GROUP PROJECT

SUBJECT EBF3244 APPRECIATION OF ECONOMICS AND BUSINESS

SEMESTER SEM 2 2023/2024

LECTURE ENCIK HASLAN BIN OTOT

GROUP NAME GROUP BON VOYAGE CONSULTANT

STUDENT NAME

1. NULHAFIZZUL BIN ABDULLAH 80481

2. LEE JIA YANG 81837

3. ATHIRAH WARDINA BINTI AHMAD AZHAR 78904

4. SITI NOORKHATIJAH BINTI SHAHJUHAN 82159

5. DARREL ANAK LEONARD ROSS 79169

6. NIK YASIRAH TAN ZI YE 80385

7. CHRISTINA LEE ZHI YU 79101

8. ERIC TIE TIONG 79328

SERVICE LEARNING PORTFOLIO
EBF 3244 APPRECIATION OF ECONOMICS AND BUSINESS

PREPARED BY: Bon Voyage

 Table of Contents

1.0 Our Team ....................................................................................................................................... 7

1.1 Background on Your Team ......................................................................................................... 7
1.2 The Team Structure...................................................................................................................... 7
1.3 Team Member Roles .................................................................................................................... 9
1.4 Mission and Vision Statements .................................................................................................. 11
1.4.1 Vision ...................................................................................................................................... 11
1.4.2 Mission ................................................................................................................................... 11
1.5 Team Goals and Objectives ..................................................................................................... 11
1.5.1 Team Goals:.......................................................................................................................... 11
1.5.2 Objectives: ............................................................................................................................ 12
1.6 Previous Projects ........................................................................................................................ 12
2.0 OUR COMMUNITY ....................................................................................................................... 15
2.1 Community Tourism Business History......................................................................................... 15
2.2 Community Tourism Business Registration Status and Evidence ......................................... 16
2.2.1 Not registered to any organisation under the Sarawak Tourism Board (STB) .............. 16
2.3 Community Tourism Business Model......................................................................................... 17
2.3.1 Sustainable Tourism Practices ............................................................................................ 17
2.3.1 Cultural Immersion ............................................................................................................... 18
2.3.2 Economic Benefits for Communities ................................................................................. 19
2.4 The Business Organization Structures and Operation ............................................................ 23
2.5 The Business Mission, Vision, Goals and Objectives .............................................................. 23
2.5.1 Mission ................................................................................................................................... 23
2.5.2 Vision ...................................................................................................................................... 24
2.5.3 Goals and Objective ........................................................................................................... 24
2.6 Business past performances ..................................................................................................... 25
2.6.1 Tourist / Visitors Statistic ....................................................................................................... 25
2.6.2 Financial Support History ..................................................................................................... 26
2.7 Tourism Business SWOT Analysis ................................................................................................. 26
2.7.1 Strength ................................................................................................................................. 27
2.7.2 Weakness .............................................................................................................................. 28
2.7.3 Opportunity .......................................................................................................................... 28
2.7.4 Threats ................................................................................................................................... 29
2.8 Survey Forms ................................................................................................................................ 29
2.8.1 Preliminary Survey (observation) ....................................................................................... 30
 2.8.2 Post-project survey (site visit and interview)..................................................................... 30
3.1 Introduction to the Group’s Problem Crafting Process ......................................................... 31
3.2 FILA Charts .................................................................................................................................. 32
3.2.1 Desk Search activity summary descriptions and its FILA chart ...................................... 32
3.2.2 Observation activity summary descriptions and its FILA chart ...................................... 41
3.2.3 Site Visit activity summary descriptions and its FILA chart .............................................. 53
3.2.4 Interview activity summary descriptions and its FILA chart............................................ 58
Fila For Interview ............................................................................................................................... 59
3.3 Problem Identification ............................................................................................................... 64
3.4 Data and information Analysis on the problem. .................................................................... 66
3.4.1 No official website about the place ................................................................................. 66
3.4.2 Lack of information and outdated information .............................................................. 67
3.4.3 Lack of essential facilities and infrastructure.67
3.4.4 Lack of internet connectivity ............................................................................................. 68
3.4.5 Absence of some signage ................................................................................................. 68
3.4.6 Safety Concerns and Lack of Equipment Provision for Caving Expeditions ............... 68
3.4.6 Language barriers ............................................................................................................... 68
3.4.7 Funds and capital are not sufficient. ................................................................................ 69
3.5 Brainstorm potential solutions or strategies ............................................................................. 69
3.5.1 Recommend website development to local authorities and encourage the
organizer of a Massa Cave using a marketing through social media. ........................... 69
3.5.2 Implement Sustainable Practices to minimize the cost of maintenance in Massa
Cave. ........................................................................................................................................ 70
3.5.4 Provide multilingual informational materials and also hire Multilingual Staff and
Training ..................................................................................................................................... 71
4.0 IDEA DEVELOPMENT ACTIVITIES................................................................................................. 72
4.1 Options Evaluation ..................................................................................................................... 72
4.1.1 During the interview with Mr. Hanas, he mentioned that Massa Cave needs an
official website to make information easily accessible to tourists. However, he also
admitted that he lacks the technology use skills to create webpage. .......................... 72
4.1.2 Through the interview with the tour guide, Encik Hanas, stated that he does not
have enough knowledge about the marketing strategy. Apart from that, he does not
have sufficient knowledge on how to manage his social media which is Facebook for
business purposes.................................................................................................................... 73
4.1.3 During the interview session with Mr Hanas, he stated that he accepts tourists from
abroad, however, it is difficult for him to speak English fluently and it is difficult to
understand what the tourists are trying to say. .................................................................. 73
4.1.4 During the interview, Mr. Hanas also mentioned that Massa Cave lacks essential
equipment, such as ladders and ropes, which would make it easier for tourists to
 explore the Cave. He explained that the high cost of these items, combined with
limited funds, prevents him from providing these necessary facilities. ........................... 74
4.2 Solution Selection and Justification ......................................................................................... 74
4.2.1 Create Website .................................................................................................................... 74
4.2.2 Marketing Strategy. ............................................................................................................. 76
4.2.3 Translation Application ....................................................................................................... 77
4.2.4 Fund application ................................................................................................................. 77
4.3 Implementation Plan Details ..................................................................................................... 78
4.3.1 Creating Website ................................................................................................................. 79
4.3.2 Marketing Strategy .............................................................................................................. 80
4.3.3 Translation Application ....................................................................................................... 81
4.3.4 Fund Application ................................................................................................................. 82
4.4 Milestone and Gantt Chart ....................................................................................................... 82
5.1 Brief description of idea execution activities ......................................................................... 83
5.2 Products and Output Descriptions ........................................................................................... 84
5.3 Impact measurement tools applied ........................................................................................ 84
5.4 Monitoring process ..................................................................................................................... 85
5.5 Intervention Taken to Overcome Flaws .................................................................................. 86
6.2 Evaluation of Impact ................................................................................................................. 90
6.3 Testimonials of Project ................................................................................................................ 91
6.4 Overall Impacts Summary ......................................................................................................... 92
7.0 ACTIVITIES LOG ............................................................................................................................ 93
7.1 Weekly Class activities log......................................................................................................... 93
7.2 Weekly Group Activities Log ................................................................................................... 100
7.3 Activities Photos ........................................................................................................................ 103
8.0 DOCUMENTS .............................................................................................................................. 105
8.1 Community Letter of Intent and Response (Stamped) ....................................................... 105
1.0 Our Team

1.1 Background on Your Team

Bon Voyage Consultant Group was founded in 2024. It is a

committed team of eight members. We focus on advancing sustainable
development in natural destinations. Together, united under the banner of
Bon Voyage Consultant Group, we are steadfast in our commitment to
steering nature destinations towards a sustainable future, intertwining
conservation with community empowerment for generations to come.

1.2 The Team Structure

Figure 1.1 Bon Voyage's Organization Chart

 A functional organizational chart is structured around grouping
employees according to their specialized skills and the functions they
perform within the organization. Typically, these charts are divided into
various departments or functional areas such as marketing, finance,
operations, HR, IT, and more. Each department consists of employees who
possess the necessary expertise to fulfill specific roles within their functional
domain. This grouping allows the organization to efficiently allocate
resources and manage tasks based on the specialized knowledge of its
workforce (Meng, n.d.).

In terms of hierarchy, a functional org chart follows a clear chain of

command. Senior management occupies the top tiers, overseeing the
entire organization, while middle managers lead individual functional
departments. Reporting lines are well-defined, with lower-level employees
reporting to their respective functional managers. This hierarchical
structure ensures that each department operates cohesively under the
guidance of experienced leaders who oversee performance and ensure
alignment with organizational goals (Meng, n.d.).

Roles and responsibilities within a functional organizational chart are

meticulously defined. Employees understand their specific duties within
their department and know whom they report to for guidance and
decision-making. This clarity helps streamline operations and minimizes
confusion regarding job functions and expectations (Meng, n.d.).

The specialization inherent in a functional organizational chart

enables the organization to leverage the unique skills and knowledge of
its workforce effectively. By concentrating expertise within each
functional area, departments can optimize their operations and deliver
high-quality outputs aligned with organizational objectives. This
specialization also fosters a culture of continuous improvement and
 innovation within specific domains, contributing to overall organizational
success (Meng, n.d.).

Another advantage of a functional org chart is its scalability.

Organizations can easily adapt the chart structure to accommodate
growth or changes in business needs. New functional departments can
be added as the organization expands into new markets or develops new
products/services. Conversely, departments can be restructured or
consolidated to optimize efficiency and resource allocation during
periods of change or restructuring (Meng, n.d.).

Overall, the primary goal of a functional organizational chart is to

provide a clear framework that illustrates the organizational hierarchy,
defines managerial oversight of each department, and facilitates
effective communication and collaboration across different functional
areas. This structure is particularly beneficial for organizations with
standardized processes and workflows, such as manufacturing and
production sectors, where efficient coordination and execution of tasks
are essential for operational success.

1.3 Team Member Roles

Team Leader

Nik Yasirah Tan Zi Ye is the Team Leader for Bon Voyage Consultant
Group. She serves as a team leader guide and coordinates their team to
meet organizational goals. Setting goals, guiding communication and
collaboration, assessing progress, providing support and mentorship,
resolving issues, empowering team members, and leading by example are
key duties.
Team members:

I. Editorial

Miss Athirah Wardina binti Ahmad Azhar is the Editorial of Bon Voyage
Consultant Group. Her role is to ensure content quality and correctness. Key
tasks include editing and reviewing submissions, giving writers input,
brainstorming stories, managing layout and design, achieving deadlines,
and upholding editorial standards.

Miss Siti Noorkhatijah is also responsible as Editorial's member for Bon

Voyagr Consultant Group, which is a position that same to Miss Wardina's.
Her responsibilities include helping Miss Wardina to produce and publish
content. Key responsibilities include proofreading and coordinating with
writers.

II. Graphic Design

Mr Lee Jia Yang and Mr Eric Tie is a Graphic Design for Bon Voyage
Consultant Group, his role is responsible for creating visually appealing and
effective designs for a variety of media and collaborating with clients and
team members, and delivering designs that meet project requirements and
deadlines.

III. Content Creator

Miss Siti Noorkhatijah and Miss Christina Lee are content creators. They are
responsible for producing engaging and informative content for a
company's websites, social media pages, blogs, and marketing material.
Their duties include researching industry-related topics, writing and editing
content, optimizing content for search engines, collaborating with graphic
design teams.
 IV. Data Analyst

Mr Nul Hafizzul and Mr Darrel are data analysts. Their role is to collect,
process and analyze data to gain meaningful insights to inform business
decisions. Data analysts use statistical methods, software tools and
programming languages to interpret complex data sets and identify trends,
patterns and correlations. They are responsible for preparing reports and
visualizations to communicate findings to stakeholders, helping
organizations understand their performance, customer behavior and
market trends.

1.4 Mission and Vision Statements

1.4.1 Vision

To work humbly with Sarawak communities, fostering responsible and

sustainable tourism while protecting their heritage.

1.4.2 Mission

To assist Sarawak communities in developing tourism responsibly, fostering

humble collaboration to improve destinations, empower locals, and
preserve heritage.

1.5 Team Goals and Objectives

1.5.1 Team Goals:

● To gather comprehensive business data from the community areas.

● To effectively disseminate business information to the public and
related agencies.
 ● To address and resolve additional issues identified and confirmed by
the community.

1.5.2 Objectives:

● To compile and analyze data and information from the community

using standardized collection tools.
● To facilitate the data and information collected using the
standardized tools into a business portfolio for the community.
● Develop and implement action plans based on Facts, Ideas,
Learning Needs and Actions Chart (FILA) analysis of the additional
issues identified and confirmed by the community.

1.6 Previous Projects

There are some projects that were done by all our group members before
this:
● MPU 3222 (Foundation of Entrepreneurship Inculturation)
In this course project, we learned how to effectively plan and
implement high-potential projects. This includes determining the
best solution by analyzing market needs, evaluating resource inputs,
and predicting potential returns. We emphasized innovative thinking
and flexibility to stand out in a competitive market. By deeply
studying customer needs, industry trends, and sustainable
development opportunities, we were able to design innovative and
market-oriented solutions. Ultimately, this course not only taught how
to develop successful project plans, but also emphasized the
importance of flexibility and continuous innovation during
implementation.

● EBV 2023 (Health Economics)

 The project in this course offers students the opportunity to explore
the role of a private healthcare business consultant. Through an in-
depth study of healthcare resource allocation, cost-benefit analysis,
and the workings of the health services market, students gain the
necessary knowledge and skills to understand and influence
healthcare decision-making. This role requires not only a deep
understanding of economics and healthcare policy, but also
effective communication and analytical skills to help clients make
informed choices in complex healthcare environments.

● EBV 2103 (Information Economy)

The projects in this course not only gave us a deep understanding of
how to evaluate the costs and benefits of projects, but also taught
us how to be effective business consultants. Being a consultant
requires the ability to identify and analyze client needs and goals, as
well as evaluate the potential benefits and costs of projects. The
theories and tools of information economics provide us with the
economic and management knowledge foundation we need in this
role. From strategic positions to resource allocation, as well as
budgeting and risk management, these course contents provide us
with the ability to provide targeted advice in different industries and
situations.

● EBV 2123 (Recreational Economics)-Bung Bratak

This course highlights the potential of leveraging local culture and
natural resources to promote tourism. Our project is about promoting
Bung Bratak in Kuching, Sarawak. This historic site is not only a great
place for tourists to experience Sarawak’s traditional culture, but
also provides significant benefits to the local economy. By
 promoting Bung Bratak, we can attract more tourists to Sarawak,
increase income sources for local communities, and enhance
people’s awareness and respect for local culture and natural
environment. This will not only help diversify the local economy, but
also provide tourists with a rich and memorable cultural tourism
experience.

● EBM 3213 (Knowledge Management)

In this course project, we learned how to effectively manage and
utilize information resources, especially when exploring the
management system of the Borneo Heritage Museum in Kuching,
Sarawak. The museum is not only a place to display cultural heritage,
but also a rich resource library. Through effective knowledge
management systems, such as digital archive management and
virtual exhibition platforms, the museum is able to protect and
display its precious cultural assets. These systems not only allow
visitors to remotely explore and learn about the rich history of Borneo
culture, but also provide researchers with convenient data
acquisition and analysis tools. Through these management
practices, the museum not only effectively protects cultural
heritage, but also promotes an important platform for community
education and cultural exchange.

● EBE 3183 (Project Planning and Evaluation).

This course focuses on project planning and evaluation, aiming to
train students to design and evaluate projects with implementation
potential. The course content covers the entire process from project
conception to implementation, emphasizing how to maximize
returns with limited resources. Students will learn how to analyze the
 costs and benefits of a project, not only considering the economic
return on investment, but also other actual and potential benefits
brought by the project. The course also includes the methods and
practices of cost-benefit analysis to ensure that the project is only
advanced when the calculated benefits exceed the costs. In
addition, the course also involves how to effectively manage and
meet various business needs, which cover customer expectations,
project success criteria and possible risk factors.

2.0 OUR COMMUNITY

2.1 Community Tourism Business History

Massa Cave was located at Bau, Sarawak which is around 40

minutes from Kota Samarahan. This cave was located in Kg Semadang Bau
Sarawak. The Massa refers to the name of that place which Massa area
which last year, a settlement area for the Bidayuh people, according to
info the area used to be a thick forest area. This cave is one of the
economic resources of the villagers in the area and among their financial
resources are bird nests, bat droppings which are used as plant fertiliser,
and other wild animals. In addition to that, the villagers also benefit from
the flora in the surrounding area which is used as a traditional medicine
which is also sold.

The opening of this cave starts in 2021, or more precisely after the
era of the COVID-19 pandemic. In the previous year, this cave was not
open for public activities except for the villagers in the surrounding area.
However, since the owner of the area found that Massa Cave has the
 potential to contribute new economic resources to be developed, then Mr
Hannas Anak Herani, the person responsible for managing Massa Cave,
decided to promote the cave to the outside community.

Nowadays, Gua Massa still contributes economic products such as

bird nests, bat droppings, and other wild animals and with the knowledge
possessed by Mr. Annas in cooperation with the Sarawak Government, the
Sarawak Department of Agriculture, the Bau District Council, the Center for
Biodiversity and other departments to improve the area with projects such
as agriculture, herbal distillation, documentation of species and plants in
the surrounding area.

2.2 Community Tourism Business Registration Status and Evidence

2.2.1 Not registered to any organisation under the Sarawak Tourism Board
(STB)

According to the information obtained, Gua Massa has not

yet received any formal recognition or endorsement from the Sarawak
Tourism Board (STB) or any other Sarawak tourism organizations. This lack of
official recognition means that Gua Massa is not currently featured in the
official tourism promotions or materials distributed by these bodies. The
cave and its surrounding areas are still in the process of undergoing
evaluations and assessments to meet the criteria required for such
recognition certificates. These assessments likely involve verifying the site's
safety, accessibility, cultural significance, and potential for tourism
development. Recognition from the STB and other tourism organizations is
crucial as it would help to increase the visibility of Gua Massa, attract more
 visitors, and potentially bring in more resources for conservation and
sustainable tourism initiatives. Until such recognition is obtained, efforts to
promote and develop Gua Massa as a tourist destination may face
limitations.

2.3 Community Tourism Business Model

2.3.1 Sustainable Tourism Practices

Implementing sustainable tourism practices involves various strategies

and initiatives for Massa Cave, this include:

1. Visitor Management

Limiting the number of visitors allowed into the massa caves at any
given time helps minimize the environmental impact. These means
the organizers Gua Massa need re-improving the rules for entry into
the cave.

2. Education and Interpretation:

The purpose of these programs is to educate visitors on the value of

sustainability and their part in keeping the cave intact. Educating
tourists in advance about the ecological and cultural value of the
massa cave might be a good place to start. Once at the location,
informed guides may further highlight the value of conservation and
sustainable practices via guided tours. Furthermore, engaging
guests with interactive displays in the visitor center may teach them
about the geology, ecology, and history of the massa cave. tour
 guides need to give a briefing regarding the prohibition of
damaging rocks or damaging any structure inside the massa cave.

3. Infrastructure and Facility Management

This involves constructing visitor centers, restrooms, parking

place and praying room for muslim and other amenities using
sustainable materials and designs that minimize environmental
disruption. Renewable energy sources such as solar power can be
used to reduce electric power around Massa Cave. Water-saving
technologies, such as low-flow toilets and faucets, along with
rainwater harvesting systems, can also be incorporated to conserve
water resources.

2.3.1 Cultural Immersion

Residents around Kg Semandang communicate primarily in local

languages such as Malay, Iban, and Bidayuh, which are widely spoken
in the Sarawak region. Among these, Bidayuh is the predominant
language used in the Mass Cave area. The cultural practices in the
Massa area are heavily influenced by Bidayuh traditions.

Our researchers' observations indicate that the majority of the

population in the Samandang area, particularly in the Massa region,
adhere to Christianity. This community also maintains a strong
connection with nature and their environment. Their lifestyle and
activities are closely tied to the natural resources around them. For
instance, agricultural practices are a significant part of their daily life,
 with cocoa cultivation being a prominent activity. Additionally, bat
hunting becomes especially important during the Gawai Dayak festival,
a harvest celebration, highlighting their traditional practices. Fishing in
the Semadang River is another vital activity that sustains their livelihood
and strengthens their bond with the natural world. This harmonious
relationship with nature is a testament to their enduring traditions and
sustainable way of life.

2.3.2 Economic Benefits for Communities

Figure 2.1 Economic Benefits for Community

a) Bat Excrement as Fertilizer

The use of bat excrement or guano as a fertilizer offers substantial

economic benefits to local communities massa cave. By enhancing
agricultural productivity, reducing costs, and promoting sustainable
practices, bat guano can stimulate economic growth and improve the
 livelihoods of those involved. Additionally, the integration of eco-tourism
and educational initiatives can further diversify and strengthen local
economies, making bat guano a valuable resource for community
development and economic sustainability.

b) Hiking Activity

Hiking activities offer numerous economic benefits to local

communities massa cave. Through tourism revenue, job creation,
infrastructure development, support for local businesses, promotion of
sustainable practices, and enhancement of the health and wellness
industry, hiking significantly boosts local economies. Additionally, the
appeal of living near natural attractions can positively impact the real
estate market and attract new residents, while educational and
research opportunities provide further economic advantages. Overall,
the promotion of hiking and related activities can lead to a vibrant,
diverse, and sustainable economic community.

c) Taang Flower Essential Oil Extraction

The extraction of essential oil from Taang flowers gives major

economic benefits to local populations. Through employment creation in
cultivation and processing, support for local enterprises, export potential,
eco-tourism promotion, and the development of value-added products,
the Taang flower sector can encourage economic growth and
diversification. Additionally, teaching and research possibilities, paired with
sustainable methods, offer long-term benefits for the community and the
environment. Overall, the cultivation and extraction of Taang flower
essential oil can lead to a thriving, resilient, and sustainable economic
community.
 c) Argiculture Such As The Completion

Agricultural competitions bring significant economic benefits to

local areas. By drawing tourists, providing jobs, supporting local companies,
boosting agricultural development, and enhancing community
engagement, these events foster economic growth and diversification. The
educational opportunities and incentives for sustainable behaviors further
assure long-term benefits for the community. Overall, agricultural
competitions serve a significant role in promoting a lively, resilient, and
wealthy local economy

2.3.4 Collaboration and Partnerships with Sarawak Government Ministry

Department.

Figure 3 Department of Agriculture Sarawak

Source: http://surl.li/ttmax
 Figure 4 United Nations Environment Programme

Source: https://tinyurl.com/2rw2f2us
2.4 The Business Organization Structures and Operation

Figure 5 Business Organization Structures and Operation

2.5 The Business Mission, Vision, Goals and Objectives

2.5.1 Mission
 To preserve and promote the natural wonders of Massa cave
ecosystems while providing unforgettable and educational experiences for
visitors, fostering a deeper appreciation for the environment and local
heritage.

2.5.2 Vision

To become a globally recognized leader in cave tourism Sarawak,

renowned for our commitment to conservation, sustainability, and
immersive visitor experiences that inspire to global society.

2.5.3 Goals and Objective

● Preserve and protect cave ecosystems and their inhabitants

through responsible tourism practices, habitat restoration initiatives,
and partnerships with environmental organizations.

● Offer informative guided tours led by knowledgeable guides,

providing visitors with insights into massa cave geology, ecology,
and cultural significance, fostering environmental stewardship and
awareness

● Ensure visitor safety through rigorous safety protocols, regular

maintenance of cave infrastructure, and providing accessible
options for people of all ages and abilities to experience the caves
safely.
 ● Develop and implement effective marketing strategies to raise
awareness of the massa caves as a tourist destination and
targeting both domestic and international audiences while
highlighting the unique features and experiences offered.

● Continuously monitor visitor feedback and satisfaction levels to

improve the quality of visitor experiences while enhance
infrastructure and services and adapt offerings to meet changing
visitor preferences and needs.

2.6 Business past performances

2.6.1 Tourist / Visitors Statistic

After the Movement Control Order (MCO), the economic activities

of Malaysia have been active, especially the tourist sector. In recent years,
Sarawak has seen a significant increase in tourism. according to the data
of MTCP Sarawak, the total of Sarawak visitor arrivals is increasing from
1,199,872 (2020) to 3,929,657 (2023). Gua Massa in Sarawak has gained
popularity due to its distinctive cave formations and eco-tourism offerings.
Specific data for Gua Massa indicates a steady flow of visitors who engage
in activities such as cave exploration and hiking. Tourists are charged
varying fees based on group size, with larger groups benefiting from lower
per-person rates (Suara Sarawak, 2023).

In May this year, Gua Massa visitors were 35 only.

 Table 2.0.1 Price List Gua Massa

Person Price (RM)

1-4 50

5-10 35

10> 30

Non-malaysian (person) Price (RM)

1 80
*Lunch included

2.6.2 Financial Support History

According to Encik Hannas, he has sought financial support from

Pencinta Alam Hiker. However, the organization didn’t respond to his
request. Luckily, the Sarawak Tourism Board responded to his request and
gave strong support to Massa Cave. The Sarawak Tourism Board has
installed panel lights to facilitate the journey of hikers. In the interview,
because of personal reasons, so Encik Hannas did not say about the
amount of financial support. No more than that, he just shared with him who
he begged from and what he got only.

2.7 Tourism Business SWOT Analysis

2.7.1 Strength

Gua Massa is famous for its unique natural attractions, especially its
amazing cave formations that attract adventurous travelers and nature
lovers. These caves are stunning and offer visitors a chance to explore the
underground world. Nearby, the clear and cool waters of Sungai
Semadang provide a perfect spot for activities like trekking and cave
exploring, adding to the overall adventure.

Sarawak's rich cultural heritage adds even more charm to Gua

Massa. The area's local myths and historical significance make it an
interesting place to visit. These stories and traditions fascinate visitors and
make Gua Massa a great destination for people who love history and
archaeology.

The region around Gua Massa is also rich in biodiversity. It has a wide
variety of plants and bat populations, making it a hotspot for ecotourism.
Nature lovers and conservation enthusiasts are drawn to this area, and the
focus on preserving the natural environment supports global trends towards
sustainable tourism. This ensures that Gua Massa remains a beautiful and
protected natural treasure.

In short, Gua Massa combines natural beauty, cultural history, and

ecological importance. Its stunning caves and the nearby Sungai
Semadang provide a fantastic setting for outdoor activities. The cultural
and historical significance of the area adds depth to the visitor experience,
making it not just a place for adventure but also for learning and
appreciation. The commitment to protecting the region's biodiversity and
promoting sustainable tourism makes Gua Massa an appealing destination
for adventurers, history buffs, and nature enthusiasts alike.
2.7.2 Weakness

The weakness of Gua Massa is restricted Infrastructure. Gua Massa's

and the surrounding area's tourism infrastructure is comparatively
undeveloped, which may restrict accessibility and the overall visitor
experience. To increase visitor safety and comfort, transportation and
facility upgrades are required.

In addition, Seasonal Variability is a part of the weakness of Gua

Massa. Gua Massa tourism may be very seasonal, peaking at particular
periods of the year. The viability of nearby enterprises may be impacted by
the erratic cash streams and job possibilities that may result from this.

Finally, Gua Massa has also faced the weakness of Marketing

Limitations. Current marketing techniques for Gua Massa are mostly
traditional and may not efficiently reach a bigger international audience.
Increased digital marketing initiatives are required to draw in a more
international and varied visitor base.

2.7.3 Opportunity

The development of Ecotourism Opportunity of Gua Massa. There is

a great deal of opportunity to create ecotourism initiatives that showcase
Gua Massa's biodiversity and natural beauty. Encouraging eco-friendly
travel can draw eco-aware tourists and develop a specialised industry.

Next opportunity is cultuultural tourism. Gua Massa can provide

distinctive, immersive experiences that set it apart from other destinations
by promoting local culture and tradition, including guided tours led by local
people.
 Not only that, Gua Massa’s opportunity is enhanced Online
Presence. Creating a robust online presence with a well-thought-out
website and frequent participation on social media may greatly increase
travel. Increased foreign traffic and a larger audience may be attained
with the use of digital marketing.

2.7.4 Threats

The threat of the Gua Massa is environmental damage. If

tourist growth is not controlled responsibly, it may result in environmental
damage. To keep Gua Massa appealing, the environment must be
protected.

The next is the global Health Crises. The tourism business is at

risk from events such as the COVID-19 pandemic, which can cause travel
plans to be disrupted and visitor numbers to decline. Pandemics or health
emergencies in the future can have a comparable effect on Gua Massa
tourism.

Lastly, Competition from Other Destinations is a threat of Gua

Massa. Gua Massa is up against competition from other popular tourist
spots in Malaysia and throughout the world. Continuous service and unique
offering enhancement are required to be competitive.

In conclusion, Gua Massa has a lot going for it that may be used to
increase tourist potential, but in order to expand and succeed sustainably,
it must also fix its flaws and be ready for any dangers.

2.8 Survey Forms

2.8.1 Preliminary Survey (observation)

In May 2024, our team made a Preliminary Survey to see the

number of tourists and the revenue in Massa Cave. According to Encik
Hannas to fill out our survey, we got the data, the number of the tourists
was 35 visitors and the revenue was RM 1050.

Figure 6 Preliminary Survey

2.8.2 Post-project survey (site visit and interview)

However, the number of tourists and the revenue in Massa Cave was
increased both in June 2024 . Now, the number of tourists was 50 visitors and
the revenue was RM 1695. This is because our team had presented the
problem and provided the solutions to Encik Hannas through the Sulam
project.
 Figure 7 Post-project survey

3.0 PROBLEM CRAFTING ACTIVITIES

3.1 Introduction to the Group’s Problem Crafting Process

The Massa Cave, nestled in the serene landscape of Kampung

Semadang, has emerged as a prominent attraction, captivating the
interest of hikers and adventurers alike. Located a mere 40-minute drive
from the bustling city of Kuching, its unique allure has garnered attention,
drawing visitors seeking to immerse themselves in its mystique. Traditionally,
the cave remained veiled in obscurity, known mainly to the inhabitants of
Kampung Semadang. However, the landscape changed dramatically a
year ago with the introduction of Massa Cave as a hiking destination by
Hannas Ranip, a trailblazer in his own right. Since then, the cave has
blossomed into a focal point for outdoor enthusiasts, offering an escape
into nature's embrace.

Despite its burgeoning popularity, the journey to Massa Cave

is not without its challenges. Connectivity hurdles plague visitors, with a
 weak signal hindering access to the digital realm. Additionally, the lack of
signage along the route poses a navigational conundrum, obscuring the
path for potential explorers. Moreover, the underwhelming promotion of
the site has left many unaware of its existence, resulting in untapped
potential and missed opportunities for engagement. In light of these
shortcomings, it is imperative to embark on a problem crafting process to
address these issues effectively. By meticulously defining and analyzing the
challenges faced, we can pave the way for transformative solutions that
enhance the accessibility and appeal of Massa Cave. Through
collaborative efforts and strategic planning, we aim to unlock the full
potential of this natural gem, ensuring a seamless and enriching experience
for all who venture forth.

3.2 FILA Charts

3.2.1 Desk Search activity summary descriptions and its FILA chart

We started our investigation of Gua Massa in Padawan utilising a

variety of web resources and social media during our group meeting. We
tried our best, but we had a lot of trouble finding thorough and current
information about the place. We found very little information using the
Google search engine, and much of what we could find was out of date
and not specific. We were surprised to see that Gua Massa lacked an
official website, which made it more difficult for us to obtain centralised,
trustworthy information. However, we discovered that client promoted Gua
Massa mostly on Facebook. Unfortunately, when we go through the client
Facebook page that uses to promote Massa Cave, it shows that the page
did not update all the time and seems like lack of skills in promoting. The
lack of skills in promoting is due to the promoting is lack of creativity in terms
of visual content. This indicates that the overall presentation fails to
captivate or interest the viewer. On the other hand, because of the
information about Gua Massa is limited on the internet, there’s not many
people know about the place whether it is local or non-local. Below, we
provide the FILA for desk search.
FILA DESK SEARCH
Table 3.0.1 FILA Desk Search

Bil Facts Ideas Learning Needs Action

1. Massa Cave ● ● ●

currently does not Limited Recognizi Exploring

have an official availabilit ng a tools that

website, as the y of website's can be

owner is not thorough function used to

familiar with informati in create a

creating one. They on on the strategies website

rely on social location, for digital like

media to promote operatin marketin Google

Massa Cave. g hours, g, as well site, KIV

admission as the to
costs, significan provide
and ce of the
other websites informati
relevant for online on about
factors. exposure, the place
● The local brand and how
authoritie promotio the
s may not n, and business
fully engage operation
recogniz ment .
e the with
benefits users.
of having ● Learn
an official more
website about
for the content
destinatio marketin
n. g
strategies
and
techniqu
es to
create
high-
quality
website
and
engaging
content
that
attracts
visitors.
2. The information ● ● ●

about the Massa The Understa Produce

Cave is limited and place is nding the printed

outdated. not importan materials

widely ce of such as
known or accurate pamphle
promote and up- ts or
d, to-date posters
resulting informati about
in a lack on for the
of promotin place.
attention g
from destinatio
tourism- ns and
related facilitatin
business. g visitor
● The area experien
may ces.
have ● Developi
limited ng
access to problem-
the solving
internet, skills in
making it order to
challengi identify
ng to the
update underlyin
online g reasons
platforms of limited
or and
maintain outdated
digital informati
informati on and
on provide
sources. practical
ways for
addressin
g them.
3. Because of limited ● ● ●

information The Understa Create

provided about clients nding various

Massa Cave, only use various social

there’s not many one marketin media

people know social g such as

about the place media platforms Instagra

whether it is local which is available m or

or non-local Faceboo for Tiktok to

people. k to promotin promote

promote g the
the destinatio place.
place. ns,
● Hard to including
get more online
informati and
on about offline
the place methods.
because
the
clients
rarely
update.
● The client
is lack of
promotio
nal
creativity.
4. While doing the ● ● ●

research about The client Understa Do

Massa Cave, we rarely nding research

found that the posts basic on the

community is lack updates marketin internet

of creativity in about g regarding

terms of marketing the place strategies marketin

the places. on social such as g

media. identifyin strategies
● The g target .
promotio markets ● Suggest
nal and the
method impleme communi
seems nting ty to
lack promotio attends
creativity. nal the class
● The client initiatives. or
not ● Identify webinar
exposure marketin related to
with the g the
knowled obstacles marketin
ge or and g such as
marketin come up class on
g plan with how to
required creative do the
for solutions marketin
effectivel that are
 y specific g more
advertisin to the strategic.
g the area.
place.

3.2.2 Observation activity summary descriptions and its FILA chart

In order to determine which place would be best for our work,

our group made observations in Assum Waterfall, Rafflesia and Recreation
(Begu Village), and Massa Cave, all in Padawan. In order to obtain first-
hand knowledge, we do research on Assum Waterfall. Our group choose
this place because of the price is affordable, the place does not have
bamboo because one of our team members has allergy to it, the place
has a lot of attractive area and lastly due to the place is not yet well-known,
so we decided to make the place to get more attractions. Next place we
choose is Rafflesia and Recreation at Kampung Begu. After doing research
about the place, we visited the locations and spoke with the residents.
 Kampung Begu, well-known for its Rafflesia flowers and other attractions. As
soon as we got there, we tried to get information from the village chief and
the locals. Our observations highlighted some important findings, such as
the dearth of current information, the existence of several attractions, and
the absence of tour guide services. Next place we go is Massa Cave which
we find little and out-of-date information online, so we decided to go to
the place. When we got there, the poor signal strength caused us to
experience connectivity problems that prevented us from using the
internet. It was also difficult to find the location because there was no
signage. We noticed, as Muslims, that the mosque is far from the location,
which can be uncomfortable for visitors. These findings emphasised how
better infrastructure and information sharing are required to improve the
tourist experience. Similar issues that we identified during our evaluation of
Assum Waterfall included the lack of an official website and a shortage of
current information. Notwithstanding these advantages, the site's potential
as a tourism destination cannot be fully realised due to the absence of
thorough information. Our observation activity gave us insightful
knowledge about the advantages and disadvantages of each location.

ASSUM WATERFALL
Table 3.0.2 FILA Observation Assum Waterfall

Bil. Facts Idea Learning Needs Action

1 While doing the ● ● ●

observation about Do they Learn Collect

the place, we found need any how to all the
that there is no assistance build a data
official website of with websit about
Assum Waterfall. creating e full Kampu
websites? of ng
● Are they inform Assume
expertise in ation and
promote so that bring all
their tourist it the
area? beco informa
mes tion
the into the
main website
refere that will
nce be
for built.
tourists
2 During our ● ● ●

observation to the Is the path Learn We

place, we found strong a safe must
that a path built to enough to way to employ
cross the creek is support the go the
using bamboo. weight of throug techniq
pedestrian? h the ues
● How were path taught
safety made by
considerati of guides
ons bamb or
addressed oo. professi
to ensure ● Learn onals
the path is how to when
secure for balan crossin
pedestrians ce g the
crossing the your bambo
creek? body o path
becau for a
se the safer
path is and
narrow more
. secure
passag
e over
the
creek.
3 Assum Waterfall has ● ● ●

a lot of attractions What Learn Explore

that will attract attractions to the
people to go to the are offered appre diverse
place. at Assum ciate attracti
Waterfall? and ons
● Is the place respec mindfull
safe to t the y,
visit? beaut taking
y of time to
nature observ
. e and
appreci
ate the
beauty
of the
environ
ment.

4 It does not have a ● ● ●

lot of updated Do they Learn Provide

information need to posters
available. assistance share and
with inform brochur
accessing ation es.
the internet in
to update traditio
information nal
? ways
such
 ● Do they as
have the handin
necessary g out
gadgets to leaflets
update or
information puttin
? g up
posters
.

Rafflesia and Rekreasi Kg Begu

Table 3.0.3 FILA Observation Rafflesia and Rekreasi Kg Begu

Bil. Facts Idea Learning Needs Action

1 Lack of updated ● ● ●

information. Do they Learn to Provide

not have share posters
an internet informati and
network to on in brochure
update tradition s
informatio al ways
n? such as
● Do they handing
have the out
necessary leaflets
gadgets to or
 update putting
informatio up
n? poster

2 Have a lot of ● ● ●

attraction How to visit Learn to Get

the place? appreci friendly
● Who ate the with the
should we environ local
ask to visit ment. communi
interesting ● learn to ty to
places in commu explore
Kampung nicate more
Begu with the interestin
local g places
commu in
nity so Kampun
we g Begu.
know
who we
should
ask to
visit
interestin
g places
 in
Kampun
g Begu

3. Lack of tour guide ● ● ●

service Is the cost Explorin Create

of hiring g self-
the tour alternati guided
guide ve tour
high? methods materials,
● Are there for such as
interactive accessin maps,
maps of g brochure
informatio informati s, or
nal on digital
signage about guides,
available attractio detailing
at key ns in the key
points of absence attractio
interest to of tour ns,
aid visitors guides. historical
 in self- facts,
guided and
exploratio points of
n? interest.

Massa Cave
Table 3.0.4 FILA observation for Gua Massa

No. Fact Ideas Learning Needs Action

1. During the ● ● ●

observation to Massa Are they know Learn Tried

Cave, we found that how to use how to voluntee
there is no official website create ring to
website. platform to a help the
promote the website villagers
place? that is to
dense create
with an
informa official
tion, as website
well as for the
convey tourist
 informa destinati
tion on in the
creativ village
ely to of
be Semada
able to ng,
attract especiall
the y Gua
interest Massa.
of
tourists.

2. The information that ● ● ●

we found on the Do they need Learn Visit the

internet is outdated help with on how place
and not specific such updating researc and
as the information information on h and observe
about operation existing informa about
business, the day for platforms? tion the
the place available ● How can they literacy place so
and so on. ensure that skills to that can
visitors have discern get the
access to credibl experien
accurate and e ce.
up-to-date sources ● Tag Gua
information and Massa
about the verify on the
place they are the video or
exploring? accura picture
cy of taken in
 informa social
tion media
about so that
the people
place. will know
the
place.

3. The mosque is far ● ● ●

from the place which Are most of the Learn Find an

make it hard for residents of to pray open
Muslim people to Kampung in an place
perfom Salah. Semadang open that is
non-Muslim? area clean
becaus and
e pray as
prayer usual.
can be ● Suggest
perfor the
med commu
anywh nity to
ere. provide
● Learn small
how to room or
see the small
 Qibla house
directio for
n using Muslim
a people
compa to
ss or perform
smart salah.
phone.

4. Due to the lack of ● ● Find out

internet coverage at Does the Learn how and
Massa Cave area, developer not how to the process
the connection at want to live to apply for
the place is weak. provide an without a grant
internet the use strong
substation? of the network on
● Are residents’ internet the
villages do not . telecommu
care about the ● Explore nications
internet and do ways to website.
not use the provide
internet in their or to
daily lives? get
strong
conne
ctivity
 in the
area.

3.2.3 Site Visit activity summary descriptions and its FILA chart

Following our group's majority choice to focus on Massa Cave for our project, we
began intensive research to learn more about the location. Our inquiries led us to
a Facebook page dedicated to Massa Cave, where we were able to gather
contact information for the person in charge of the website. With this important
contact information in hand, one of our group members began communicating
with the designated contact person. After making contact and obtaining the
required approvals, our group immediately arranged a site visit to Massa Cave.
On May 1, 2024, we set out to visit the location, hoping to learn about its products
firsthand and gather useful ideas for our project. During our site visit, we had the
opportunity to participate in a caving activity supervised by an experienced tour
guide, Encik Hannas anak Ranip. Under his supervision, we explored Gua Massa's
intricate pathways and enchanting chambers, immersing ourselves in its natural
beauty and rich geological characteristics. This holistic encounter provided us with
personal understanding of the site's geography, geological formations, and
biological value. Furthermore, our engagement with Encik Hannas provided us
with significant insights into the cultural and historical background around Massa
Cave, which enriched our knowledge of its importance to the local community
and the larger area. Our site visit proved to be a watershed event in our project's
development, giving us to see the beauty and promise of Gua Massa firsthand.
Armed with fresh insights and experiences, we are encouraged to focus our efforts
on establishing programmes that will not only highlight Gua Massa's unique
offerings, but also contribute to its long-term preservation and promotion for future
generations to enjoy.

FILA SITE VISITS GUA MASSA

Table 3.5 FILA Site Visit Massa Cave

Facts Ideas Learning Needs Action

• When we • Could it be that • Discover the • Ask organizer
visited Massa mass cave essential to seek
Cave, we operators do information that support tourism
found that not consider should be from
there is no counter tickets available at the associations or
ticket important? ticket counter, organizations
counters or • Might there be including • Suggested
information financial operating them to
booth constraints hours, tour Implement
available in preventing guide contact digital
Massa Cave. mass cave numbers, entry ticketing
operators from packages, tour systems from
building ticket guide experts.
counters? packages, and
a tourist
information
 record book,
among other
details.

• While we • Their adept • Discussing the • Suggested

were on our ability to initiate lack of them to seek
way to signage. entrance signs support tourism
Massa Cave, • The responsible in to cave from
we had a party for the setting can associations or
hard time signage. raise awareness organizations
finding the • The cost to about the need • Determine the
exact make signages. to preserve budget
coordinates natural required for
of Massa environments. the additional
Cave installation, for
because entrance
absence of signage
entrance
signs to
Massa Cave.
• During the • The • Find out the • Analysis of the
site visit considerations materials main materials
session to need to be needed to to build a
Massa Cave, considered to make a parking parking area.
we found provide parking area. • Survey the
that parking space. • Find out the price of the
areas are • The cost of price of necessary
limited. expanding the materials materials from
parking space. needed to various stores
 build a parking and compare
area. the prices.

• Throughout • Are the majority • Learn how to • Inquire with

the journey of Kampung fulfil your the Kampung
to Gua Semadang obligations as a Semadang
Massa, we residents non- Muslim in the community
found many Muslim? absence of about the
churches but mosque. mosque
only a few situated in
mosques, Kampung
and at the Semadang.
same time,
the locations
of the
mosques
were quite
far from Gua
Massa.
• While we • Could you • Review the • Prepare a
were in the please explain process for booklet
Kampung why internet applying for detailing the
Semadang service has not internet process of
area, we been substations in applying for an
noticed that developed in responsible internet
the internet the Kg bodies. substation. The
booklet should
 service was Semadang • Study the things include
quite limited. area? that need to be information on
• Are there prepared to the
particular apply for an appropriate
challenges in internet authorities to
building an substation submit the
internet application to,
substation in this as well as the
region? required
documents.

• When we • Will the owner • Learn the safety • Develop and

checked in to of Massa Cave aspect of implement
explore be responsible if entering the safety
Massa Cave, there is any cave. protocols that
we kindly minor or serious • Learn about the mandate the
noted that injury to tourists? basic use of safety
safety • Is the trip to preparations for equipment for
equipment explore Massa entering the all cave
such as Cave safe cave. explorations to
helmets, boat enough to enter • Analyze the risk mitigate risks
shoes, and without safety of injury that will and ensure
gloves were equipment? occur if visitor safety.
not provided exploring Massa • Engage with
to us. Cave without the organizers
 safety to improve the
equipment Safety
Guidelines.
• When we • Are they not • Informing Mr
• Learn to
gathered to aware of the Hanas about
consider all
listen to a risks when the
aspects of
briefing from entering the importance of
safety and risk
Mr. Hanas Cave? providing a first
of injury to
before • Are they not aid kit.
reduce the risk.
entering exposed to the • Provide a price
• Getting new
Massa Cave, risks while list of first aid
information
we noticed exploring the kits from a
about
that first aid cave? variety of
traditional plant
kit was not stores whether
that useful for
provided by you buy them
emergency
Mr. Hanas. physically or
cases
online.

3.2.4 Interview activity summary descriptions and its FILA chart

Following our insightful site visit to Gua Massa, our group recognized the
importance of gathering perspectives from individuals deeply connected to the
site's preservation and promotion. With this in mind, we decided to conduct an
interview with Encik Hannas, a dedicated local resident actively involved in the
conservation efforts of Gua Massa. After coordinating with Encik Hannas to set a
suitable date and time for the interview, we met him at his residence on May 3,
2024, at 10:00 a.m. We were grateful for his willingness to share his insights and
experiences with us. During the interview session, we engaged Encik Hannas in a
discussion covering various topics related to his role in preserving Gua Massa and
his personal connection to the site. We posed questions aimed at understanding
his motivations, challenges faced, and vision for the future of Gua Massa. His
responses provided valuable insights into the cultural, environmental, and socio-
economic significance of the site, further enriching our understanding of its
importance to the local community. Following the interview, Encik Hannas
generously offered to give us a tour of his property, providing us with a glimpse
into the diverse agricultural practices and sustainable initiatives undertaken by the
local community. We had the opportunity to explore his fruit orchard, which
included cocoa, coffee, pepper, and other crops, and learn about the intricacies
of cocoa processing. Additionally, he showcased his fishpond, highlighting the
holistic approach to livelihood and environmental conservation practiced by
residents in the area. Encik Hannas' hospitality and willingness to share his
knowledge left a lasting impression on our group, reinforcing our commitment to
developing initiatives that honor and support the conservation efforts of
individuals like him. His insights will serve as a valuable guide as we continue to
work towards promoting and preserving the cultural and natural heritage of Gua
Massa for future generations.

Fila For Interview

Table 3.6 FILA Interview

Learning
Facts Idea Action
Needs
 • Find out which
tools can be
used to create
• During the
a webpage.
interview with
• Comparing
Mr. Hanas, he
• Learn how to which tools
mentioned
create a are easier or
that Massa • Is it because of
webpage user-friendly in
Cave needs the internet
• Learn the preparing a
an official problem in
appropriate webpage.
website to Kampung
way of writing • Looking for an
make Semadang
to be used in interesting
information that Mr. Hanas
writing to design to
easily does not have
convey create a
accessible to the
information on webpage.
tourists. opportunity to
a webpage. • Offers official
However, he explore the
• Learn how to website
also admitted tools available
make a created
that he lacks to create a
webpage look services for
the webpage?
more Gua Massa.
technology
interesting. • Provide a
use skills to
booklet on
create
how to
webpage.
manage
webpages for
future use.
• During the • Learn how to • Find out which
• Is English a
interview excel in apps can be
difficult
session with Mr English. used to
 Hanas, he language to translate
stated that he learn? English.
accepts • Is it because • List all
tourists from the English applications
abroad, language is found to
however, it is less used in the translate
difficult for him Kampung English and list
to speak Semadang their
English fluently area that Mr advantages
and it is Hanas is less and
difficult to proficient in disadvantages
understand the use of the .
what the English • Prepare a
tourists are language? booklet to list
trying to say. all types of
applications
and how to
use the
applications.
• During the • Is the profit • Where are the
• Find
interview, Mr. from the sources for
information on
Hanas also Massa Cave obtaining
which
mentioned entrance fee funds for the
agencies are
that Massa not able to catering
involved in
Cave lacks cover the cost sector?
making fund
essential of providing • What
applications
equipment, facilities such documents
for the tourism
such as as ladders and need to be
sector
ladders and ropes? prepared to
 ropes, which • Did En Hanas apply for funds • Find out what
would make it does not try to for the tourism the procedure
easier for apply for funds sector? is to go
tourists to from through to
explore the government make a fund
Cave. He agencies, application.
explained that especially in • volunteer to
the high cost the tourism make a
of these items, sector? portfolio to
combined apply for funds
with limited from the
funds, government
prevents him sector
from providing
these
necessary
facilities*
• During the • Find out the
interview importance of • learn to
session with • Is tourist flora and respect
Mr. Hanas, he attitude fauna to the people's
stated that difficult to local territory.
tourists like to control? community? • follow the
pick plants • Are tourists not • find out the use instructions of
that are exposed to the or function of the tour guide.
outside the ban in the flora and • learn to
Massa Cave cave? fauna on the discipline
area. This ecosystem and yourself
habit will other things
 destroy the
flora and
fauna outside
the Massa
Cave area.
• During the
interview, Mr.
Hanas
expressed his • Will the
desire to make uniqueness of
Massa Cave a Gua Massa be
must-visit affected if
destination for there is a • what needs to
tourists in development be done to
• Promote Massa
Kuching, project? make Gua
Cave to tourists
Sarawak. He Will making Massa a
so that it
hopes this will Gua Massa mandatory
becomes the
protect the a tourist destination if
main tourist
Massa Cave destination visiting
destination in
area from save Gua Sarawak
Sarawak.
being Massa from
disturbed or being
destroyed by involved in
developers developme
seeking to nt projects?
advance
Kampung
Semadang.
3.3 Problem Identification
In our efforts to develop meaningful initiatives and activities that benefit
both industry and the community, our group has taken on the challenge of solving
Gua Massa (Padawan) requirements. Gua Massa, located in the green
surroundings of Padawan, is not only historically significant but also acts as a
critical nexus for the local community. However, hurdles and barriers exist behind
its peaceful appearance, impeding its full potential. As the vital function of
problem identification, our goal is to go deeply into these issues, identify their
underlying causes, and open the door for effective solutions that improve Gua
Massa. Below is the problem that we identified.

3.3.1 No official website about the place

Massa Cave does not have an official website, which makes it difficult for
people to learn more about the place. Visitors find it challenging to obtain basic
information about the establishment, such its operation hours, admission costs,
and historical background, due to the lack of a centralised internet platform.
Therefore, potential tourists could run into difficulties when organising their
vacation and learning everything there is to know about the importance and
attractions of Massa Cave.

3.3.2 Lack of information and outdated information

The availability of information about Massa Cave is severely limited,
hampering efforts to obtain comprehensive details about the site. Furthermore,
existing information is often outdated, complicating visitors' attempts to gain
accurate insights into the attraction. The individual responsible for overseeing Gua
Massa, the head tour guide, relies solely on Facebook as a promotional platform
for the site. Unfortunately, this approach lacks consistency, as there is minimal
sharing or updating of relevant information. Compounding the issue, there is a
notable absence of brochures or pamphlets providing tourism-related details for
the area, further impeding visitors' ability to access essential information prior to
their visit.

3.3.3 Lack of essential facilities and infrastructure

The absence of essential facilities and infrastructure in Massa Cave poses
significant challenges for visitors. One notable shortfall is the lack of a mosque
within the vicinity, making it difficult for Muslim individuals to observe their daily
prayers conveniently. Accessing a mosque requires traveling to another village,
which entails a considerable time consuming. Similarly, the distance to the nearest
hospital is substantial, raising concerns about emergency medical assistance for
visitors in need. Additionally, inadequate parking facilities exacerbate logistical
issues for those traveling by private vehicle. Furthermore, the absence of ticket
counters or information booths hinders visitors' ability to obtain necessary
guidance or address inquiries effectively. These deficiencies collectively
contribute to a less than optimal visitor experience, highlighting the need for
improved infrastructure and amenities at Massa Cave.

3.3.4 Safety Concerns and Lack of Equipment Provision for Caving Expeditions
The tour guide service at Massa Cave fails to provide essential safety
equipment for caving expeditions, placing the responsibility on visitors to procure
their own gear, including torchlights. This omission significantly heightens the risk for
travellers, who may either forget to bring necessary equipment or lack access to
it, potentially resulting in the cancellation of planned excursions due to safety
concerns. The absence of readily available safety gear not only compromises the
safety of visitors but also acts as a deterrent for those considering engaging in
caving activities, thereby limiting their exploration of the site's natural wonders.
Furthermore, the lack of a provided first aid kit further exacerbates safety concerns
for visitors.
3.3.5 Language barriers
The language barrier presents a significant challenge at Massa Cave, as
the tour guides may not be fully fluent in English. This limitation hinders effective
communication with travellers from other countries, potentially leading to
misunderstandings and difficulties in conveying important information about the
site's history, significance, and safety guidelines.

3.3.6 Funds and capital are not sufficient.

The tour guides at Massa Cave rely solely on funding from voluntary clubs
for hiking activities, resulting in insufficient capital for maintaining and improving
the site. Therefore, essential facilities within the cave, such as stairs, are not
provided due to financial constraints. The high cost associated with installing stairs
and acquiring other necessary caving equipment further exacerbates the
situation, limiting the overall quality of the visitor experience and safety measures
within the cave.

3.4 Data and information Analysis on the problem.

3.4.1 No official website about the place

Massa Cave does not have an official website, which makes it difficult
for people to learn more about the place. Visitors find it challenging to
obtain basic information about the establishment, such its operation hours,
admission costs, and historical background, due to the lack of a centralized
internet platform. Therefore, potential tourists could run into difficulties when
organizing their vacation and learning everything there is to know about
the importance and attractions of Massa Cave.
3.4.2 Lack of information and outdated information

The availability of information about Massa Cave is severely limited,

hampering efforts to obtain comprehensive details about the site.
Furthermore, existing information is often outdated, complicating visitors'
attempts to gain accurate insights into the attraction. The individual
responsible for overseeing Gua Massa, the head tour guide, relies solely on
Facebook as a promotional platform for the site. Unfortunately, this
approach lacks consistency, as there is minimal sharing or updating of
relevant information. Compounding the issue, there is a notable absence
of brochures or pamphlets providing tourism-related details for the area,
further impeding visitors' ability to access essential information prior to their
visit.

3.4.3 Lack of essential facilities and infrastructure.

The absence of essential facilities and infrastructure in Massa Cave poses

significant challenges for visitors. One notable shortfall is the lack of a
mosque within the vicinity, making it difficult for Muslim individuals to
observe their daily prayers conveniently. Accessing a mosque requires
traveling to another village, which entails a considerable time consuming.
Similarly, the distance to the nearest hospital is substantial, raising concerns
about emergency medical assistance for visitors in need. Additionally,
inadequate parking facilities exacerbate logistical issues for those traveling
by private vehicle. Furthermore, the absence of ticket counters or
information booths hinders visitors' ability to obtain necessary guidance or
address inquiries effectively. These deficiencies collectively contribute to a
less-than-optimal visitor experience, highlighting the need for improved
infrastructure and amenities at Massa Cave
3.4.4 Lack of internet connectivity

The area surrounding Gua Massa suffers from poor internet connectivity,
posing challenges for visitors seeking directions to the destination. With
limited access to online maps and navigation tools, travelers may
encounter difficulties in locating and navigating to the site, leading to
potential frustration and delays in reaching their destination.

3.4.5 Absence of some signage

The signage is not provided along the way to Gua Massa, making it
harder to get to the right place. If the internet signal at the place is not
stable it will make it more difficult for travelers to arrive at the place at the
right time.

3.4.6 Safety Concerns and Lack of Equipment Provision for Caving Expeditions

The tour guide service at Gua Massa fails to provide essential safety
equipment for caving expeditions, placing the responsibility on visitors to
procure their own equipment, including torchlights. This omission
significantly heightens the risk for travelers, who may either forget to bring
necessary equipment or lack access to it, potentially resulting in the
cancellation of planned excursions due to safety concerns. The absence
of readily available safety gear not only compromises the safety of visitors
but also acts as a deterrent for those considering engaging in caving
activities, thereby limiting their exploration of the site's natural wonders.
Furthermore, the lack of a provided first aid kit further exacerbates safety
concerns for visitors.

3.4.6 Language barriers

The language barrier presents a significant challenge at Gua Massa,

as the tour guides may not be fully fluent in English. This limitation hinders
 effective communication with travelers from other countries, potentially
leading to misunderstandings and difficulties in conveying important
information about the site's history, significance, and safety guidelines.

3.4.7 Funds and capital are not sufficient.

The tour guides at Gua Massa rely solely on funding from voluntary
clubs for hiking activities, resulting in insufficient capital for maintaining
and improving the site. As a consequence, essential facilities within the
cave, such as stairs, are not provided due to financial constraints. The
high cost associated with installing stairs and acquiring other necessary
caving equipment further exacerbates the situation, limiting the overall
quality of the visitor experience and safety measures within the cave.

3.5 Brainstorm potential solutions or strategies

3.5.1 Recommend website development to local authorities and encourage

the organizer of a Massa Cave using a marketing through social media.

Building a website for Massa Cave offers many benefits. It will increase
visibility, making it easier for tourists to find information and plan their visits. The
website will serve as a central hub for all necessary information, including the
cave's history, visitor guidelines, tour schedules, and safety information. This can
help boost tourism and, in turn, benefit the local economy. The website can
also engage the community by featuring local events, educational programs,
and collaboration opportunities for local businesses.
Building a community on social media involves encouraging visitors to share
their experiences and interact with posts. Collaborating with travel bloggers
and local influencers can help reach a wider audience. Encouraging visitors
 to share their photos and stories with specific hashtags can create a sense of
connection and ownership.

3.5.2 Implement Sustainable Practices to minimize the cost of maintenance in

Massa Cave.

To ensure that infrastructure development at Massa Cave is

sustainable and environmentally friendly, it is important to adopt
practices that minimize the ecological footprint and preserve the site's
natural beauty.

Using eco-friendly materials involves picking for sustainable building

materials that are reusable, recyclable, and have a low environmental effect
just like Bamboo, that can use for ladder into a cave, using a traditional herbs
and so on.

By following these sustainable practices, the infrastructure growth at Massa

Cave can greatly lower its environmental effect. This method protects the site's
natural beauty and biological purity for future generations while improving the
tourist experience by supporting a clean, green, and sustainable location

3.5.3 Collaborate with local telecommunications companies and

government bodies to improve internet infrastructure.

Work with telecom companies to expand network coverage to rural and

underserved regions such as Massa Cave. This might include the construction
of additional cellowers or the upgrading of current infrastructure to enable
increased capacity and dependability. Engaging with government agencies
for financing and assistance may also help to speed up infrastructure projects.
Consider public-private partnerships (PPPs), which include private corporations
investing in infrastructure development in return for incentives or future income
sharing.

3.5.4 Provide multilingual informational materials and also hire Multilingual

Staff and Training

Create brochures, maps, guides, and instructional signage in a variety of

languages, including English, Chinese, Japanese, Korean, and others as
required. Ensure that all critical visitor information, such as directions, safety
instructions, and site information, is provided in various languages. Digital
copies of these documents may also be made accessible on the official
website and downloaded by tourists.

Recruit employees that are proficient in many languages, especially those

widely spoken by visitors. Provide language training programs to current
employees to assist them learn basic conversational skills in essential
languages. This may greatly enhance communication and service quality for
foreign guests.

3.5.5 Develop a detailed infrastructure improvement plan

Clear and informative signage is another important aspect of the

infrastructure upgrade strategy. Signage should be put at all significant
areas, such as entrances, exits, and walkway crossings, with big, clearly
visible fonts and translations in many languages often used by visitors. The
material should include clear instructions, safety precautions, and
educational information on the site's history, geology, and ecology.
Information boards should be situated at key sites of attraction and
entrances, constructed of weather-resistant materials, and simple to read
 and comprehend. These boards should feature maps, historical and
cultural information, and interpretative material to improve the tourist
experience.

4.0 IDEA DEVELOPMENT ACTIVITIES

4.1 Options Evaluation

Based on the problems that have been listed in 3.0 Problem Crafting Activities
we will highlight the problems that are focused on by Mr Hanas Himself and not
from our evaluation based on desk search analysis or the opinions of tourists who
come to Massa Cave. In this section, which is 4.1 Option Evaluation, the following
problems will be listed.

4.1.1 During the interview with Mr. Hanas, he mentioned that Massa Cave
needs an official website to make information easily accessible to tourists.
However, he also admitted that he lacks the technology use skills to create
webpage.

To address this problem, we researched and identified several tools

that can be used to create a website. The tools we evaluated include
Google Sites, Canva, and Wix. After testing each one, we found that
creating a webpage using Canva best meets our standards and
preferences while being user-friendly. Wix, although feature-rich, has a
design interface that is too complex for beginners. On the other hand,
Google Sites lacks the ability to easily incorporate videos and tends to be
less engaging. Based on our analysis, we recommend using Canva for
developing a webpage for Mr. Hanas' business and offer our services to
assist in its creation.
4.1.2 Through the interview with the tour guide, Encik Hanas, stated that he
does not have enough knowledge about the marketing strategy. Apart
from that, he does not have sufficient knowledge on how to manage his
social media which is Facebook for business purposes.

To address this issue, we explored the process of creating a business

Facebook page to effectively market and advertise Massa Cave to both
local and international tourists. We also investigated the costs associated
with maintaining a business Facebook page over a certain period. During
our research, we discovered that Mr. Hanas already has a business
Facebook page but prefers to upload all photos of his activities on his
personal Facebook account. This is due to his unfamiliarity with using the
business page features. Considering this, we provided Mr. Hanas with two
options: either to utilize and manage the existing business Facebook page
or to create a new one.

4.1.3 During the interview session with Mr Hanas, he stated that he

accepts tourists from abroad, however, it is difficult for him to speak
English fluently and it is difficult to understand what the tourists are
trying to say.

To address this issue, we recommend that Mr. Hanas join an

English class at UNIMAS, either in-person or online. However, Mr.
Hanas mentioned that he does not have time to attend classes due
to his work commitments. As an alternative, we suggested using a
translation application. To assist him, we have prepared a booklet
 that lists various translation apps available on the Play Store, along
with their advantages and disadvantages.

4.1.4 During the interview, Mr. Hanas also mentioned that Massa Cave
lacks essential equipment, such as ladders and ropes, which would
make it easier for tourists to explore the Cave. He explained that the
high cost of these items, combined with limited funds, prevents him
from providing these necessary facilities.

Due to the substantial funding required, we identified

government and private agencies that provide financial support to
business operators and the tourism sector. We also researched the
requirements for obtaining these funds. Our internet search revealed
that the application process necessitates the preparation of a
business porposal and several important documents. To assist Mr.
Hanas, we have prepared a comprehensive business portfolio to
support his fund application.

4.2 Solution Selection and Justification

4.2.1 Create Website

Creating a business website for the tourism sector, specifically

for promoting Massa Cave, aligns well with several Sustainable
Development Goals (SDGs). By increasing the visibility and
accessibility of Massa Cave through a dedicated website, more
tourists are likely to visit, which can boost the local economy by
creating jobs and supporting local businesses such as restaurants,
hotels, and shops. This aligns with SDG 8, promoting decent work and
economic growth (Rai et al., 2019). Additionally, a well-maintained
website can lead to higher revenue for Mr. Hanas' business by
attracting more visitors and facilitating easier bookings and inquiries.
From an innovation perspective, developing an informative
and user-friendly website leverages technology to enhance the
tourist experience and streamline operations. The website can also
serve as a platform for promoting local infrastructure, such as new
roads or facilities that enhance the overall tourist experience at
Massa Cave. Furthermore, by highlighting the cultural and historical
significance of Massa Cave, the website promotes cultural
preservation and appreciation, contributing to SDG 11, which
focuses on sustainable cities and communities (Koch and
Krellenberg, 2018).
Providing clear information about visiting responsibly, such as
conservation efforts and rules for protecting the cave, encourages
sustainable tourism practices. Finally, the website can serve as a hub
for partnerships with other tourism operators, local businesses, and
government bodies, fostering collaboration for sustainable tourism
development in line with SDG 17, which emphasizes partnerships for
the goals. By investing in a robust online presence for Massa Cave,
Mr (Castillo-Villar, 2020). Hanas not only enhances his business
prospects but also contributes to the broader objectives of
sustainable development, benefiting the local community and the
environment.
4.2.2 Marketing Strategy.

By leveraging Facebook, Mr. Hanas can reach a broader audience,

attracting more tourists to Massa Cave and thereby boosting local tourism
and generating economic growth. This increased visibility can lead to a
higher number of visitors, creating job opportunities in the local community
and supporting various businesses such as restaurants, hotels, and souvenir
shops, aligning with SDG 8 which is Decent Work and Economic Growth
(Stoian et al., 2019).
Promoting Massa Cave through Facebook also raises awareness
about the cultural and historical significance of the site, encouraging
tourists to visit and appreciate its unique features. This contributes to the
preservation of local heritage and culture, fostering a sense of community
pride. Additionally, by providing information on sustainable tourism
practices and responsible behavior, Mr. Hanas can promote
environmentally friendly tourism, helping to maintain the integrity of the site
and its surroundings, which supports SDG 11 which is Sustainable Cities and
Communities (Vaidya and Chatterji, 2020).
Furthermore, Facebook serves as a platform for building partnerships
and collaborations with other tourism operators, local businesses, and
government bodies. By sharing information and working together,
stakeholders can develop coordinated efforts to enhance the tourism
experience and promote sustainable development. This collaborative
approach can lead to more effective marketing strategies, resource
sharing, and joint initiatives that benefit the entire community, aligning with
SDG 17 which is Partnerships for the Goals (Franco and Abe, 2020). In
summary, by utilizing Facebook for advertising Massa Cave, Mr. Hanas not
only enhances his business visibility and growth but also contributes to the
economic development of the local community, promotes cultural
 preservation and sustainable tourism, and fosters partnerships for
sustainable development.

4.2.3 Translation Application

By utilizing translation application, Mr. Hanas can overcome

language barriers efficiently, enhancing the overall tourist experience.
Effective communication can lead to higher satisfaction among visitors,
resulting in more positive reviews and recommendations. This increased
customer satisfaction can attract more tourists to Massa Cave, boosting
local tourism and contributing to economic growth.
Moreover, by providing excellent customer service through seamless
communication, Mr. Hanas can differentiate his business from competitors,
leading to increased business opportunities. The influx of tourists can create
additional jobs in the local community, supporting various businesses such
as restaurants, hotels, and shops. This growth in tourism and related sectors
can stimulate the local economy, creating a positive cycle of
development and prosperity.
In essence, using a translation application enables Mr. Hanas to
provide better service, attract more tourists, and foster economic
development in his community. This aligns perfectly with the goals of SDG
8, which aims to promote sustained, inclusive, and sustainable economic
growth, full and productive employment, and decent work for all.

4.2.4 Fund application

When we went to visit Massa Cave for the umpteenth time, we met
Mr. Hanas. He mentioned that he was applying for funds to provide facilities
such as ladders and ropes at YB Datuk Willie Anak Mongin. Mr. Hanas
expressed his satisfaction because we had prepared a business proposal
 format, which is crucial for making a fund application. This indirectly helped
Mr. Hanas launch the fund application process successfully.
This initiative aligns with both SDG 8 and SDG 11. By applying for
funds to improve the facilities at Massa Cave, Mr. Hanas is contributing to
the local economy and creating job opportunities (Valiyev, 2020). The
installation of ladders and ropes will make the cave more accessible to
tourists, potentially increasing visitor numbers. This boost in tourism can lead
to economic growth and the creation of decent work opportunities in the
local community, supporting businesses such as guides, accommodation
providers, and local shops. Enhanced facilities can also lead to longer stays
and increased spending by tourists, further stimulating the local economy.
Moreover, improving the facilities at Massa Cave contributes to
making the local area more attractive and accessible for tourists,
promoting sustainable tourism (Day et al., 2021). This aligns with the goal of
making cities and human settlements inclusive, safe, resilient, and
sustainable. By enhancing the tourist infrastructure responsibly, Mr. Hanas
helps preserve the natural and cultural heritage of the area while
promoting sustainable community development. Better facilities ensure
that tourists can enjoy the cave safely and responsibly, reducing the
potential for environmental degradation and preserving the site for future
generations. In summary, by applying for funds to improve facilities at
Massa Cave and using the prepared business proposal format to do so, Mr.
Hanas is taking steps that support local economic growth and job creation
while also promoting sustainable tourism and community development,
fostering a more prosperous and resilient local area.

4.3 Implementation Plan Details

4.3.1 Creating Website

For this assignment, Athirah Wardina Binti Ahmad Azhar led our team,
with Lee Jia Yang as the co-leader. Our initial task was to explore tools
suitable for creating a website for Massa Cave. After researching various
options such as Google Sites, Wix, and Canva, we found Canva to be the
most suitable due to its user-friendly interface, extensive features, and
appealing layouts.
Upon consulting with Mr. Hanas, we identified his desire to highlight
the iconic penis stone of Massa Cave on the website, along with some
adjustments to the pricing structure. Incorporating his feedback, we
proceeded with the website development, ensuring it met his
specifications.
During our discussions, we also advised Mr. Hanas on optimizing the
website for search engines, focusing on keywords like "hiking" and "best
Padawan spot" to enhance its visibility on Google. We proposed activating
a domain for better SEO, which involves a RM50 monthly fee and requires
credit or debit card details for payment. After deliberation, Mr. Hanas
decided against this option.
Instead, we suggested placing the website link on Google Info and
Facebook as a cost-effective alternative, which Mr. Hanas agreed to. In
conclusion, we successfully delivered a user-friendly website for Massa
Cave, tailored to Mr. Hanas’s preferences, while implementing effective
strategies to maximize its online visibility.
 Figure 8 Website Massa Cave

Figure 9 Google Info

4.3.2 Marketing Strategy

Nik Yasirah Tan Zi Ye led the initial phase of our project, with Darrel
Anak Leonard Ross as the co-leader. Our objective was to explore methods
of promoting Massa Cave through business Facebook pages and assess
associated costs for engagement. However, upon discussing with Mr.
 Hanas, it was determined that he preferred not to allocate funds towards
Facebook advertising.
As an alternative, we proposed creating engaging video content
for social media marketing. Siti Noorkhatijah Binti Shahjuhan took the lead,
with Christina Lee Zhi Yu as co-leader, in producing vlog-style videos
highlighting the unique rock formations and local taboos of Massa Cave.
These videos were developed in collaboration with Mr. Hanas to ensure
they aligned with his vision.
The resulting videos were strategically uploaded across various
social media platforms to effectively promote Massa Cave to a broader
audience.

4.3.3 Translation Application

Nik Yasirah Tan Zi Ye was tasked with preparing a booklet outlining a

translation application available on Google Play Store. The booklet
detailed the application's features, advantages, disadvantages, and its
practical efficiency. However, upon review, Mr. Hanas rejected the
proposal due to the limited internet access in Semadang Village and Massa
Cave. This limitation would hinder Mr. Hanas's ability to effectively utilize the
translation services, leading to the rejection of the proposal.

Figure 10 Booklet Translation Application

 4.3.4 Fund Application

Nulhafizzul Bin Abdullah and Derrel Anak Leonard Ross were

assigned the task of creating a business proposal for securing funds from YB
Datuk Willie Anak Mongin, which Mr. Hanas intended to apply for. During
our frequent visits to Massa Cave, Mr. Hanas informed us of his funding
application process, emphasizing the need for a well-structured business
proposal.
Using Canva, we meticulously crafted the proposal in a clear, point-
by-point format. To ensure accessibility and ease of update, we
downloaded the proposal in PPTX format, allowing Mr. Hanas to modify the
content offline as needed. Additionally, we prepared a comprehensive
booklet detailing how to edit and update business proposals using
PowerPoint.
Mr. Hanas expressed satisfaction with the final proposal,
appreciating its clarity and the flexibility provided by the downloadable
format.

Figure 11 Business Proposal

4.4 Milestone and Gantt Chart

 Figure 12 Gantt Chart

5.0 IDEA EXECUTION

5.1 Brief description of idea execution activities

We undertook a comprehensive project to enhance Mr. Hanas' digital
presence and promote the Massa Cave to a broader audience. This initiative
began with setting up and optimizing an official website and social media profiles
on Facebook and Google Business, designed to provide detailed information and
improve online visibility. A professional business proposal was crafted to attract
investors, and an informative e-brochure was developed to address the lack of
onsite signage and internet connectivity, offering details on the cave’s flora,
fauna, medicinal herbs, and geological features. Visitors can download this
brochure for offline use, ensuring they have access to vital information during their
visit. Additionally, we produced three promotional videos: a vlog-style visitor
experience, a guided journey through the cave, and an explanation of restricted
areas to preserve their natural state. This multifaceted approach, combining
online engagement, practical visitor tools, and informative content, aims to
increase awareness, drive footfall, and ensure the sustainable promotion of the
Massa Cave.

5.2 Products and Output Descriptions

Our project delivered a suite of products and outputs meticulously
designed to enhance the promotion and visitor experience of the Massa Cave.
We began by developing an official website and optimizing Facebook and
Google Business profiles, ensuring that comprehensive information about the cave
is easily accessible and the site is more discoverable online. These platforms serve
as the primary digital touchpoints, providing potential visitors with crucial details
and updates. A detailed business proposal was crafted to attract investors and
collaborators, outlining the cave’s unique features and the potential for tourism
development. To address the absence of onsite signage and internet
connectivity, we produced an informative e-brochure. This brochure, available for
download, offers rich content on the cave's flora, fauna, medicinal herbs, and
geological features, ensuring visitors have essential information at their fingertips
even offline. Additionally, we created three promotional videos: the first adopts a
vlog-style format, presenting a personal and engaging visitor experience; the
second offers a guided journey through the cave, setting clear expectations by
showcasing key attractions; and the third video explains the restricted areas,
emphasizing the importance of preservation and respect for the natural
environment.

5.3 Impact measurement tools applied

In this project, various impact measurement tools were applied to assess

the effectiveness of our promotional and informational strategies for the Massa
Cave. Website analytics, such as Google Analytics, track visitor numbers,
engagement rates, and user behavior, providing insights into the online presence's
effectiveness. Social media metrics from platforms like Facebook Insights measure
post reach, engagement, and audience growth, while Google My Business
metrics offer data on local visibility and customer actions. The number of e-
brochure downloads indicates interest and engagement, and video analytics
track views, watch time, and viewer engagement for the promotional videos.
Also, visitor feedback and surveys provide qualitative insights into the visitor
experience and usefulness of the information provided. Lastly, business
performance metrics, including visitor numbers, revenue, and inquiries or
bookings, directly measure the project's impact on the cave's tourism. These
combined tools ensure a comprehensive evaluation of the project's success and
areas for continuous improvement.

5.4 Monitoring process

The monitoring process for this project involves a structured approach to

evaluate the effectiveness of our promotional strategies and visitor engagement
tools for the Massa Cave. We begin by collecting data through various channels:
Google Analytics provides insights into website traffic, page views, and user
behavior, which we review weekly and monthly to track trends. Social media
metrics from platforms like Facebook Insights help monitor post reach,
engagement metrics, and audience demographics, with data collected after
each campaign. Google My Business metrics track local visibility and user actions
such as calls and directions, reviewed on a monthly basis. We monitor the uptake
of the e-brochure by tracking downloads and analyzing patterns over time to
gauge visitor interest. Video performance is assessed through platforms like
YouTube, focusing on views, watch time, and engagement metrics post-release.
Visitor feedback is gathered through surveys distributed onsite and online,
providing qualitative insights into visitor satisfaction and the usefulness of our
information. Business performance metrics, including visitor numbers and revenue
from tours, are monitored monthly to measure the direct impact on cave tourism.
Regular reporting and analysis of these metrics inform decision-making, allowing
us to adjust strategies and content to optimize promotion efforts effectively.

5.5 Intervention Taken to Overcome Flaws

To overcome identified flaws and enhance the promotion of the Massa
Cave, several targeted interventions were implemented based on monitoring and
feedback. We first refined our content strategy after noticing lower engagement
on certain website pages and social media posts, focusing on more captivating
visuals, compelling storytelling, and interactive elements to better resonate with
our target audience. Improvements in user experience were prioritized following
feedback on the usability of the e-brochure and website navigation, resulting in
clearer menus, enhanced mobile responsiveness, and simplified download
processes for the e-brochure. We also revised video production based on
analytics showing lower viewer retention rates, adjusting scripts and editing to
make content more engaging and informative throughout. Customer service
training sessions were conducted in response to varied satisfaction levels with
onsite interactions, aiming to better educate staff on the cave’s features, local
biodiversity, and safety guidelines to improve visitor experiences. Addressing lower
online visibility despite initial efforts, an SEO strategy was implemented to optimize
local keywords, update business listings, and encourage visitor reviews for
improved search rankings and broader reach. Lastly, partnerships with travel
agencies and eco-tourism platforms were pursued to expand promotional reach,
attract diverse demographics, and increase bookings for guided tours, ensuring a
comprehensive approach to enhancing Massa Cave's promotion and visitor
experience.
6.0 PROJECT IMPACT

6.1 Pre- and Post-Survey Analysis

Figure 13 Pre-Survey Results

 Figure 14 Post-Survey Results

After launching the official website, brochure, and business proposal, and
registering on Google Business and Facebook Business, survey forms were
distributed to the community to collect data on the impact of these solutions.

This pre-survey and post-survey was to assess and identify the performance
of tourism-related businesses and enterprises in Gua Massa, Kampung Semarang.
This initiative seeks to evaluate the effectiveness of selected tourist destinations
and implement community programs to ensure significant positive impacts on the
local tourism sector. The findings from the survey will be used to monitor business
development and report on the impact of the project as part of the course
objectives.
 In these survey forms, the indicators that were used were the number of
tourist and the amount of revenue earn by the community. The number of tourists
was used as the indicator because tracking the number of tourists is a direct
indicator of the success of marketing initiatives such as the new website, brochure,
and social media presence. An increase in tourist numbers implies that Kampung
Semadang is becoming more visible and appealing as a destination,
demonstrating successful outreach and involvement. This indicator helps to
quantify the immediate and short-term impact of promotional efforts on visitor
traffic.

Next, the revenues earn by the community were used as an indicator

because Revenue generation is a key indication of corporate performance and
economic effect. It represents the financial strength and expansion of local
businesses. Revenue data can be compared before and after the solutions are
implemented to measure the economic benefits and return on investment of the
efforts. This indicator gives visible evidence of the program's performance in
stimulating the local economy, which is required to justify more investments and
support.

From the pre-survey form results, it show that the total number of tourists that
went to Gua Massa in May 2024 was 35 people. Meanwhile, the number of
revenues earned by the community in May 2024 was RM 1050. On the other hand,
the post-survey form results show that the total number of tourists that visited Gua
Massa in May 2024 was 50 people and the revenue earned by the community was
RM1695.

In short, the survey form indicates that the solution implemented in Gua
Massa has affected the community positively.
 Survey Indicator Pre-Survey Post-Survey

Number of Tourists 35 visitors 50 visitors

Visited

Revenue Earned RM 1050 RM 1695

6.2 Evaluation of Impact

Table 6.2 indicates that the number of tourists visited Gua Massa increased
from 35 visitors in May 2024 to 50 visitors in June 2024. This marks increment of 15
visitors after the solution have been applied. Meanwhile, the revenue earned by
community of Gua Massa shows increment of RM645 where it rose from RM1050
to RM 1695.

These indicators show the implemented solutions have significantly boosted

the tourism business by promoting responsible and sustainable practices. The
launch of an official website served as a comprehensive platform showcasing the
destination’s attractions and activities. This online presence not only attracted
more visitors seeking detailed information but also aligned with sustainable tourism
principles by reducing the need for printed materials.

Moreover, the distribution of the e-brochures has boosted tourism and

revenue by making it easier for visitors to plan their trips without needing physical
signs or reliable internet. These digital guides reduce paper waste, which is good
for the environment and appeals to eco-conscious travellers. They're cost-
effective and easy to update, reaching more people through digital channels like
email and social media. This convenience attracts a wider range of tourists who
spend more on local accommodations and activities and minimize the costs of
printing physical brochure. Hence, benefiting the destination economically while
promoting responsible tourism.

Additionally, the submission of business proposals likely focused on

sustainable tourism projects and collaborations with local communities. If
accepted, these initiatives would have further bolstered the destination's
sustainability profile, attracted eco-conscious tourists and supported local
economies in a responsible manner.

Next, the establishment of an online presence through platforms like

Google Business and Facebook Business, coupled with a promotional video,
enhanced visibility and engagement with potential visitors. These digital efforts not
only increased visitor numbers but also highlighted sustainable aspects of the
destination, encouraging responsible tourism behaviors among travelers.

Overall, the increment in both visitors (from 35 to 50) and revenue (from RM
1050 to RM 1695) reflects the effectiveness of these strategies. By promoting
responsible tourism practices such as digital communication, reduced paper
usage, and community engagement, the destination not only improved
economic outcomes but also ensured the long-term preservation of its natural and
cultural heritage. These measures demonstrate a commitment to sustainable
tourism that benefits both tourists and local community.

6.3 Testimonials of Project

After the solution implemented, below are the testimonials of the projects
collected during the event of SULAM Showcase on 22nd June 2024 at Faculty of
Economics and Business, UNIMAS:
 “The new website was incredibly helpful in planning the trip. We found
detailed information about Gua Massa and its tour options easily.” (Reyden,
2024).

"Downloading the e-brochure before our trip was a game-changer. It

helped us navigate the area seamlessly, especially since there weren't many
signs. Plus, it's great for the environment!" (Amirul, 2024).

"The business proposal has really helped me. It allowed me to apply for
funds under YB Dato Willie Anak Mongin." (Ranip, 2024).

"I discovered this gem through their engaging Facebook page and
promotional video. It gave me a glimpse into local culture and conservation
efforts, compelling us to visit." (Rosli, 2024).

6.4 Overall Impacts Summary

In order to evaluate the impact of solution implemented, our group utilized

the survey form in order to collect the data on the impacts of the solution in Gua
Masssa, Kampung Semadang. hese solutions included launching an official
website, distributing e-brochures, submitting business proposals, and establishing
online presence on Google Business and Facebook Business.

The pre-survey in May 2024 recorded 35 tourists and RM 1050 in revenue,

whereas the post-survey in June 2024 showed an increase to 50 tourists and RM
1695 in revenue. This demonstrates a notable improvement after implementing
the solutions. Specifically, the website served as a comprehensive platform for
showcasing local attractions, aiding in visitor decision-making and reducing
reliance on printed materials. E-brochures further facilitated trip planning and
minimized environmental impact through reduced paper usage.
 Moreover, business proposals focused on sustainable tourism initiatives,
potentially enhancing community involvement and attracting eco-conscious
tourists. Online platforms like Google Business and Facebook Business, along with
promotional videos, increased visibility and visitor engagement. Overall, these
efforts contributed to an increase in tourist numbers and revenue, validating the
effectiveness of the strategies in supporting economic growth while preserving
cultural and natural heritage.

Besides, testimonials collected during the SULAM Showcase in June 2024

highlighted positive feedback. Visitors appreciated the website's informative
content, the practicality of e-brochures for navigation, and the facilitation of
funding applications through business proposals. These testimonials underscored
the project's success in enhancing visitor experiences and promoting responsible
tourism practices, reinforcing the destination's appeal and sustainability efforts.

In conclusion, the implemented solutions not only improved tourism metrics

but also aligned with sustainable tourism principles, benefiting both tourists and
the local community of Gua Massa, Kampung Semadang.

7.0 ACTIVITIES LOG

7.1 Weekly Class activities log

Week Delivery methods Learning Activities Learning Output

Week 1 ● Lecture about ● Explains the needs
● Phisical Class and challenges
the course
faced by the
and PoPBL communities
● Apprase
appropriate
business and
economics solution.
● Demonstrate
voluntary and self-
 motivated to pursuit
knowledge
● Organize business
and economics
related activities
and program in
communities
through service
learning
Week 2 ● Disscusion ● Acquired expertise
● Physical Class in using travel
websites to locate
particular
information on
tourist attractions.
● Acquired the ability
to view webpages
as if they were for
tourists. This enables
us to better
understand their
requirements and
spot any gaps or
unclear sections on
the website.
● By applying
information
analyzed from
several sources to
the FILA. We
improved our
critical thinking
abilities, especially
in terms of assessing
and combining
data.
Week 3 ● Physical Class ● Disscusion ● The presentation
about the and explanation of
FILA the FILA approach
helped us
understand it more
thoroughly.
● We discovered how
crucial it was to use
 the FILA (Fact, Idea,
Learning Need,
Action) approach
to every step of the
procedure, which
included interviews,
site visits, desk
research, and
observation.
● To collect facts,
create ideas,
identify learning
requirements, and
outline activities for
each step of the
project, we
practiced applying
FILA.

Week 4 ● Physical Class ● Discussion the ● Learn about

concept of practices such as
sustainable eco-friendly
and accommodation,
responsible waste reduction,
tourism and and sustainable
the practical transportation.
challenges it ● Understand the
encounters. economic
dynamics of
tourism.
● This ensures that
tourism will flourish in
the future while
simultaneously
protecting the
environment and
the communities we
visit.

Week 5 ● Physical Class ● Discussing ● We acquire the

strategies for ability to actively
observation seek out information
and site visit. on tourist
attractions. This
 might include
utilizing checklists,
taking extensive
notes, and
sketching layouts.
● Determine the
elements that make
a Padawan tourism
facility successful.
This information
might be applied in
the future to assess
other locations.

Week 6 ● Physical Class ● Self-Directed ● We discover

Learning efficient techniques
(SDL) for learning about
the Gua Massa by
developing
interview questions.
● We acquire
expertise in
arranging and
arranging the
interview
procedure,
including obtaining
authorization,
setting up a time,
and allocating
responsibilities.
● Through
deliberating on
interview
procedures and
assigning
responsibilities to
team members, we
enhance your
capacity for
productive group
collaboration.
Week 7 ● Physical Class ● Self-Directed ● Slide Presentation
Learning Preparation:
(SDL) Creating successful
and interacting
slide presentations,
organizing content
for clarity and
impact and utilizing
design principles for
visual appeal.
● Interview Question
Revision: We
formulate and hone
interview questions
to make sure they
are objective,
pertinent, and
clear; this helps us
match them with
the goals of the
research.
● Problem
Identification: To
determine the
common problems
and difficulties that
the community
faces, we are
analyzing the data
from the initial
community
interviews. then
provide an
overview of the
results for more
research.

Week 8 ● Physical Class Group Presentation ● We are getting

feedback on our
presentations,
modifying our
suggestions in
response to helpful
criticism, and
 learning more
about the particular
issues and
difficulties the
community has in
order to create
recommendations
that can be put into
practice.
Week 9 ● Physical Class ● Lecture and ● Recognize and
guidance articulate issues in
from Mr terms of equality,
Haslan on efficiency, scarcity,
problem sustainable tourism,
identification, and responsible
problem tourism.
framing and ● We looked at these
problem problems from the
solving. viewpoints of
management,
employees, and
stakeholders.
● After defining the
issues, we looked at
how to compile a
list of suitable fixes
for every problem
that was found.
Week 10 ● Physical Class ● Discussion ● The lesson this week
about how to was on setting clear
perform pre- goals and
surveys and assignments.
posters, as ● We spoke about
well as making posters and
progress on conducting pre-
problem surveys.
identification ● We also discussed
and solution. the progress made
on the problems
from last week,
particularly the
identification of the
problems and the
creation of
 solutions. Ultimately,
we spoke about the
executive strategy
to guarantee a
precise course of
action.
● Correcting mistakes
and can further
improve the
understanding of
the Massa Cave
Embroidery Project
in Padawan.
Week 11 ● Phyiscal Class ● Disscusion ● Execution of Project
● Monotoring Project

Week 12 ● No Class
Week 13 ● No Class
Week 14 ● Exhibition ● Presentation ● Our Client Statisfied
to Client our Presentation
and clear gaining
understanding their
business.
7.2 Weekly Group Activities Log

Week Activities Time and Venue Action Items

Week 1 Location: Teams
Disscusion session Meeting Room We are recruiting people to form
groups, and I'm now going over
Date: 22 Mar 2024
Ice Breaking the Eleap manual.
(week 2)
Discussion about Time: 9:30 p.m.-
the assignment 10:30 p.m.

Week 2 Location: Teams

Group meeting Meeting Room In the end, we choose K.G BEGU
Date: 29 Mar 2024 as a community
Discussion about
the client (week 2)
Time: 10:00 p.m.-
11:00 p.m

Week 3 Location: Teams We allocated the tasks together.

Discussion about Meeting Room
the task and Date: 4 April
assigned duties
2024 (week 3)
for portfolio.
Time: 9:00 p.m

Week 4 Set the team- Location: Teams We set up our team structure
structure Meeting Room and scheduled the date to visit.
Confirmation Date: 16 April
2024 (week 4)
everyone involves
Time: 11:00 p.m
for site visit
Week 5 Site visiting and Location: Teams We obtained some information
doing an Meeting Room through our site visit and
observation observation.
Date: 21 April
Confirmation 2024
data for the
second site visit Time: 4:00 PM

Week 6 Fila of site visiting Location: Petary We prepared some questions for
and observation Unimas our interview.
 Discussing about Date: 22 April
the concerns and 2024 (week 6)
expectations in
KG Begu Time: 4:00 PM

Discussing about
the objective and
questions of
interview
Week 7 Choose new Location: Teams We changed our community
client Meeting Room from Kampung Begu to Gua
Massa.
Briefing Date: 29 April
2024 (week 7)
Time: 10:00 PM -
11:08 PM

Week 8 FILA Discussion Location: Teams We completed our fila discussion

Meeting Room and submitted the letter of
Status Submission Date: 10 May intent.
Latter of Intent 2024
Time: 2:30 p.m.

Week 9 Presentation Location: Teams We finalize our presentation

rehearsal Meeting Room slides.
Date: 23 May
2024
Time: 9:30 p.m.

Week 10 Talk About Video Location: Teams We identified some problems

Meeting Room and brainstormed some
Discussion Date: 02 Jun 2024 solutions.
problems and Time: 2:30 p.m.
solutions

Week 11 Discuss about the Location: Teams We finalized our poster.

presentation in Meeting Room
exhibition Date: 8 June 2024
Time: 10:00 p.m.
Discuss about the
video recorded
at the community
Week 12 Correction Location: Teams We completed our edition video
Vocabulary on Meeting Room and finalized the website.
social media Date: 16 Jun 2024
Time: 2200pm-
Edition video 2247pm

Checking website

Week 13 Discuss the details Location: Teams We exhibited our poster to our
of the SULAM Meeting Room community.
Date: 21 June
2024
Time: 9:30 p.m.

Week 14 Making finalize Location: Teams We finalized our portfolio.

portfolio Meeting Room
Date: 24 June
2024
Time: 9:30 p.m.
7.3 Activities Photos
8.0 DOCUMENTS
8.1 Community Letter of Intent and Response (Stamped)
8.2 Surat Kebenaran Kerja Luar Pelajar (Signed and Stamp)
8.3 A copy of the Student Indemnity Form (Signed)

1
2
3
4
5
6
7
8
9
8.4 Letter of Appreciation to Community or Certificate

10
8.6 Meeting Minutes (signed)

11
 G4A Bon Voyage
Meeting Minutes
Location: Teams Meeting Room
Date: 29 Mar 2024 (week 2)
Time: 10:00 p.m.
Attendees: Nik Yasirah Tan Zi Ye, Athirah Wardina Binti Ahmad Azhar, Darrel Anak
Leonard Ross, Eric Tie Tung Siong, Christina Lee Zhi Yu, Nulhafizzul Bin Abdullah , Siti
Noor Khatijah Binti Shahjuan
Absent with apologies: none

1.0 Agenda Item

Discussion about the client 1.1 All group members sharing their ideas and
giving reason why them choose the client.

Decision 1. Through the vote, more members choose Kg.

Begu. This is because the location is not far.

2.0 Agenda Item

Assign duty 2.1 leader list out the duty and position.

Decision 1. Members choose the position them want and

go to do their duty.

Next meeting 04 Apr 2024/ week 3

Adjournment 9:00 p.m.
Prepared by Athirah Wardina Binti Ahmad Azhar
Approved by
Yasirah
Nik Yasirah Tan Zi Ye
Leader of Bon Voyage Consultant Group

12
 G4A BON VOYAGE CONSULTANT GROUP
Meeting Minutes

Location: Teams Meeting Room

Date: 4 April 2024 (week 3)
Time: 9:00 p.m
Attendees: Nik Yasirah Tan Zi Ye, Athirah Wardina Binti Ahmad Azhar, Siti Noorkhatijah
Binti Shahjuhan, Darrel Anak Leonard Ross, Eric Tie Tung Siong, Christina Lee Zhi Yu, Lee
Jia Yang, Nulhafizzul Bin Abdullah
Absent with apologies: N/A

1.0 Destination Selection

Discussion about the destination that
provided by the lecturer. 1. The lecturers provide the list
option destination for students to
choose.
2. Before deciding to choose the
destinations, all the team members
gather the information of each
destination on the list option.
3. Everyone has given the chance to
list down the destination that they
choose.
4. The team members decide to
choose the destinations based on the
agreement of the group.
Decision Our group decide to choose Kampung Begu
based on agreement

2.0 Distribution of Task

Discussion about the task and assigned 1. Discuss about the task regarding
duties for portfolio. the portfolio.
2. The task was divided based on
the chapters in the portfolio. One
member will be assigned with one
chapter.
3. Everyone has given the chance to
ask if they have question regarding
the task or anything else.

Decision Our groups agree to do the task that given.

Next meeting 16 Apr 2024/ week 4

Adjournment 11:00 p.m.
Prepared by Athirah Wardina Binti Ahmad Azhar
Approved by
Yasirah
Nik Yasirah Tan Zi Ye

13
 (G4A BON VOYAGE CONSULTANT GROUP)
Meeting Minutes
Location: Teams Meeting Room
Date: 16 April 2024 (week 4)
Time: 11:00 p.m
Attendees: NIK YASIRAH TAN ZI YE, ATHIRAH WARDINA BINTI AHMAD AZHAR, DARREL
ANAK LEONARD ROSS, ERIC TIE TUNG SIONG, CHRISTINA LEE ZHI YU, LEE JIA YANG,
NULHAFIZZUL BIN ABDULLAH
Absent with apologies: SITI NOORKHATIJAH BINTI SHAHJUHAN
1.0 (Agenda Item aka topik perbincangan)
Set the team-structure 1. Evaluate the difference in type of
team structure.
2. Hafizul metion matrix sturcucure
is suitable to use because everyone can
learn new things, and there is no need to
follow the scope of each task.
3. Wardina is against the proposal
because it will cause duplication of
duties.
4. Then Hafizul suggested a
circular structure so that everyone is
involved in creating a task scope and
learning new things.

Decision Our group Unanimously chose circular

structure

2.0 Agenda Item

Confirmation everyone involves for site 1. Christina can't involve the first
visit site visit on 21 April 2024.
2. Nik allowed Christina not to get
involved because it gave her space and
time to complete the portfolio of the
introduction and others.
Decision 3. Other Group members are
involved in visiting Raflesia and Kg
Begu recreation.
4. Departs from Unimas at 7 AM.
Next meeting
21 Apr 2024/ week 5
Adjournment 4:00 p.m.
Prepared by Athirah Wardina Binti Ahmad Azhar
Approved by
Yasirah
Nik Yasirah Tan Zi Ye
Leader of Bon Voyage Consultant Group

14
 (G4A BON VOYAGE CONSULTANT GROUP)
Meeting Minutes
Location: Teams Meeting Room
Date: 24 April 2024 (week 6)
Time: 9:22 PM - 11:08 PM
Attendees: NIK YASIRAH TAN ZI YE, ATHIRAH WARDINA BINTI AHMAD AZHAR,
DARREL ANAK LEONARD ROSS, ERIC TIE TUNG SIONG, CHRISTINA LEE ZHI YU, LEE
JIA YANG, NULHAFIZZUL BIN ABDULLAH , SITI NOOR KHATIJAH BINTI SHAHJUHAN

Absent with apologies: ERIC TIE TUNG SIONG, CHRISTINA LEE ZHI YU,

1.0 (Agenda Item aka topik perbincangan)

Discussing about the concerns and expectations in 1.1 We read the slides from Dr. Haslan. Then, we
KG Begu list up 2 parts, pre-survey, and post-survey.

1.2 We try to follow the instructions of the slide to

list the pre-survey concerns and expectations, and
post-survey survey concerns and expectations.

1.3 The group mates share their views on the

concerns and expectations in KG Begu.

1.4 When we finished the list, we did more one-

time reflection and discussion. This is because we
do not want to miss any details.
Decision All members of the group wanted to list up the
concerns and expectations in KG Begu (before
and after). This is because we would like to know
the information of KG Begu and help them to
improve performance in future.

2.0 Agenda Item

Discussing about the objective and questions of 2.1 For the objective, we list up the SMART
interview (Specific, measurable, achievable, relevant, time-
bound)

15
 (G4A BON VOYAGE CONSULTANT GROUP)
Meeting Minutes
Location: Teams Meeting Room
Date: 29 April 2024 (week 7)
Time: 10:00 PM - 11:08 PM
Attendees: NIK YASIRAH TAN ZI YE, ATHIRAH WARDINA BINTI AHMAD AZHAR,
DARREL ANAK LEONARD ROSS, ERIC TIE TUNG SIONG, CHRISTINA LEE ZHI YU, LEE
JIA YANG, NULHAFIZZUL BIN ABDULLAH , SITI NOOR KHATIJAH BINTI SHAHJUHAN,
ERIC TIE TUNG SIONG, CHRISTINA LEE ZHI YU

Absent with apologies: none

1.0 (Agenda Item aka topik perbincangan)

Choose new client 1.1 KG Begu. Rejected our interview.
1.2 groupmates choose new client through the
vote.

Decision Through vote, most member choose Gua Massa.

2.0 Agenda Item

Briefing 2.1 Leader assign work again.

Decision 2.1 Adjustment for the transportation

2.2 items should bring (first kit, head torch,extra t-

shirt and water)
Next meeting 03 May 2024 at Teams Meeting Room
Adjournment 10:30 p.m.
Prepared by Athirah Wardina Binti Ahmad Azhar
Approved by
Yasirah
Nik Yasirah Tan Zi Ye
Leader of Bon Voyage Consultant Group

16
 (G4A Bon Voyage)
Meeting Minutes
Location: Teams Meeting Room
Date: 10 May 2024
Time: 2:30 p.m.
Attendees: Nik Yasirah Tan Zi Ye, Athirah Wardina Binti Ahmad Azhar, Darrel Anak
Leonard Ross, Eric Tie Tung Siong, Christina Lee Zhi Yu, Lee Jia Yang, Nulhafizzul Bin
Abdullah , Siti Noor Khatijah Binti Shahjuan
Absent with apologies: none

1.0 (Agenda Item aka topik perbincangan)

FILA Discussion 1. Adjustment FILA Observation,
Site Visiting, Part 1 and II, FILA
Interview, and Desk Serch and FILA 2
and 3.
2. Khatijah and Wardina will made
a update for FILA Observation
3. Darrel, Hafizzul and Lee Jia
Yang will make an update to Site
Observation
4. Cristina and Eric will make an
update FILA Part I and II
5. Darrel, Eric, Chistina and
Wardina will make an update for FILA 2
and 3
Decision All members approve with the continues update

2.0 Agenda Item

Status Submission Latter of Intent 2.1 Nik Yasirah asking for update Latter Of
Intent.
2.2 Hafizzul made a confirmation that latter of
intent was submit to Sir Haslan Ottot.
2.2 Sir Haslan was reply the email and asking
to taking the hardcopy by 17 May 2024.

Decision Hafizzul will pickup the hardcopy during the

day

Next meeting 20 May 2024 at Teams Meeting Room

Adjournment 9:30 p.m.
Prepared by Athirah Wardina Binti Ahmad Azhar
Approved by Yasirah
Nik Yasirah Tan Zi Ye
Leader of Bon Voyage Consultant Group

17
 (G4A Bon Voyage)
Meeting Minutes
Location: Teams Meeting Room
Date: 23 May 2024
Time: 9:30 p.m.
Attendees: Nik Yasirah Tan Zi Ye, Athirah Wardina Binti Ahmad Azhar, Darrel Anak
Leonard Ross, Eric Tie Tung Siong, Christina Lee Zhi Yu, Lee Jia Yang, Nulhafizzul Bin
Abdullah , Siti Noor Khatijah Binti Shahjuan
Absent with apologies: none

1.0 (Agenda Item aka topik perbincangan)

Presentation rehearsal 1. Lee Jia Yang, Wardina, Eric,
Nulhafizzul and Darrel present slide

2. Christina, Nik and Siti Noor

Khatijah answers questions

Decision 1. All members approve with the continues

update
2. Need to speech fast when presentation
especially Lee.
Next meeting 02 Jun 2024 at Teams Meeting Room
Adjournment 10:00 p.m.
Prepared by Athirah Wardina Binti Ahmad Azhar
Approved by Yasirah
Nik Yasirah Tan Zi Ye
Leader of Bon Voyage Consultant Group

18
 G42 BON VOYAGE CONSULTANT GROUP

Meeting Minutes
Location: ( Teams Meeting Room)
Date: 02 Jun 2024
Time: 10 PM

Attendees: Nik Yasirah Tan Zi Ye, Athirah Wardina Binti Ahmad Azhar, Siti Noorkhatijah Binti
Shahjuhan, Darrel Anak Leonard Ross, Eric Tie Tung Siong, Christina Lee Zhi Yu, Nulhafizzul Bin
Abdullah, Lee Jia Yang

Absent with apologies: “N/A”

1.0 (Agenda Item aka topik perbincangan)

1. Talk About Video 1. The video has not been decided
2. Poster (Done) yet.
3. Tentang Website 2. Recording the video requires more
4. Business Portfolio than 4 people in it.
5. Language Apps
3. Jia Yang and Wardina's website
6. Translation Apps
7. Facebook adds needs improvements regarding the
biography of the cave, which includes
the stones. Provide detailed information
about the sea area and the history of
these stones' formation. Include bilingual
descriptions about the stones.
4. The business portfolio has issues
with financial planning. The Sulam
Project portfolio also needs to be
modified.
5. Business Portfolio (Wardina
commented to open a page for the
Financial Plan).
6. Regarding the Solution and
Problem presentation. Poster.
7. Language apps to facilitate
communication.
8. Facebook ads need approval from
Sir Hannas. There is an obstacle where
Facebook ads require payment. Is it
sustainable or not?

Decision 1. . Website
• Improvement of fonts
• Improvement of images
• Bilingual improvement for the
names of flora species and the names
of rocks in the cave
2. Video

19
 (G4A Bon Voyage)
Meeting Minutes
Location: Teams Meeting Room
Date: 8 June 2024
Time: 10:00 p.m.
Attendees: Nik Yasirah Tan Zi Ye, Athirah Wardina Binti Ahmad Azhar, Darrel Anak
Leonard Ross, Eric Tie Tung Siong, Christina Lee Zhi Yu, Lee Jia Yang, Nulhafizzul Bin
Abdullah , Siti Noor Khatijah Binti Shahjuan
Absent with apologies: none

1.0 (Agenda Item aka topik perbincangan)

Discuss about the presentation in exhibition

Discuss about the video recorded at the

community

List the question needed to ask EN. Hannas 1. License status + evidence
2. Financial reports
3. Tourist record
4. Budget Planning
5. Is there google business or not?
if there is, can you link to google info for the
mass cave.
If not, are you interested in registering?
6. Is the massa cave Facebook page still in use
or not?
If you are still using it, are you interested in
continuing to use it? if so, you can correct the
setting to convey to more related tourists.
if you don't want to change, you want to use his
own fb, it's okay. There are other options.
7. The village’s mass cave or his family?
8. Who did he ask for funds with before? for
what? and how much value?
9. Domain-
10. double confirm about beliefs and taboos.
11. double confirm Source of community
income.
12. Mass cave worker organization chart
13. Business past performances- there is an
increase or not in the number of tourists who
come year by year.

20
 G42 BON VOYAGE CONSULTANT GROUP
Meeting Minutes
Location: Teams Meeting Room
Date: 16 Jun 2024
Time: 2200pm-2247pm
Attendees: Nik Yasirah Tan Zi Ye, Athirah Wardina Binti Ahmad Azhar, Siti Noorkhatijah Binti
Shahjuhan, Darrel Anak Leonard Ross, Eric Tie Tung Siong, Christina Lee Zhi Yu, Nulhafizzul Bin
Abdullah, Lee Jia Yang
Absent with apologies: N/A

1.0 (Agenda Item aka topik perbincangan)

Official website 1. Correction official
website.
1. Have
grammar and
vocabulary
mistake.

1.2. Management official website.

1.2.1 Client don’t know to manage and
maintain the official website.
1.2.2 Can’t upload video to the website.

Decision Correction official website

• The consultant team will check
back the website and correcting the
grammar and vocabulary’s
mistake.

Management official website

• Using gaide book to teach client
to manage and maintain official
website. Make sure grammar and
vocabulary are correct.
• Share link website

2.0 Agenda Item

Facebook page, google info and google site 2.1 Information of Gua Massa in Facebook
page, google info and google site
2.1.1 Gua Massa Facebook page still lacked
information.
2.1.2 Google info and google site information
was not completed.

21
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