Strategi Pemasaran Museum Topeng Cirebon dalam Meningkatkan Jumlah Kunjungan Wisatawan

Authors

  • Fikri Firdaus Universitas Islam Negeri Siber Syekh Nurjati Cirebon
  • hafni khairunnisa Universitas Islam Negeri Siber Syekh Nurjati Cirebon
  • Haulah Nakhwatunnisa Universitas Islam Negeri Siber Syekh Nurjati Cirebon

DOI:

https://doi.org/10.31958/itourism.v6i1.16753

Keywords:

Marketing Strategy, Cirebon Mask Museum, SWOT Analysis, Tourist Visits

Abstract

This research aims to analyze the marketing strategy implemented by the Cirebon Mask Museum and to formulate alternative strategies to increase the number of tourist visits. Despite having unique collections and high philosophical value, the Cirebon Mask Museum still faces challenges in terms of visibility and the dominance of a single visitor segment. This study employs a qualitative approach with the SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis method. Data were collected through in-depth interviews, field observations, and documenThis research aims to analyze the marketing strategy implemented by the Cirebon Mask Museum and to formulate alternative strategies to increase the number of tourist visits. Despite having unique collections and high philosophical value, the Cirebon Mask Museum still faces challenges in terms of visibility and the dominance of a single visitor segment. This study employs a qualitative approach with the SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis method. Data were collected through in-depth interviews, field observations, and documentation studies. The results show that the strategic position of the Cirebon Mask Museum is in Quadrant I (Aggressive Strategy) with coordinate values of (+2.01; +1.84). This indicates that the museum possesses significant internal strengths to maximize external opportunities. The primary recommended strategy is the S-O (Strengths-Opportunities) strategy, which includes optimizing digital campaigns based on the collections’ philosophical narratives, developing collaborative tourism packages with the tourism industry, and enhancing educational programs to expand market reach beyond the student segment. Improvements in physical accessibility and the diversification of social media content are key to increasing market penetration for general and international touriststation studies. The results show that the strategic position of the Cirebon Mask Museum is in Quadrant I (Aggressive Strategy) with coordinate values of (+2.01; +1.84). This indicates that the museum possesses significant internal strengths to maximize external opportunities. The primary recommended strategy is the S-O (Strengths-Opportunities) strategy, which includes optimizing digital campaigns based on the collections’ philosophical narratives, developing collaborative tourism packages with the tourism industry, and enhancing educational programs to expand market reach beyond the student segment. Improvements in physical accessibility and the diversification of social media content are key to increasing market penetration for general and international tourists

References

Achmadi, & Veronika. (2019). Pemanfaatan Media Sosial sebagai Media Promosi Destinasi Wisata. Jurnal Pariwisata Indonesia.

Adzkia, et al. (2024). Analisis Marketing Funnel dalam Meningkatkan Kunjungan Objek Wisata. Jurnal Manajemen Pemasaran.

Afrilian, P., & Rustika, D. (2022). Peran Dinas Kebudayaan Pariwisata Pemuda dan Olahraga Dharmasraya dalam Pengembangan Objek Wisata Candi Pulau Sawah. JTSTI-Journal of Tourism Sciences, Technology and Industry, 2.

Anderson. (2012). The Role of Government Support in Museum Sustainability. Academic Press.

Boylan, P. J. (2004). Running a Museum: A Practical Handbook. ICOM – International Council of Museums. Paris: UNESCO.

Hamidon, et al. (2019). Diversification of Museum Programs for Target Audience Engagement. International Journal of Heritage Studies.

Illahi, F. A. (2024). Analisis Motivasi Volunteer Sport Tourism Paralayang di Nagari Malalo Kabupaten Tanah Datar Sumatra Barat. Jurnal Pariwisata Nusantara (JUWITA), 3(1), 33-41.

Janes, R. R., & Sandell, R. (2019). Museum Activism. London: Routledge.

Kotler, P., Kartajaya, H., & Setiawan, I. (2024). Marketing 6.0: The Future is Immersive. New Jersey: John Wiley & Sons.

Litta, & Veronica. (2025). Digital Marketing Strategy for Cultural Heritage. Journal of Digital Communication in Tourism.

Nur, D., et al. (2024). Kesenjangan Awareness dan Action pada Destinasi Budaya di Jawa Barat. Jurnal Penelitian Pariwisata.

Petra, & Sarudin. (2025). Pergeseran Preferensi Generasi Z terhadap Destinasi Instagrammable. Jurnal Sosio-Kultural.

Pine, B. J., & Gilmore, J. H. (1998). The Experience Economy. Boston: Harvard Business School Press.

Rangkuti, F. (2015). Analisis SWOT: Teknik Membedah Kasus Bisnis. Jakarta: Gramedia Pustaka Utama.

Riyanto, S., Azis, M., & Putera, A. (2021). Analisis SWOT sebagai Penyusunan Strategi Organisasi. Jakarta: CV. Budi Utama.

Sudiantini, D., & Hadita. (2022). Strategi Komunikasi Pemasaran dalam Meningkatkan Kunjungan Museum. Jurnal Ilmu Komunikasi.

Sugiyono. (2020). Metode Penelitian Kualitatif. Bandung: Alfabeta.

Suharto. (2019). Aksesibilitas dan Signage sebagai Faktor Penentu Kunjungan Wisatawan. Jurnal Perencanaan Wilayah dan Kota.

Tulis, C., & Wijaya, L. S. (2019). Strategi Marketing Public Relations dalam Meningkatkan Jumlah Kunjungan Wisatawan. Jurnal Komunikasi Universitas Garut.

Asosiasi Museum Indonesia. (2021). Laporan Dampak COVID-19 terhadap Museum di Indonesia. Jakarta.

Dinas Kebudayaan dan Pariwisata Kota Cirebon. (2025). Data Pengunjung Museum Topeng Cirebon Periode September 2024 – Agustus 2025. Cirebon.

Dinas Kebudayaan dan Pariwisata Kota Cirebon. (2024). Dokumen Strategi Edukasi, Pameran, dan Kerja Sama Museum. Cirebon.

Pemerintah Republik Indonesia. (2010). Undang-Undang Nomor 11 Tahun 2010 tentang Cagar Budaya. Jakarta.

Pemerintah Republik Indonesia. (2012). Peraturan Pemerintah Nomor 19 Tahun 2012 tentang Permuseuman. Jakarta.

UNWTO. (2023). Tourism Highlights 2023 Edition. Madrid: World Tourism Organization.

UNWTO. (2024). Global Tourism Trends Report 2024. Madrid: World Tourism Organization.

Sumber Wawancara dan Observasi:

Hadi (Ketua Kurator Museum Topeng Cirebon). (2024, 22 Desember). Tantangan dan Strategi Pengembangan Museum Topeng. Wawancara Pribadi.

Narasumber 4 (Pengunjung Keluarga). (2024, 20 Desember). Persepsi Pengunjung terhadap Program Workshop Museum. Wawancara Pribadi.

Narasumber 5 (Stakeholder/Masyarakat Lokal). (2024, 15 Desember). Aksesibilitas Fisik Museum di Lingkungan Balai Kota. Wawancara Pribadi.

Hasil Observasi Peneliti. (2024, 18-22 Desember). Observasi Lapangan Kondisi Fisik, Signage, dan Aktivitas Pengunjung di Museum Topeng Cirebon.

Downloads

Published

2026-07-04