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Table of Contents

CHAPTER 1 ................................................................................................................................. 1
A. BACKGROUND ...................................................................................................................... 1
B. PROBLEM STATEMENT ....................................................................................................... 2
C. OBJECTIVES .......................................................................................................................... 2
D. MACRO ANALYSIS ............................................................................................................... 3
E. MICRO ANALYSIS AND COMPETITOR MAPPING........................................................... 4
F. MARKET TRENDS .............................................................................................................. 11
G. FUTURE PROSPECT .......................................................................................................... 13

CHAPTER 2 .............................................................................................................................. 14
A. PRODUCT DEVELOPMENT POTENTIALITIES .............................................................. 14
CORE STRATEGIES ................................................................................................................... 15
1. MARKETING STRATEGY ..............................................................................................................15
2. SERVICES STRATEGY ....................................................................................................................16
3. PRODUCT INNOVATION STRATEGY ................................................................................................17
B. FINANCIAL MODELLING ................................................................................................. 19

CHAPTER 3 .............................................................................................................................. 20
CONCLUSION .............................................................................................................................. 20

ATTACHMENT ....................................................................................................................... 21

BILIOGRAPHY ....................................................................................................................... 22

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 Chapter 1

A. Background
Indonesian tourism is one of the largest economics income that contributes
4% of the Gross Domestic Product (GDP). In 2020, Indonesia’s goals are to
achieve 8% of the GDP in the tourism sector which means the minister of tourism
has an extra responsibility to increase the number of tourist in Indonesia. Through
the new Bali and new metropolitan cities program, the Indonesian government is
trying to boost up numbers of tourism, it includes Bandung, the capital city of
West Java. (Anonymous, 2016)
In 2017, Bandung reached the highest tourist index in Indonesia at 95.30
(jabarprov.go.id, 2018). Also, bandung was voted as one of the special economics
region in 2019. As a capital city of West Java and the nearest metropolitan city
from Jakarta, Bandung has been known for its beauty, great hospitality, great
world heritage of buildings, and arts. Bandung has a lot of tourist attractions start
from, The Ranch Lembang, Gedung Sate, Bosscha, Braga Street, Trans Studio
Amusement Park, and many more. From there, we can conclude that bandung has
left a good memories for their people and the visitor and it has a lot of potentials
to captivate the heart of the tourist.
Aside from that, the city itself has a good layout that is pedestrian friendly,
artistic architecture and beautiful sights, one of the famous productive street in
Bandung is Gatot Subroto street where Trans Studio Bandung is located. Trans
Studio Bandung is the second largest amusement park that is owned by CT Corp.
Trans Studio Bandung is an amusement park with an indoor concept with 42000
square meters and 20 Rides. Trans Studio Bandung has a lot of potential to gain
its popularity and becoming Indonesia’s number one amusement park that can
also compete internationally. (Nurbowo Dwinalto Arindra, 2011)
However, Trans Studio Bandung is currently facing vistors decline. Due to
the park is getting older, no new rides were added, expensive tickets and lack of
existence.

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 So, Trans Studio Bandung has to tackle some of those issues through its
services and marketing strategy.
Developing services and marketing strategy, Trans Studio Bandung has to
gain attention and great impressions from its society and market. That society
refers to millenials. Millenials are the main society and gameplayer when it goes
to market trends (Zoeller, 2019). And also, knowing and competing with its
competitor especially, Dunia Fantasi Jakarta (Dufan) would be a very trumendous
challenge for Trans Studio Bandung to gain attention from its market. So a
strategy would be very necessary for Trans Studio Bandung to create market
trends and strongly competing with its competitor.
Aside from its challenges and problems, Trans Studio Bandung has a lot of
advantages to be proud of such as, located in a very strategic locations in Bandung
City with a very large number of domestic and international tourist every year,
easy access from the central city and the exit toll gate, and its convinience indoor
concept. These advantages gives Trans Studio Bandung with potentials to become
the national and global best indoor amusement park. To achieve this, Trans Studio
Bandung has to tackle their issues and developing a remarkable strategy to
compete its competitor.

B. Problem Statement
1. How does convinience services gave impact on customer loyalty and
satisfaction
2. How does a good Marketing strategy affect the sales and increase in
visitors

C. Objectives
Business and Operational Objectives
1. Company gets a striving and sustain numbers of visitors each year
2. Ensure every rides safety and its functions
3. Provide visitors with a helpful and convinience services
4. Improve visitors satisfaction and loyalty
5. Buliding positive image in the market society

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 6. Keeping on and survive with the ongoing market trends
7. Producing benefits impact to its shareholders
8. Maintain its strong existential in the theme park industries

D. Macro Analysis
1. Political Factors
• Government policy on tourism sector may impact Trans Studio Bandung
on increasing corporate’s value.
• Stable political condition as an opportunity to boost performance
2. Economic Factors
• The rise of MICE industry in Indonesia brings potential for Trans Studio
Bandung. Moreover, Trans Studio Bandung Theme Park is well-known for
its location in integrated complex of Trans Studio Bandung.
• Trans Studio Bandung would give impact to SMEs by bringing them as its
merchant. Besides, various options provided would be appreciated by
visitors.
3. Social Factors
• Trans Studio Bandung is a popular choice for students outing program.
• Bandung tourism index is the highest amongst others in Indonesia.
Number of visitors increasing every period gives opportunity for Trans
Studio Bandung as one of tourist destination.
4. Technology Factors
With its 19 entertaining rides, some need more proper maintenance in order
to assure customer’s experience afterwards. Under-maintenance rides could
let down customer’s satisfaction of visiting Trans Studio Bandung.
5. Legal Factors
Standards and regulation for amusement rides should be applied and
followed to protect both customers and employee. Theme park is susceptive
of condition caused by human errors.
6. Environment Factors
Sustainable and renewable energy may be challenge for Trans Studio
Bandung knowing this theme park use huge number of energy.

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E. Micro Analysis and Competitor Mapping

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 1. Micro Analysis Trans Studio Bandung

Strenghness Weakness
1. Located in Bandung, the capital city of 1. Less digitalize information
West Java. access.
2. One of indoor biggest amustment park 2. Has a reputation of poor
in Indonesia. maintenance ride.
3. The ticket available in 3 website 3. No direct public transportation
exclude on the spot. access especially from train
4. Accomodated by Trans Luxury, Ibis station and airport.
and Trans Studio Mall. 4. There are no ticket
5. There’s a a variety show with change classifications based on ages.
theme regulary. 5. Parking access only in Trans
6. Cleanliness are maintained very well. Studio Mall.
7. Not affected by rain or the sun heat 6. Closed earlier than any other
due to indoor places. theme park.
8. Located in a special Trans Corp
District.
9. Owned by one of the Indonesia’s
Biggest holdings.

Opportunities Threats
1. Consumptive Indoesians are hungry 1. Bandung has been city of traffic
for entertainment. jam.
2. Bandung has the highest tourist index. 2. The strong competitior such as
3. There are on going high speed railway Dufan, has much more visitor
transportation project. each year.
4. Bandung is has been nominated as a 3. Lack of public transportation in
the special economic region (KEK) Bandung.
(Husaini, 2019).

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 2. Competitor Analysis Dufan

Strengthness Weakness
1. Located in Jakarta, the capital city 1. Has a reputation of disfuncion
and most populated city in rides.
Indonesia. 2. Cleanliness due of outdoor park
2. Has a large space 9,5 hectare and 32 are not maximal.
rides. 3. Cleanliness are due to of weather.
3. Has a various option of the ticket 4. There is no program eco-friendly
price in available in 5 website yet.
exclude on the spot.
4. Funded by DKI Jakarta Government.
5. A well-known by young tourist.
6. Child by 100 cm tall must buy ticket.
7. Opening hours a few longer from
10.00 till 20.00 in weekend.
8. Accessible by public transportation
such as KRL and Busway.
9. Well-trained stuff.
10. Theres a lot of variation food in any
merchants.
11. Has a variation of accesoris in
souvenir shop.
12. Easily of information access.

Opportunities Threats
1. Consumptive Indoesians are hungry 1. Competitor in indoor park.
for entertainment. 2. There’s a plan the capital city
2. Jakarta public transportation are has been move to Kalimantan.
integrated.

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 3. Competitor Analysis Saloka Park

Strenghness Weakness
1. The biggest theme park in Central 1. The lack of existence.
Java. 2. No direct public transportation
2. Has a large space about 11,2 ha access especially from train station
with 25 rides. and airport.
3. There is an entertainment laser 3. The less variation of ticket.
show entertainment which is the 4. Too expensive for untasty food.
first and only one in Indonesia. 5. Far from parking acsess.
4. Located in a mountainous area, so it 6. The price of ticket wasn’t worth for
provides a beautiful view. adults.
5. Safety rides with international 7. Many rides only suitable for kids
licenses. not adults.
6. Only available in 3 website exclude 8. Bad of management of handle the
on the spot. ticket.
7. Opening hours a few longer from 9. Lack of rest area.
10.00 till 20.00 in weekend.
8. Available a big space for parking
facilities.
9. Carrying local wisdom.
10. Has a various of merchandise
available in official website.
11. Avalialble 7 different concept of
café who are interested to try by
tourist.
12. The stuff are quite polite and
friendly.

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Opportunities Threats
1. Claimed one of first and biggest park 1. The main of competitor who
in Central Java. already existed are Dufan, Jatim
2. Acsess toll road directly of Solo- Park and Jungle Land.
Semarang. 2. New competitior especially from
3. In propensity to spend with family in Central Java area will trying to
holiday have become tradional of copy.
Javanese. 3. Limited types of accommodations
4. Consumptive Indonesians are hungry might reduce customers to visit.
for entartainment.

4. Competitor Analysis Universal Studio Singapore

Strengthness Weakness
1. All-well known, a main destination 1. Sustaining the image with theme
tourist. parks are all about innovation and
2. Has a large space 20 hectare and 28 creating new experiences every
rides. time.
3. Over 30 restaurants and food carts, 2. The price is pretty much high for
and 20 retail stores and carts located the ticket.
around the park. 3. The estimated waiting time is also
4. The park has been marketed wrong.
by Universal Parks & Resorts as a 4. The rides encountered technical
"one-of-its-kind theme park in Asia" glitch, lack of maintenance .
5. Theme park experience is all about 5. Queue line-ups even for express
and ensures that each of their lane.
attractions has something different to 6. Bad of manage the queue.
offer. 7. Most rides were not open and not
6. A component within newly-developed so strict when it comes to hand-
Integrated Resort. carry items
7. One key parameter for rating a theme 8. Obligated to leave our stuff in
park is the level of safety it offers to lockers and these lockers were for

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 customers. free only for 30-40minutes
8. One of the biggest brands in the 9. Unfriendly staff.
entertainment business Universal
Studios has always been a pioneer of
technology applications in the domain.
9. Easily accessible via MRT rail
system, taxis and cars.
10. One can also take a leisurely stroll
from VivoCity shopping mall to the
resort.
11. The ticket are available in more than
9 website exclude on the spot.
12. The official website such a
informative, there are all explained
what we asked.

Opportunities
Threats
1. The propensity to spend since most
1. The main competitors of
families have become dual income is
Universal Studio Theme Parks
growing.
are Disney land.
2. It has a very strong appeal to vistors
2. New players and neighboring
and tourist.
countries will trying to copy the
3. Singapore has strong economic
success of the Integrate Resort
growth in ASEAN.
Concept.
4. The Singapore Tourism Board has set
high target for tourism visitorship.

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 5. Competitor Analysis Legoland Malaysia

Strengthness Weakness
1. The availability of annual tickets and 1. Sustaining the image with theme
“value passes” for customers who are parks are all about innovation and
likely to makemultiple visits ensure creating new experiences every
competitive pricing. time.
2. One of biggest theme park in 2. The price of ticket wasn’t worth
Malaysia. for adults.
3. Heaven for lego lovers. 3. Old rides and poor maintained.
4. Near of Mendini Mall. 4. Suitable only for kids not adults.
5. Has a various option of the ticket 5. Overpriced food and souvenir.
combo in available in 5 website 6. Staff are unenthusiastic and place
exclude on the spot. seems quite dead.
6. Good marketing and advertisement 7. Ridiculous rules inside limiting
7. The centrepiece is Miniland, where kids with both height and age
Asian landmarks have been recreated while nothing mentioned when
using more than 30 million Lego you purchase the tickets, most of
bricks. the activities are not available to
8. Had more 70 hands-on rides, slides, kids less than 110cm or 6years
shows and attractions for families and old.
children of all ages. 8. Far from the capital city, Kuala
9. Had direct bus services and a lot Lumpur.
option public transport from
Singapore and Kuala Lumpur.
10. The official website such a
informative, there are all explained .
11. Information update in many kind of
social media.

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 Threats
Opportunities
1. Legoland in Malaysia, California
1. The Lego brand is associated with
or Floridia also Universal Studio
quality and reliability by positive brand
Singapore and Disney Land can
image which can be used by the parks
become competitors and rivals
to attract visitors.
amongthem in pricing, facilities
2. As the brand Lego is fast penetrating in
and other aspects.
markets outside Europe, USA and
2. Limited types of accommodations
Malaysia, is a platform to attract more
might reduce customers visit to
international visitors.
Legoland Malaysia.
3. Tapping into emerging economies with
more advertising and marketing will
enable more customers to visit
Legoland.

F. Market Trends
The Global Indsutry Analyst.inc and Grand View Research. Inc forecast
on amusement park trends will reach 44.3 Billion US$ in 2020 and 70 Billion
US$ in 2025. It is all driven by the increase in leisure and vacation spending,
Growth of middle class income in developing countries and the rise of
international tourism. (strategyr.com/MarketResearch)
The theme park and amusement park has a steady growth each year. The
consumer lifestyle, Household spending on outdoor activities, Hi-tech sensations
on rides, Development on animatronics,and hydraulics penetrations give a great
impact on theme park and amusement park growth. Studies reveal new concept
for theme park, Virtual Reality, has added new dimension to theme park industry.
These experiences can be updated quickly. More technology will come up, and
every industry should react faster than others.
The current research shows that the United States is the most leading when
it comes to the amusement park industries. Meanwhile, China represents the Asia-

11
Pasific Region which emerge as the fastest as the growing market with CAGR
12.2%. And by 2020, UAE would be emerge as the major amusement park
destination. The current key player on amusement park industries, according to
Themed Entertainment Associations (TEA) is Disneyland California with 18.3
million visitors and Tokyo Disneyland with 16.8 million visitors.
As reported by Forbes, worldwide spending on theme parks surged by 5%
to a record US$44.8 billion last year driven by the increasing importance to
consumers of posting photos on social media from fairy tale locations.
Known as the experience economy, this trend is particularly popular with
millennial. Their magic touch on the theme park industry is revealed in the 2018
Global Theme and Amusement Park Outlook report from the International
Association of Amusement Parks and Attractions (IAAPA).(Sylt, 2018)
An emerging trend is the growing preference among consumers to spend
on experiences rather than products. This is evident in the cinema and live music
markets, where people are willing to spend more for out-of-home experiences.
This same trend is believed to also be contributing to on-going growth for theme
parks, which market their unique experiences.
From the point of view of promotions and service, visitors tend to
purchase tickets via smartphone applications through online travel agencies.
Google Indonesia has watched latest trend on the rise of apps usage for online
travel agencies. The number of growth increased 138 percent over the same
period, from October to June, Additionally, people are keen to know available
promotions given by OTA through apps. Promotions obviously align with sales
growth.
Following the growth search, Indonesian travellers concern more on which
theme park is far closer to their places. Google Trends disclose 47 percent
increase in number of searches about tourist destinations and activities. This
number and trends indicates that local tourism industry gain prospective
opportunity (Wira, 2019).

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G. Future Prospect
Analysing the prediction of theme park prospective, theme park industry
could earn more few years ahead. Moreover, theme parks are more appealing to
customer as this industry offers many options for visitors to get entertained;
various rides for all ages, entertainment show, and family-friendly attractions.
Theme park industry has generated wide social circle, economic, and political
influence.
For instance, according to IAAPA, in the U.S., children below the age of
18 are not allowed on rides that include loops and inversions. Owing to this,
various parks have introduced adventurous and thrilling rides for adults. This has
resulted in popularity of amusement parks not only among kids but also among
adults. This change in the age-based demographic aspect was undertaken by the
industry to attract youngsters and their parents. In addition, Indonesia theme park
keeps competing among foreign theme park industry. New technology and
innovative project will be the key to perform stronger. (grandviewresearch.com)

By leading the theme park industry for indoor concept, Trans Studio
Bandung will meet its market as it expands the strategy. Location-wise, Trans
Studio Bandung is reachable to every visitor’s place. Economic forces, fast
moving lifestyle, and industry revolution are factors on why this industry keeps
bringing potential.

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 Chapter 2

A. Product Development Potentialities

Strength Weakness
 Promotions are given to • Start operate a shuttle from
customers purchasing Bandung Station and Husein
ticket via online travel Sastranegara Airport
agent • Classify the ticket. To
 Live entertainment show separate the child ticket and
could raise the power of adults ticket.
local culture, seasonal • Develop the VIP Pass
theme-based show facility. Such as the lounge
 Bringing SMEs or local and express line
merchant to uplift city • Create new mascot as an icon
Opportunity
culture • Create selfie spot installation

 Hiring finalist of pageant or a photo booth installation

or representative of youth • Create new events by

in Bandung as collaborating with other

promotional tool external

 Indonesian traveller or
travel enthusiast are
powerful to use for
promoting via social
media
 Provide Transportation  Trans Studio Bandung
Services for the visitors. should support with shuttle
Such as, Airport, and bus for avoiding the traffic
Train Station Shuttle jams in Bandung.
Threat  Trans Studio Bandung  Trans Studio Bandung
should start an eco- should make a new
friendly and sustainable regulation of close hours
concept in order to especially on weekend.
manage gas emission

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 Opportunities

 Start operate a shuttle from Bandung

Station and Husein Sastranegara Airport

Weakness  Classificate the ticket. To separate the

child ticket and adults ticket.
 Develop the VIP Pass facility. Such as the
lounge and express line
 Create new mascot as an icon
 Create selfie spot installation or a
photobooth instalation
 Create new events by collaborate with
other external companies

Core Strategies

1. Marketing Strategy
Focusing on digital marketing, especially content marketing and social
media marketing. Usage of social media brings exposure better than physical
ones. Social media will help company tackle up its purpose. Rather than taking a
look at banner or flyer information, people nowadays tend to use social media as
source of information. Here are some tools to uplift brand exposure via social
media:
 Content Marketing
Social Media Marketing
Instagram has been huge community and unlimited marketing potential.
According to Forrester, Instagram is the king of social media with a 4.21%
engagement rate. Instagram gives option for advertisement:
1) Cost-per-impression (CPM)
2) Cost-per-click (CPC)
The average cost for a CPM campaign is $6.70 per 1,000 impressions. For
CPC campaigns, the cost falls between $0.20 to $2 per click.

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 Aside from its use as advertisement platform, Instagram now has been full of
people act as “influencer”. They are kind of ambassador of a brand or
company by influencing their followers to buy products or to visit some places.
Their own marketing strategy, known as virtual “word of mouth”, is a good
choice to start promote company’s product on wider platform. Consumers trust
a recommendation from a person more than they believe in advertising from
brands or businesses. How much should company cost for “influencer”
marketing? Depends on how large the influencer’s audience is.

2. Services Strategy
 Shuttle Bus
In late September, ADB published a study which focuses on matters related
to growth in 278 Asian cities. The result may come as a surprise to us in
Indonesia, as Bandung came 14th on the list with a congestion value nearing 1.2,
meaning that its citizens spend close to 20% more time on the road during peak
hours than off-peak hours. Jakarta came 17th in the list, while Surabaya was the
only other Indonesian city at 20th. (ADB, 2019)
There is a lack of acceptable public transportation that could encourage the
public to switch their mode of transportation from solo to shared driving. For
example, most people arrive at Trans Studio Bandung via private cars, this creates
traffic congestion and parking overloading in Basement Trans Studio Mall. As a
means of overcoming this problem, automated methods for designing circulate,
Shuttle bus were developed.
Although the shuttles were intended for tourists, local residents use the
shuttle bus for all types of trips, including commute trips. This travel behavior
should be encouraged because it helps reach identified goals of transit: it reduces
traffic congestion and its associated safety hazards, frees parking spaces that
would otherwise remain full all day, and reduces noise pollution and local
emissions that are harmful to air quality. The transit service also produces a
societal benefit: it provides access to jobs for people who do not own or use
private vehicles. (Jerby & Ceder, 2006)

16
Shuttle bus provide visitor from Bandung Stationand several travel pools that
come from Jakarta. The sutlle bus is operated 4 times, according to opening hours
of Trans Studio Bandung. This fasilities is expected to make it easier of visitor to
reach out Tans Studio Bandung and undirectly can reduce congestion in the city.
This shuttle bus only for visitor and it cost free.
 VIP Access
The current benefit from Trans Studio Bandung VIP access are priority
queue line that makes holders cut the waiting time. It is more efficient and
comfotable. But, to enlarge the comfort of VIP access holders, Trans Studio needs
to step up the game and develop some new benefit. With higher amount of money
thay paid for VIP accsess customers must have expect something more than just a
time efficency from priority queue, they deserve a VIP Lounge, a comfortable
space for them to sit and take a rest. VIP Lounge should provide a clean and
comfotable bathroom, welcome drink and snack, a locker where they save their
belongings and a prayer room. These kinds of benefits are needed to ensure that
the customer are pleased by the good services that provided by Trans Studio
Bandung. This will likely gain more VIP access holders and eventually revenue.
 Ticket Classifications
Trans Studio Bandung needs to add more on its ticket differentiation based
on ages. Because not all rides can be enjoy by every ages group. That is why,
Trans Studio Bandung has to differentiate its tickets based on ages. For Example
1. Child (0-6 years old)= Rp 210.000
2. Adults (>7 years old)= Rp 270.000
Through these tickets differentiation, Trans Studio Bandung can improve its
service quality and escalate visitors convinience and satisfaction. Child ages only
can enjoy in certain rides. Meanwhile, the adults can enjoy all rides available.

3. Product Innovation Strategy

 Aesthetic Selfie and Learning Spot
Theme park should gave people an experience of a lifetime. In order to
make it memorable, mostly, visitor of a theme park loves to take a picture. Right
now we have grown in what so called selfie generation. A recent Pew Research

17
Center poll found that 55 percent of adults between the ages of 18 and 33 had
posted a selfie to a social media site. Compare that to Generation X (24 percent)
and Baby Boomers (9 percent). This pretty much guarantees that millennials will
become the most self-documented generation in history(Suess, 2018). Driven by
that fact, Trans Studio Bandung should have more selfie spot or famously known
as instagramable spot to provide a good experience of capturing a moment for the
visitors. This is an opportunity for Trans Studio Bandug to expand its market
through millennials that 85% loves to take a picture. An easthetic spot can
potentially be an option to gain more engagement with visitor.
Trans Studio bandung has already owned and art space called Trans
Science Center. It contains various types of interesting science and art works.
However, it is getting older and needs to be renewed to blend in with the trends.
To make it easy and less expansive for Trans Studo Bandung, collaborating with
art event organizer might be the right option. One of the most popular art events
organizer called SGE LIVE. SGE LIVE is owned by PT Narada Asset
Management, the capital invest company and already held many events in
Indonesia such as TeamLab Future Park Jakarta, BRICKLIVE 2018 Jakarta, and
Mammamia Internastional Tour 2018 Jakarta.
SGE LIVE has succesfully brought TeamLab Future Park to Indonesia. The
teamLab Future Park exhibition allows visitors to explore humans’ relationships
with nature in a different way. Located inside Gandaria City mall in South
Jakarta, it features art installations where people can learn about the environment
in a creative and sophisticated way. Based on that insight, we think it is very
possible that Trans Studio Bandung can collaborate with SGE LIVE to create
TeamLab Future Park to Trans Science Center. Aside from it is a very aesthetic
spot, TeamLab Future park is also educative fro children where they can create
their own art by themselves or even with their parents. That way, Trans Studio
Center also provides a place for family to have a quality time together. These are
the reason why we think the collaboration between Trans Studio Bandung and
SGE LIVE would be a great product development potentialities.
In addition, Trans Studio Bandung should get rejuvenation in order to make
it more ‘instagramable’. For example, the food court can be upgraded with new

18
looks that is more eye catching, the hallway can have some aesthetic spot that
attract people to take a picture in that spot. Right now, youngsters are crazy for
some unique pattern, motivational or relatable quotes, neon light and colorful
thematic vibes. We can combine that to create some good aesthetic spot.

B. Financial Modelling

Average 200,000 visitors

Proposed Product
Number of Sales (Ticket) Category
per Year
Adult Rp270,000,-
25% of average number
Expected Child Rp210,000,-
of sales per year
increase number (25% x 200,000 =
of sales 50,000)
Forecast sales Adult : 75%
percentage per Child : 25%
categories

Sales Growth Forecast

Investment Details
Adult Children Total
Sales 10.125.000.000 2.625.000.000 11.250.000.000
Marketing Expense Purchase of Fixed Asset (Vehicle)
Content Buses (2) 1.300.000.000
204.000.000
Marketing Fuel 180.000.000
Influencer Fee 100.000.000 Driver Wages Expense 42.000.000
Instagram Ads 105.000.000 Maintenance Expense 4.000.000
TOTAL 409.000.000 Total 1.526.000.000

Return on Investment

Sales Growth 11.250.000.000

Investment
Marketing expense 409.000.000
Vehicle (Bus) 1.526.000.000 1.935.000.000
ROI 481%

19
 Chapter 3
Conclusion

Trans Studio Bandung has been facing a downstream of visitors for years.
Among all the complains that we have reviewed from Google review and
Traveloka site, mostly, the main critics are about ticket prices that are too
expensive, dull decorations and lack of services. Besides that, Trans Studio
Bandung has lost its existence as one of the biggest indoor theme park in
Indonesia due to its downstream. To escalate their existance, Trans Studio
Bandung need to conduct some sustainable improvement in services quality and
facility .
We believe through effective marketing strategy and new product
innovations Trans Studio Bandung could attract more visitors and be the number
one theme park in Indonesia. For example by engaging more content marketing
and involving the power of influencer, escalating VIP services, add aesthetic
selfie and learning spot, providing shuttle bus and making ticket classifications.
Based on the research about market trends, possible consumer and target market
of Trans Studio Bandung, we think those strategy are the most sufficent in order
to make a good comeback of Trans Studio Bandung.

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 ATTACHMENT

1. Layout of Trans Studio Shuttle Bus

2. Example of Aesthetic Selfie and Education Spot

3. VIP Lounge

21
 BILIOGRAPHY

ADB. (2019). FOSTERING GROWTH AND INCLUSION IN ASIA’S CITIES.

Outlook Update.
Anonymous. (2016). Industri Pariwisata Indonesia. Indonesia Investment.
Retrieved from https://www.indonesia-
investments.com/id/bisnis/industri-sektor/pariwisata/item6051?
Husaini, A. (2019). Menteri Pariwisata usul pengembangan KEK Bandung.
NEWS DATA FINANCIAL TOOLS. Retrieved from
https://industri.kontan.co.id/news/menteri-pariwisata-usul-
pengembangan-kek-bandung.
Jerby, S., & Ceder, A. (2006). Optimal routing design for shuttle bus service.
Transportation Research Record, 1971(1), 14-22.
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