Development of Traditional Food at Traditional Market as a Culinary Tourism Products (Case Study at Bali Province).

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The 16th FOOD INNOVATION ASIA CONFERENCE 2014

12 -13 June 2014

BITEC Bangna, Bangkok, Thailand

Development of Traditional Food at Traditional Market as a Culinary

Tourism Products (Case Study at Bali Province)

Luh Putu Wrasiati1*, Anak Agung Putu Agung Suryawan Wiranata1, I Made Anom

Sutrisna Wijaya2

1_{Department of Agro-industrial Technology, Faculty of Agricultural Technology, Udayana University}

2_{Department of Agricultural Engineering, Faculty of Agricultural Technology, Udayana University.}

*_{Corresponding author: wrasiati@gmail.com}

Abstract

Traditional food is served in the traditional market and a product of culinary tourism in Bali has not been well managed and developed. Types of food or beverages, the appearance of product information, display, presentation, packaging, taste, price,

cleanliness, use of dyes and preservatives need special attention. Therefore, it’s

necessary to build a strategy to develop traditional food into unique culinary tourism product, tasty, healthy, and safe to eat. The method used in this study is a Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis. Related data on Internal Factor Evaluation (IFE) matrix, External Factor Evaluation (EFE) matrix, and the Internal External (IE) matrix was obtained by in-depth interviews with traders, consumers, market managers. Phase of weighting, rating, and matching, were done by experts in the field of traditional food, tourism experts and relevant agencies in the province of Bali. The result

showed that the IFE value is 2.97. The IFE value was plotted on x–axis of Internal

External matrix. The EFE value is 2.73, and plotted on y-axis of Internal-External matrix. This suggested that the development of traditional food in traditional markets was based on IE matrix located on the cell five (V). Division in cell V can be managed

with a strategy Hold and Maintain. Market expansion and product development strategies

are the two most carried to the types of this division. Market expansion strategies for traditional food can be carried out by providing an opportunity for food entrepreneurs to develop their business in traditional markets that located close to tourist destinations such

as Tanah Lot, Tampak Siring, Uluwatu, Tanjung Benua, Lovina, Ubud, Kintamani, and

other areas. Product development strategy can be performed by applying the appropriate technology, preservation technology, improving the attractiveness and hygienic of the food product, providing product menus with a clear picture and price, and the cleanliness and attractiveness of the seller.

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Introduction

Traditional foods have played a major role in traditions of different cultures and

regions for thousands of years. They include foods that have been consumed locally and

regionally for an extended time period. Preparation methods of traditional foods are part

of the folklore of a country or a region. Most people can probably name at least one

traditional food of the region where they come from. There are very few definitions

available, and most of them have been developed relatively recently (Weichselbaum et

al., 2009). Traditional food is part of physiological characteristics (hygienic and

nutritional values), psycho-sensorial, social, and symbolic environment (Bessiere, 1998).

Fischler (1993) in Bessiere (1998) showed that eating the traditional food has a double meaning, ―the eater becomes what the consumers‖ and ―the eater becomes part of the

culture‖.

In Bali province, traditional food is closely associated with the Hindu culture, and

is still used widely by the people and is known as the culinary culture of Bali. Culinary

culture is an integral starting from the raw materials, processing, packaging and manner

of presentation of the food. Traditional food products and consumption procedures were

developed to be an alternative travel culinary tour of Bali, namely Bali culinary tourism.

Culinary products not only display the "typical food" but can develop into a media

interpretation broaden travelers (Virna, 2007).

The government of Bali Province provides special places for culinary tourism

destination. Gianyar regency began managing its traditional markets in such a way that it

becomes a culinary tourism destination for domestic and foreign tourists, Badung regency

manage their coastal areas (Jimbaran) into a culinary seafood, and Denpasar Government

has begun to resemble a traditional Balinese cuisine through food heritage festival held

every end of the year in the city center. Meanwhile, some traditional markets in other

districts such as Tabanan, Bangli and Klungkung has not been managed well as a culinary

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Traditional food was served as a culinary tourism product in Bali has not been

maintained and developed. Types of food or beverages were sold, and the appearance of

product information, display, presentation, packaging, taste, price, cleanliness, use of

dyes and preservatives needs special attention. Therefore, strategies are needed to

develop the traditional food into unique culinary tourism product, tasty, healthy, and safe

to eat. Research conducted by Wrasiati et al. (2007) states that the traditional food found

in traditional markets was detected containing hazardous substances such as rodhamin B

(dyes), borax, formalin, and saccharin were over the limit for safe consumption of food

products.

Materials and Methods

Research Material

Materials used in this study were types of traditional foods sold at traditional

markets in the province of Bali, seminar kit, stationary, calculators, digital camera, flash

disk, and external disk.

Research Method

This research was conducted in traditional markets which serves traditional food in

all districts/cities in the province of Bali. The research subjects were selected using

purposive sampling method, namely the stakeholders associated with the development of

traditional food and culinary tourism in Bali, which includes (i) the traditional market

traders, (ii) market committee (iii) Department of Tourism, (iv) the Department of

Commerce, (v ) Department of Culture, (vi) the travel agency, (vii) the decision makers

in the traditional market area concerned, and (viii) the consumer or a tourist in the

traditional market. The method used to obtain the data of the research subjects are

observation, in-depth interviews, questionnaires, and documentation studies. Data were

analyzed using the SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis. In

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information; (2) set up the expert group; (3) identifying internal and external strategic

factors; (4) forming Internal Factor Evaluation (IFE) and External Factor Evaluation

(EFE) matrix to evaluating the internal and external factors; and (5) forming SWOT

matrix and developing strategy.

At first, the organization’s (traditional market traders) vision and mission

statement are determined. Internal and external environments of the organization are

analyzed and the obtained information specifies opportunities and threats (external

factors) and strengths and weaknesses (internal factors). Then, using SWOT matrix, the organizations’ strengths, weaknesses, opportunities and threats are evaluated. The SWOT matrix is commonly used to systematically analyze internal and external environment of

organizations (Kangas et al, 2003). Terrados et al. (2007) considered it as an effective

instrument for identifying the problems and drawing lines of future actions. Finally, the

expert group makes the weighing, rating and matching for IFE and EFE matrix, and then

they make some strategies in SWOT matrix base on the IFE and EFE matrix. Finally,

decision-making stage and using different types of matrix including external factor

evaluation matrix (EFE), internal factor evaluation matrix (IFE), SWOT matrix and

strategic position matrix (David, 2011). The expert group in this reseaarch consisted of 3

people, namely researchers in the field of traditional foods, decision makers in the

department of tourism, and decision makers in the traditional market.

Result and Discussion

Traditional Market in the Province of Bali

In Bali province, there are 20 traditional markets that operated in the afternoon until

night, which is known as pasar senggol. These markets serve traditional Balinese food

and is planned to be developed into a culinary tourism destination. From the 20

traditional markets surveyed, there are four markets namely Senggol Kota Tabanan,

Kreneng Asoka-Denpasar, Senggol Kota Gianyar, dan Senggol Kota Klungkung has been

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traditional markets that are commonly visited by domestic and foreign tourists, both

personally and group namely Senggol Kuta I and II, Senggol Nusa Dua, Senggol

Sukawati Gianyar, and Senggol Taman Kota Singaraja.

Internal and External Factors of Culinary Tourism in Traditional Markets

The internal factors consist of strengths and weaknesses. From the results of the

surveys and interviews conducted to merchants, consumers, and policy makers in the

traditional market, the strength of the traditional market that serve traditional food are the

food served is typical Balinese culinary flavor, fresh and raw materials easily available,

friendly and fast services, diverse menu, a lot of portion, strategic parking, reasonably

priced, visited by many tourists, typical food preparation, food does not use preservatives,

and typical food recipes. The weaknesses of the traditional market that serve traditional

food are perishable food, limited capital and no standard price, less clean washrooms,

waiters and traders do not use the apron and head covering, presentation of the food was

not covered, and the availability of electricity and clean water is limited.

The external factors consist of opportunities and threats. From the results of surveys

and interviews conducted to merchants, consumers, and policy makers in the traditional

market, the opportunities are increasing tourist arrivals every year, the government and

the bank support, the existence of a special event to introduce Bali culinary and setup the

traditional markets by the local government. The threats of the traditional market that

serve traditional food are food prices in traditional markets is higher than in the stalls are

located close to the market, competition from food vendors from other areas, halal

production and product, extreme weather, and regional security.

The results of the internal and external weighting factors based on in-depth

interviews with experts found that the average weight for an internal factor is 65.80 and

the average weight for an external factor is 33.80. Internal factors have a greater average

weight (nearly two times greater) than the average weight for external factors. This

means that there are factors within the organization such as vendors, market managers,

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traditional markets, so that, strategy is aimed at maintaining the existing strengths and

mitigate or overcome weaknesses.

The result of the calculations for the average rating is 50.00 internal factors and an

external factor is 24.20. This calculation shows the same thing with an average weight of

internal and external factors. Internal factors have a greater average weight (two times

greater) than the average weight for external factors. The average rating and weight are

the basis for the calculation of the IFE and EFE matrix.

IFE and EFE Matrix Analysis of Culinary Tourism in Traditional Markets

Internal External Matrix (IE) is used to formulate a strategy that will be used to

develop culinary tourism business. The value of the X and Y axis is obtained by

multiplying the weight and rating for each element strengths, weaknesses, the

opportunities and threats. EFE total weighted value on the vertical axis (y-axis) and total

weighted score of IFE on the horizontal axis (x-axis) are presented in Table 1 and 2, and

the strategy are illustrated in Figure 1.

Table 1 Internal Factor Evaluation Matrix

No. Internal Factor Weight

(a)

1. The food served is typical Balinese culinary flavor 0.07 3.36 0.25

2. Fresh and raw materials easily available 0.06 3.00 0.17

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6 The availability of electricity and clean water is

limited

0.05 2.60 0.13

Total IFE ( A + B ) 1.00 2.97

Based on the mapping of the IE matrix, it can be seen that the x-axis of the IE

Matrix, the IFE is the total value of 2.97, while the y-axis matrix IE, EFE total value is

2.73. This suggests that the strategy of development of traditional food in traditional

Balinese province located on the cell V. Division in cell V can be managed with a

strategy Hold and Maintain. Market expansion and product development strategies are

the two most carried to the types of the division. According Rangkuti (2006), cell V is the

concentration strategy on horizontal integration or stability.

Table 2 External Factor Evaluation Matrix

No. External Factor Weight

(a)

1. increasing tourist arrivals every year 0.14 3.00 0.41

2. the government and the bank support 0.14 3.00 0.43

3. the existence of a special event to introduce Bali

culinary

0.12 3.40 0.40

4 setup the traditional markets by the local government 0.12 3.20 0.38

Threats ( B )

1. food prices in traditional markets is higher than in the

stalls are located close to the market

0.07 3.00 0.21

2. competition from food vendors from other areas 0.12 2.60 0.31

3. halal production and product 0.11 2.00 0.21

4. extreme weather 0.09 2.00 0.18

5. regional security 0.10 2.00 0.20

Total EFE ( A + B ) 1.00 2.73

Market expansion strategies for traditional food can be done by providing an opportunity

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tourist destinations such as the market in the area of Tanah Lot, Tampak Siring, Uluwatu,

Tanjung Benua, Lovina, Ubud, Kintamani, and other areas as well as the use of online

marketing. Product development can be done by creating a new menu variety,

presentation products and stores more attractive and hygienic, the availability of a list of

menus with pictures and clear pricing, making brochures, and appearance sellers are

clean, neat and attractive. A new menu is creating by modifying ingredient and varies the

seasonings to improve the taste.

Figure 1 Internal External (IE) Matrix

SWOT Analysis and Strategies

SWOT analysis and strategies is presented in Table 3. SWOT analysis should not only result the identification of a corporation’s distinctive competencies-the particular capabilities and resources that a firm possesses and the superior way in which they are

used, but also in the identification of opportunities that the firm is not currently able to

take an advantage of due to a lack of appropriate resources (Wheelen and David, 2010).

David (2011) states, there are four strategies are decided by the experts to develop

traditional food products in the traditional markets of Bali Province. The strategy is SO

(Strength Opportunities: Use strengths to the pick-up opportunities), WO (Weaknesses

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Threats: prevention of the negative effects of external threats using internal strengths),

and WT (Weakness Threats: Minimize weaknesses to avoid threats). After in-depth

interview discussions by experts, the traditional market developments as a tourist

destination in Bali culinary produce 8 strategies. Each strategy formulation consisting of

2 recommends strategies to be implemented in order to develop culinary tourism in the

traditional markets of Bali Province. The strategy can be implemented if there is good

networking between the merchants, the government, universities, and consumers (tourists

and travel agencies).

Table 4 SWOT Strategies

SO Strategies

1. Providing an opportunity for food entrepreneurs to develop their business in traditional markets that located close to tourist destinations

2. Promoting the market and traditional food products via brochures or leaflets in public places, and creating business agreements with travel agents and utilizing the web information

WO Strategies

1. Utilizing the support of the government and banks to capital, availability of clean water and electricity

2. To increase cleanliness and hygiene

ST Strategies

1. Providing complete list of menu with product prices

2. Providing information on the raw materials and processes of the food

WT Strategies

1. Implementing the production planning and production processes carefully 2. Applying preservation and packaging

technology to extend the shelf life of the product

Conclusion

Traditional product development as a culinary tour in the traditional market in

Bali province is based on two strategies: market expansion and product development.

Market expansion strategies for traditional food can be done by providing an opportunity

for food entrepreneurs to develop their business in traditional markets are located close to

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Tanjung Benua, Lovina, Ubud, Kintamani, and other areas, the promotion of products

with the brochure, and the use of online marketing. Product development can be done by

creating a new menu variety, presentation products and stores more attractive and

hygienic, the availability of a list of menus with clear images and prices, applying

preservation and packaging technology to extend the shelf life of the product and sellers

appearance that is clean, neat and attractive.

Acknowledgment

The autors would like to thank to the Directorate General of Higher Education,

Ministry of Education and Culture of the Republic of Indonesia, which has funded this

research on skim of Master Plan for the Acceleration and Expansion of Indonesian

Economic Development.

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