Potensi Wisata Makan Durian Musuk Boyolali

Studi Kasus Tentang Pengalaman Wisatawan Dan Dampaknya Terhadap Ekonomi Lokal

Authors

  • Emmelia Nadira Satiti Sekolah Tinggi Pariwisata Sahid Surakarta
  • Kris Cahyani Ermawati Sekolah Tinggi Pariwisata Sahid Surakarta

DOI:

https://doi.org/10.59603/masman.v1i4.365

Keywords:

Durian Eating Tourism, Local Economy, Tourist Experience

Abstract

The potential for durian culinary tourism in Kembangsari Village, Musuk District, Boyolali Regency is a major concern in developing local tourism. This study assesses tourist experiences and their impact on the local economy. Through SWOT analysis, the main strengths are found in high quality durian, relatively cheap prices offered, and a beautiful atmosphere, namely the durian garden. However, challenges such as the lack of tourism infrastructure and dependence on the durian season need to be overcome so that this tourism can have a significant impact on improving the economy of the surrounding community. Development opportunities include diversifying tourism experiences and strengthening promotions.

References

Kartika, Titing., Rosman Ruskana., & Mohammad Iqbal Fauzi. (2018). Strategi Pengembangan Daya Tarik Dago Tea House Sebagai Alternatif Wisata Budaya Di Jawa Barat: Tourism and Hospitality Essentials Journal, Vol. 8, No. 2. Rangkuti, Fredy. (2006). Analisis SWOT Teknik Membedah Kasus Bisnis. Cetakan Kedua. Jakarta: Gramedia Pustaka Utama.

Rangkuti, Freddy. (2008). The Power of Brands, Cetakan Ketiga. Jakarta: Gramedia Pustaka Utama.

Sunaryo, B.(2013). Kebijakan Pengembangan Destinasi Pariwisata Konsep dan Aplikasinya di Indonesia: Yogyakarta, Gava Media.

Suwantoro, Gamal.(2004). Dasar-Dasar Pariwisata: Yogyakarta, Andi. Suwartono.(2014).Dasar-dasar Metodologi Penelitian: Yogyakarta, Andi

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Published

2023-11-30

How to Cite

Emmelia Nadira Satiti, & Kris Cahyani Ermawati. (2023). Potensi Wisata Makan Durian Musuk Boyolali: Studi Kasus Tentang Pengalaman Wisatawan Dan Dampaknya Terhadap Ekonomi Lokal. MASMAN : Master Manajemen, 1(4), 211–219. https://doi.org/10.59603/masman.v1i4.365