Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

PUBLIC RELATIONS STRATEGY IN BUILDING BRAND IMAGE
AT MOVENPICK RESORT

Rika Pratiwi¹,

Ni Nyoman Sri Astuti

2
,

I Ketut Astawa

1,2,3
Politeknik Negeri Bali

Email: rikapratiwi1708@gmail.com
1
, nyomansriastuti@pnb.ac.id²,

ketutastawa@pnb.ac.id³.

ABSTRACT
This research aims to formulate public relations strategy in brand building to shape the
most desired image for Movenpick Resort & Spa Jimbaran Hotel by taking advantage
opportunities and anticipating existing threats, and utilizing the business strength and
incapacitating shortcomings. The data retrieval technique used includes interview to the
public relation officers on the hotel. Respondents in this study consists of 7 people,
each from the public relations division, sales, human resources, DOS, front office and 2
visitors. Data is analysed using SWOT, IFAS and EFAS matrix, and IE Matrix. The
outcome of data processing on SWOT matrix and IE Matrix resulted in the values of
2.90 and 2.95 which lie in quadrant V which is ‘Defense strategy’. Subsequently, the
strategy recommended for the hotel is formulated which comprises: undertaking steps
to be implemented devising the aspects of public relation in building the brand image
aiming at increasing the intensity and the quality of advertising promotion on the online
media, educate the market to harness new customers, with the support of media such
as magazines, newspapers and radio.

Keyword: strategy, public relation, brand image, Internal External Matrix (IE MATRIX)

INTRODUCTION

Tourism is one of the engines of the world economy that proved to be effective

contributing to the prosperity of a country or an area. Bali experiences this phenomena

and becomes a showcase of the effectiveness of tourism in upgrading local economic.

Bali is one of the islands in Indonesia that attracts many tourists it is crowned as Top 10

Traveler's Choice Destination World in Traveler's Choice Award 2017 version of

TripAdvisor website.

One of the tourists needs in tourist destinations is accommodation and

Mövenpick meets these needs by providing high quality accommodation. Mövenpick

Resort & Spa Jimbaran is newly built hotel in Jimbaran, Bali. Mövenpick Resort & Spa

Jimbaran is a 5-star resort hotel that has 297 rooms with facilities that support the

comfort and safety of guests while in Bali. The condition of Mövenpick Resort & Spa

Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

Jimbaran which is one of the new hotel brands operates in Indonesia especially Bali,

which urges the management to conduct promotion and build the hotel brand image.

Establishing a brand image for Mövenpick Resort & Spa Jimbaran is the main

issue when pioneering a business amidst the tightness of hotel competition in Bali. A

strong and widely recognized brand image is generally formed and developed by Sales

and Marketing Department particularly the Public Relations Division. Public relations are

included in the Sales and Marketing Department that is in charge with the duties related

to marketing and communication to the public.

The importance role that the public relation (PR) plays to create and develop a

positive image / brand image as one of the company policies, then public relations must

be a reliable informant that could provide positive and objective information for the

business. In addition, public relations staff should also be responsive in observing,

studying and solving problems source from either within and outside the company.

Currently, Mövenpick Resort & Spa Jimbaran builds its brand image as a new hotel with

a tagline "We Make Moments" which is very friendly for family trip. The strategy used by

the public relations of Mövenpick Resort & Spa Jimbaran to develop the brand is

through a joint cooperation with external parties such as mass media and influencers to

provide information to the public.

Based on the phenomenon described above the author intends to examine the

above problems, subsequently, using internal and external business factors to formulate

strategies to accomplish success in building a brand image for the Mövenpick Resort &

Spa Jimbaran.

METHODOLOGY

This research was carried out at the Department of Sales and Marketing

specifically in the Marketing Communication section at Mövenpick Resort & Spa

Jimbaran. As for the object in this research is the Public Relations strategy by

Mövenpick Resort & Spa Jimbaran in building brand image as a new hotel. The types of

data used in this study are primary and secondary data. Data collection methods used

were field observation for 6 months, interview to Sales and Marketing Department staff,

and documentation study. This research used SWOT matrix analysis technique and

Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

matrix analysis of External Strategic Factors Analysis Summary (EFAS) and Internal

Strategic Factors Analysis Summary (IFAS), to identify the position of the hotel in the IE

Matrix.

The Brand of Mövenpick Hotels & Resorts was first coined by Ueli Prager.

Mövenpick's own name was inspired by Mowe's bird activity in the selection of food

on a lake in Zurich, Switzerland. In 2006, Movenpick Hotel Franchise was

successfully entered the hotel business in the Asian region in Thailand and the

Philippines. Movenpick Resort & Spa Jimbaran Bali is one of the first Movenpick hotel

chains in Indonesia. Movenpick Resort & Spa Jimbaran Bali was opened and

inaugurated on January 12, 2017, abd is owned by PT. Hotelindo Permata Jimbaran

and the central management of this hotel is executed by Movenpick Corporation in

Thailand.

FINDINGS AND DISCUSSION

The qualitative data regarding the external and the internal aspects of the hotel are

collected based on SWOT categories, which then, developed into a questionnaire that is

used to collect the quantitative data through a survey. Both study using the same

respondent who are the Sales and Marketing Managers and staff at the Movenpick

hotel. The results and discussion of both studies are presented in the following section.

The results of SWOT analysis are turned into questionnaires in the form of IFAS

Matrix (Table 1) and EFAS Matrix (Table 2), in which the hotel staff who are familiar of

the issue, in this case the managers and the staff of the Sales and Marketing

Department give the score and rating to the parameter presented in both matrix, which

results are used to identify the position of the Movenpick in the IE quadrant (Figure 1).

IFAS Matrix calculations obtained from the weighted average of each external

indicator multiplied by the average rating of each internal indicator, then scores for each

external indicator are obtained. The total score of the IFAS matrix in the above table is

2.90

Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

Table 1

Internal Strategic Factor Analysis Summary Matrix (IFAS Matrix)

No Internal Strategic Factor Bobot
(%)

Rating Score

Strength

1
Have a one stop shopping mall that is located in
one complex with the resort

7.85 3.45 0.27

2 Have facilities that support family holidays such
as swimming pool, gym, spa and kids club

8.17 3.35 0.27

3 New food and beverage innovations
regularly

7.65 3.3 0.25

4 Location Mövenpick Resort & Spa
Jimbaran is strategically close to several
tourist destinations

7.72 3.25 0.25

5 It is a new property in Jimbaran area with
Bali Swiss design and concept

7.27 3.15 0.23

6 Have excellent chocolate hour service 7.75 3.1 0.24

7 The only one who owns the Japanese Peruvian
restaurant in Jimbaran

7.98 3 0.24

8 Consistency brand to continue to create a global
campaign that became typical Movenpick in each
country

6.18 3 0.19

Weakness
1 Room size is small for most room types 7.45 2.65 0.20

2 Not having a wedding chapel as one of the
wedding venues

6.41 2.65 0.17

3 Lack of supporting facilities in swimming pools
such as sun-lounges and cabana

6.70 2.6 0.17

4 Uneven consistency of service among staff 6.31 2.5 0.17
5 Do not have direct access to the beach 6.48 2.05 0.13

6 Not all rooms have pool view 6.07 2.05 0.12

2.90

Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

EFAS Matrix calculations obtained from the weighted average of each external

indicator multiplied by the average rating of each internal indicator, then scores for each

external indicator are obtained. The total score of the EFAS matrix in the above table is

2.95

Table 2

External Strategic Factor Analysis Summary Matrix (EFAS Matrix)

No External Strategic Factor Bobot
(%)

Rating Score

Opportunity
1

Bali as one of the destinations to carry out
sports events, music, culinary and art.

10.00 3.85 0.39

2 Movenpick Resort & Spa Jimbaran is surrounded
by favorite tourist attractions such as Jimbaran
Beach, Uluwatu Temple, GWK, and others.

9.90 3.5 0.35

3 Political, natural and terrorism conditions
in Indonesia

9.90 3.5 0.35

4 Having a strong concept as one brand in
the field of Food and Beverages

9.15 3.25 0.30

5 Have a green globe certificate worldwide 8.00 3.1 0.25

6 Have a strong marketing for domestic
market Jakarta

8.90 2.9 0.26

Threat

1 Infrastructure that does not support the
comfort and security of guests while in Bali

8.80 2.7 0.24

2 Limited number of flights to Bali 8.70 2.5 0.22

3 The development of tourism in other Asian
countries such as Thailand, Vietnam and Sri
Lanka

8.50 2.25 0.19

4 Increased European visitors especially the Middle
East visit where Movenpick Hotels & Resorts has
a strong brand image

8.20 2.15 0.18

2.95

Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

The outcome of data processing on SWOT matrix and IE Analysis resulted in the

values of 2.90 and 2.95 which lie in quadrant V which is ‘Defense strategy’.

TOTAL VALUE IFAS

V
A

L
U

E
F

A
S

4 3 2 1
I II III
Grow Grow Keep and
(Conce ntration (Concentration maintain

Vertical Horizontal (Turna rou nd)

Integratio n) Integration)

IV V VI

Grow Preserve and Harvest or
maintai n divestment
(strategy no (bound or region
changed) sell out
vigilance)

VII VIII IX
Preserve and Harvest or Harvest or
maintai n divestment divestment

(diversification (diversification (liquidation )

concentration) conglomerate)

Figure 1: Determination of Current Position (IE Matrix Analysis)

Based on the result of the IE analysis shown on the IE Matrix, in which Movenpick

is positioned in Cell V ‘Defense strategy’ which is ‘Preserve and Maintain’ or ‘Strategy

no Changed’, a public-relations based branding strategy is developed for the Mövenpick

Hotels & Resorts which shown in Table 3.

Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

Table 3: SWOT Strategy

IFAS Strengths (S) Weaknesses (W)
1. It is a new property in 1. Do not have
Jimbaran area with Bali direct access
Swiss design and to the beach
concept 2. Room size is
2. Have facilities that small for most
support family holidays room types
such as swimming pool, 3. Not all rooms
gym, spa and kids club have pool
3. The only one who owns view
the Japanese Peruvian 4. Not having a
restaurant in Jimbaran wedding
4. Movenpick location is chapel as one
strategically close to of the wedding
several tourists venue
destinations 5. Uneven
5. New food and beverage consistency of
innovations regularly service among
6. Have a one stop staff
shopping mall that is 6. Lack of
located one complex supporting
with the hotel facilities in

EFAS
7. Brand consistency to swimming

continue to create global pools such as
campaign that sun-lounges
characterizes and cabana
Mövenpick in every
country
8. Have excellent service
Chocolate Hour

Opportunities (O) SO Strategy WO Strategy
1. Bali as one of the 1. Build promotions by 1. Building

destinations to carry taking advantage of cooperation and
out sports events, nearby tourist relationships with
music, culinary and destinations. resorts & hotels
art 2. Arranging resort around to handle

2. Movenpick management as events like
surrounded by one family resort weddings and

favorite tourist with the concept of others

Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

attractions such as friendly circles (go 2. Enhance outdoor
Jimbaran Beach, green) family activities
Uluwatu Temple, 3. Make a highlight 3. Develop services
GWK, and others culinary promotion by opening
3. Political, natural and by viewing training
terrorism conditions Japanese Peruvian
in Indonesia Restaurant & Bar
4. Having a strong as a supporter in
concept as one Jakarta
brand in the field of 4. Invite some
Food and influencers both
Beverages locally and
5. Have a green globe internationally to
worldwide certificate experience the stay
6. Have a strong experience at the
marketing for resort
domestic market
Jakarta
Threats (T) ST Strategy WT Strategy

1. Infrastructure that 1. Building partnerships 1. Not taking events
does not support with local and in large numbers
the comfort and international media
security of guests 2. Equalize the concept
while in Bali and quality with

2. Growing family and Movenpick around the
concept hotels in world
Jimbaran 3. Cooperate with the
3. Limited number of government
flights to Bali
4 The development of

tourism in other
Asian countries
such as Thailand,
Vietnam and Sri
Lanka

5 Increased visitor
visits of Europe
especially Middle
East where
Mövenpick have
strong brand image

Journal of Applied Sciences in Travel and Hospitality
Volume 2, Number 1, March 2019

CONCLUSION AND SUGGESTION

Based on the description of the results of the SWOT analysis and in-depth

interviews conducted, it can be concluded that the strategy of Marketing Communication

Movenpick Resort & Spa Jimbaran is not only focus on the promotion and sales but to

build a corporate image in the eyes of the community as a family-friendly resort. PR

activities also relate directly with expansion, innovation, education, persuasion both in

terms of marketing and the influence of the image and the identity of Movenpick Resort

& Spa Jimbaran. As defined, PRs are an activity of a management function that focuses

on the management and development of communication between the organization and

public society which aims to build a harmonious relationship between attitudes and

actions to the community. At present, the brand image at Movenpick Resort & Spa

Jimbaran is built based on the substances as presented in the IFAS and EFAS, within

the values of 2,90 and 2,95. It is positioned in Quadrant V in the IE Matrix which

indicates that the current strategy is substantial and must be maintained.

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