Download fulltext HTML
Wahyu Widyawati, I. (2020). Carnival Costume Development Management Strategy as One of Leading Micro and Small Medium Enterprises (UMKM) in the Vocational School of Shows in the Village of Ronggo sub District of Tajinan. KnE Social Sciences, 4(12), 267–279. https://doi.org/10.18502/kss.v4i12.7602

https://doi.org/10.18502/kss.v4i12.7602

statistics

  • 305 Abstract Views
  • 239 PDF Views
  • 0 HTML Views

authors

  • Ika Wahyu Widyawati

    Ika Wahyu Widyawati

    Art and Design Department, Faculty of Letters, Universitas Negeri Malang, Malang, Indonesia

Published Date

  • Sep 2, 2020

Carnival Costume Development Management Strategy as One of Leading Micro and Small Medium Enterprises (UMKM) in the Vocational School of Shows in the Village of Ronggo sub District of Tajinan

KnE Social Sciences / International Conference on Art, Design, Education and Cultural Studies / Pages 267–279

Abstract

Every business must use a development strategy; even small companies should use strategic management. One of the regions participating in the development of regional economic dynamics is Ronggo village, Tajinan sub-district by producing Carnival costumes. In the village there are several craftsmen producing the same product. The costume craft sector has particular potential, as one of the leading UMKM/MSMEs (Micro and Small and Medium Enterprises). In addition, these costumes are one of the main attractions during the Carnival, or the Cultural Parade or Carnival, when costumes are displayed as part of the procession. These carnival costumes are rented out to the general public who will hold a cultural parade in the local area or outside the area. However, unfortunately the Carnival costume producers lack business expertise. Their skills lie in the areas of creation and creativity, not using schooling techniques to support these abilities.


Keywords: management strategies, Carnival costumes, UMKM, MSMEs, Performing Arts

References
[1] Bogdan, and Biklen, (2012). Qualitative Research for Education. An Introduction to Theory and Methods. Alih Bahasa. Ali Munandir. Departemen Pendidikan Dan Kebudayaan Direktorat Jenderal Pendidikan Tinggi Proyek Pengembangan Pusat Fasilitas Bersama Antar Universitas / IUC (Bank Dunia XVII). Jakarta. 1990.

[2] Erly, S. (2018). Perencanaan Pajak Edisi 4. Jakarta: Salemba Empat.

[3] Husein, U. (2011). Strategic Management in Action. Jakarta: PT Gramedia Pustaka Utama.

[4] (2014). Seni Pertunjukan Indonesia dalam Jurnal Masyarakat Seni Pertunjukan Indonesia (MSPI). Jakarta: Gramedia Widiasarana Indonesia.

[5] Koentjaraningrat, (2015). Manusia dan Kebudayaan di Indonesia. Jakarta: Jambatan.

[6] Moleong, (2014). Metodologi Penelitian Kualitatif, ctk ke 5. Bandung: PT Remaja Rosda Karya.

[7] Permas, A. (2013). Manajemen Organisasi Seni Pertunjukan. Jakarta: penerbit PPM.

[8] Pusat, B. (2018). Kamus besar Bahasa Indonesia. Jakarta: Gramedia Pustaka Utama.

[9] Suyanto, (2017). Marketing Strategy Top Brand Indonesia. Yogyakarta: C.V Andi Offset.

[10] Sedyawati, E. (2017). Pertumbuhan Seni Pertunjukan. Jakarta: Seri Esni No. 4.

[11] Sedyawati, D. (2016). Seni Pertunjukan Indonesia di Era Globalisasi. Yogyakarta: Gajah Mada University Press.

[12] Soedarsono, R. M. (2018). Seni Pertunjukan Indonesia di Era Globalisasi. Jakarta: Depdikbud.

[13] Soedarsono, R. M. (2012). Seni Pertunjukan Indonesia di Era Globalisasi. Yogyakarta: Gajah Mada University Press.

[14] Penyusun, T. (2015). Kamus Besar Bahasa Indonesia.ed. 3 cet. 3. Jakarta: Balai Pustaka.

[15] Undang-Undang Nomor 9 Tahun. (1995). Tentang Usaha Kecil.

[16] Undang-Undang No 20 Tahun. (2018). Tentang Usaha Mikro, Kecil dan Menengah (UMKM).

[17] Retrieved February 12, 2019 from www.memoarema.com/30525/273-091-umkm-serap-469-274-pekerja.html