The Development of Creative Industry Strategies as a Tourist Attraction in Banten Province, Indonesia

Titus Indrajaya

Respati University of Indonesia, Indonesia.

Martha Fani Cahyandito

University of Padjadjaran, Indonesia.

Kadek Wiweka *

Sahid Polytechnic, Indonesia.

Putu Pramania Adnyana

University of Indonesia, Indonesia.

*Author to whom correspondence should be addressed.


Abstract

Creative industry has a big influence on the development of tourism destination. Developing a creative industry which is the part of the tourism industry is an assertion in the present. The synergy between the creative economy and the tourism sector is a potential economic development model to be developed in Indonesia, including the Province of Banten. Banten has the potential of tourism commodities such as wicker, a local wealth of Batik Banten, and Weaving Baduy. Banten Province also has 34 centers of small and medium industries including snack center, footwear, metal, bricks, and tile scattered in Serang, Pandeglang, and Lebak. The purpose of this study is to understand the main actor and driving factor of the development of creative industry, to construct the strategy of creative industry development in Banten Province, and to analyze the potential of creative industry development as a tourist attraction in Banten Province. The research method of the study is a literature review with descriptive and explorative approaches. This research found that to develop the creative economy as a driver of the tourism sector requires connectivity, by creating creative product outlets in strategic locations and close to tourist spots. These outlets can be counter or craft centers that can be packaged in tour packages.

Keywords: Creative industry, creative economy, strategy development, tourist destination.


How to Cite

Indrajaya, Titus, Martha Fani Cahyandito, Kadek Wiweka, and Putu Pramania Adnyana. 2019. “The Development of Creative Industry Strategies As a Tourist Attraction in Banten Province, Indonesia”. Journal of Economics, Management and Trade 22 (5):1-10. https://doi.org/10.9734/jemt/2019/v22i530101.

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