or taking part in sport activities in Kuta beach. Hence, the characteristic of these

stakeholders (MSE’s) who are consider about their business and usually have short-term

strategies is not different from MSE’s in other areas.


All in all, the influential role of group A stakeholders (hotels and resorts) can be strengthened in

the cooperation with group B stakeholders (franchises and international chain restaurants). This

cooperation facilitate the process of creating a united destination image for the assigned area

with the consideration of introduced framework model. In other words, the market position of all

stakeholders from the leading MLO’s to following MSE’s would be increased with forming a

destination image.

The impact of creating a destination image (author illustration)


References:

Bailey, C. A. (2007). A guide to qualitative field research. Pine Forge Press

Bali facts and travel information guide. (n.d). Retrieved April 16, 2014, from

www.mybaliguide.com/docs/BALI%20TRAVEL%20GUIDE.pd

Bali Hotel & Branded Residences Update. (2013). Retrieved May 2, 2014 from

http://www.c9hotelworks.com/downloads/bali-hotel-branded-residences-2013-11.pdf

Bali post. (2014) : Three potential tourism markets of Bali down. Retrieved May 4, 2014 from

http://issuu.com/epaper-kmb/docs/bpi_11032014

Bali hotel market overview. (2012). Retrieved April 22, 2014 from

http://www.resources.knightfrank.com

Bali tourism board.(2013). Retrieved April 27, 2014 from

http://www.balitourismboard.org/stat_arrival.html

Bali tourism up 9 percent in 2013. (2013). Retrieved April 19,2014 from

http://www.eturbonews.com/print/36592

Bali travel and tourism statistics for 2012 & trend for 2013. (2013). Retrieved April 20, 2014

from http://blog.villa-bali.com/2013/02/close-bali-travel-tourism-statistics-2012

Bali upgrading its infrastructure for tourism. (2013). Retrieved April 20, 2014 from

http://blog.villa-bali.com/2013/10/bali-upgrading-infrastructure-tourism

Belle tourism international consulting. (2010): Formulation of a tourism marketing strategy for

Indonesia. Retrieved April 18, 2014 from

http://www.belletourism.com/upload_files/1.10_EN_Indonesia_UNWTO_Marketing_Strategy.pdf

Cole, S. (2012). A political ecology of water equity and tourism: A case study from Bali. Annals

of Tourism Research, 39(2), 1221-1241.


Ghani, J., Mawardi, I., Rashdi, A., Van Garderen, G., Weisenberger, T.(2013).Bali taste

paradise- An analysis of Bali tourism cluster. Retrieved April 21, 2014, from

http://www.isc.hbs.edu/pdf/Student_Projects/2013%20Papers/Indonesia_Tourism_2013.pdf

Hitchcock, M., & Darma Putra, I. N. (2005). The Bali bombings: Tourism crisis management

and conflict avoidance. Current Issues in Tourism, 8(1), 62-76.

Leisen, B. (2001) Image Segmentation: The Case of a Tourism Destination. The Journal of

Services Marketing 15:49–66.

Park, S.Y., and Petrick, F.J. (2006). Destinations’ Perspectives of Branding. Annals of Tourism Research 33 (1): 262–265, 2006

Qu, H., Hyunjung Kim, L., Hyunjung Im, H., (2011). A model of destination branding:

Integrating the concepts of the branding and destination image. Tourism Management 32: 465-

476

The Bali Times. (2014): Foreign Tourists Visit to Bali Increase by 16.90 Percent . Retrieved

May 2, 2014 from http://www.thebalitimes.com/2014/04/14/foreign-tourists-visit-to-bali-

increase-by-16-90-percent/

Vickers, A. (2012). Bali, A Paradise Created. New York, N.Y.: Tuttle

Vickers, A. (1998). Reopening Old Wounds: Bali and the Indonesian Killings—A Review

Article. The Journal of Asian Studies, 57(03), 774-785.

Appendix 1: Observation

This observation is overt, semi structured and non- participant.

Guideline (topics)

1. general/space

Accessibility/infrastructure of the neighborhood?


It takes 5 minutes walking from Legian intersection (Grandma’s hotel) to the corner of

Jalan Melasti. It is a one way street. So, everyone who wants to use vehicles has to go

through a different way. From Pantai Kuta in the corner of Hard rock hotel. Due to the

high traffic jam, it takes even more than 15 minutes to drive there by a car.

Structure

Streets? A whole block, etc.?

It is a one way long street. On the one side the famous Kuta beach is located and

on the other side, buildings and businesses are located.

General appearance (old houses, modern, over-exploited) ?

This area is a renewed neighborhood which is surrounded by big and luxury

hotels and resorts.

2. facilities/objects

Accommodations

4 and 5 stars hotels and resorts

leisure/culture facilities

3 Surfing schools have office besides some resorts and offer their services (Surf training)

on the beach side.

Restaurants and Cafes

Hotel’s restaurants are accessible for pedestrians. As an example, Stone entertainment

centre is a combination of two restaurants and one Bar. Several Café’s franchises besides

resorts and also in BeachWalk shopping centre. Nearly all of them, have western

attributes from starbucks coffee company to Pizza Hot.

Hospitality services


BeachWalk mall with all famous brands and franchises stores.

Retails

A few local entertainment tour operators.

3. actors

People in the area/type of visitors? (Locals? Tourists?)

Resorts: each resort and hotel has a different characteristic and target market. As an

example, Pullman and stone hotels appeal to young couple Australian tourists while

Sheraton and Hard rock appeal to Asian tourists and Indonesians.

Generally, the area is full of Asian and Australian tourists.

Age of visitors

Mostly young couples- family friendly area

Gender

Mixed

Origin

Indonesian, Japanese and Australians

Behavior

Day: Surfing besides the beach, relaxing in the resorts. Night: have meal in a bunch of

restaurants or spend time in luxury western coffees.

General notes :

1.BeachWalk shopping centre capture Asian/Indonesian tourists while Australians are not

as interested as Asian tourists in shopping.

2.Taxi and mini-bus drivers who usually get to gather on the beach side, aggressively try

to sell their products(service).


3.There is a good balance between buildings and open space in this area.

4.It is still developing. Two hotels are under construction.

5. It is totally westernized and commercialized neighboorhood where benefit from

tropical weather and Kuta beach.

Appendix 2: interviews

Arianto(The E-commerce manger of Hard rock hotel), April 28,2014

D.Tandi Bua(E-commerce manager of Alam Kul Kul), May 1, 2014

D.Maulan(The assistant of sales manager-Harris resort), May 5, 2014

F.Loison (The general manager of Pullman Bali hotel) ,April 29, 2014

N.Wiriadijaya (Multimedia manager of Hard rock hotel), April 28, 2014

W.Sumawidana (Director of human resources of Hard rock hotel), April 24, 2014


Appendix 3: Interview structure/Framework

tourism field research: bali

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