Destination Management Strategies for Crisis Response in Kenjeran Park Surabaya

Abstract

Kenjeran Park is an urban coastal tourism destination in Surabaya facing multidimensional crises that threaten the sustainability of its management. This study aims to identify the forms of crisis experienced by the destination, analyze internal factors using the POAC framework and external factors using PESTLE, examine Hexa Helix stakeholder dynamics, and formulate an integrated, competitive crisis management strategy. A qualitative-dominant mixed-methods approach with a single case study design was employed. Data were collected through in-depth interviews with 16 informants representing the Hexa Helix elements, field observations, documentation studies, and an expert-judgement questionnaire, then analyzed using IFAS, EFAS, IE, SWOT, and QSPM matrices. The findings identified four interrelated crisis forms: environmental crisis (seasonal tidal flooding), safety crisis (the 2022 waterslide incident), operational crisis (facility deterioration), and reputational crisis (negative media stigma). The internal evaluation produced an IFAS score of 3.647 (strong) and the external evaluation an EFAS score of 3.480 (high), positioning the destination in Cell I of the IE Matrix (Grow and Build). The QSPM analysis ranked eight alternative strategies, with improving service quality and human-resource capacity as the top priority (STAS = 7.222), followed by building collaborative stakeholder governance (STAS = 6.970). A phasing strategy is proposed, prioritizing internal consolidation of safety and human-resource foundations in the short term before pursuing aggressive product and market expansion in the long term.