Jurnal Manajemen Indonesia (VOL, PAGE, YEAR)

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Jurnal Manajemen Indonesia

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Financial feasibility of marine tourism hospitality sector post-pandemic

outbreak of Covid-19: case study from small islands regions

Abstract
The challenge faced by small and micro enterprises in remote islands is the ability to maintain the consistency
of the production and, therefore, revenue. This same concern is also being encountered by almost all economic
sectors in the small island region in eastern Indonesia. The marine tourism sector in Kei Islands, like many
others in the country, faced and is still facing the same roadblock to visitor growth and consistency after the
COVID-19 pandemic hit and is still recovering. Thus, it is important for the local hospitality sector to measure
the projection of their business. The purpose of the study was to identify the financial feasibility of the
hospitality sector in the Kei Islands region. By doing so, two beach resorts and two restaurants were selected as
the study cases located in the famous and famous marine tourism spot in the region, which is Ngurbloat Beach.
The field survey was conducted in August 2022 by in-depth interviews and questionnaires to collect the field
data from owners of resorts and restaurants. The indicators of financing feasibility that were used in this study
were B/C, profit, R/C, NPV, IRR, and yearly profitability projection. The result showed that for each beach
resort and restaurant, all the criteria showed that those were still feasible for the next five years. Although the
results also indicated that for the current stance, the profitability projection for the next five years had a
downward trend compared to the present year. Therefore, promotion and the effectiveness of government
handling post-pandemic are important in significantly increasing the profitability of the hospitality sector in the
region.

Keywords— Hospitality, financial feasibility, marine tourism, profitability

Abstrak
Tantangan yang dihadapi oleh usaha kecil dan mikro di pulau-pulau terpencil adalah kemampuan untuk menjaga
konsistensi produksi dan pendapatan. Kekhawatiran yang sama juga dialami oleh hampir semua sektor ekonomi
di wilayah pulau-pulau kecil di Indonesia secara khusus di bagian timur. Sektor wisata bahari di Kepulauan Kei,
seperti banyak wilayah lain di Indonesia, menghadapi dan masih menghadapi hambatan yang sama untuk
pertumbuhan dan konsistensi pengunjung setelah pandemi COVID-19 melanda dan masih dalam pemulihan.
Oleh karena itu, penting bagi sektor perhotelan lokal untuk mengukur proyeksi bisnis mereka. Tujuan dari
penelitian ini adalah untuk mengidentifikasi kelayakan finansial sektor perhotelan di wilayah Kepulauan Kei.
Dengan demikian, dipilih dua resor pantai dan dua restoran sebagai studi kasus yang terletak di tempat wisata
bahari yang terkenal dan terkenal di wilayah tersebut, yaitu Pantai Ngurbloat. Survei lapangan dilakukan pada
Agustus 2022 dengan menggunakan metode wawancara dan kuesioner untuk mengumpulkan data lapangan dari
pemilik resor dan restoran. Indikator kelayakan pembiayaan yang digunakan dalam penelitian ini adalah B/C,
profit, R/C, NPV, IRR, dan proyeksi profitabilitas tahunan. Hasil penelitian menunjukkan bahwa untuk masing-
masing beach resort dan restaurant, semua kriteria menunjukkan masih layak untuk lima tahun ke depan.
Meskipun hasilnya juga menunjukkan bahwa untuk stance saat ini, proyeksi profitabilitas untuk lima tahun ke
depan memiliki tren yang menurun dibandingkan tahun ini. Oleh karena itu, promosi dan efektifitas penanganan
pemerintah pascapandemi menjadi penting dalam meningkatkan profitabilitas sektor perhotelan di daerah secara
signifikan.

Kata kunci— Perhotelan, kelayakan finansial, wisata bahari, profitabilitas

Article info
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Revised (dd/month/year)
Accepted (dd/month/year)
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DOI:
Copyright@2019. Published by School of Economics and Business – Telkom University
Last Name Jurnal Manajemen Indonesia (VOL, PAGE, YEAR)

I. INTRODUCTION
Data showed by Kemenparekraf (2020), that the contribution of the tourist sector has expanded dramatically
in recent years. The proportion of the tourist industry to overall exports of goods and services grew rapidly from
10 percent in 2005 to 17 percent in 2012. In 2019, the tourist sector contributed 4,8 percent directly to GDP of
Indonesia, up 0.30 percentage points from 2018's 4.5 percent. Although since early 2020, the rapid growth
tourism sector hamper by covid-19 pandemic outbreak. According to the WHO, COVID-19, also known as
coronavirus, is a large family of viruses that can cause disease in animals and humans. According to Nicola et al.
(2020), in humans, coronaviruses cause respiratory tract infections ranging from the common cold to more
severe diseases such as Middle East Respiratory Syndrome (MERS) and Severe Acute Respiratory Syndrome
(SARS).
The effects that the tourist industry will have on other industries will likewise lead other industries to be
affected. Sugihamertha (2020) stated that the impact of Covid-19 has been significant on virtually all aspects of
life, including the tourism industry. As a result, travel restrictions have become more stringent, major events
have been postponed, and people are less likely to travel internationally or within their own country. To prevent
the pandemic caused by the Covid-19 virus from further spreading and to mitigate the negative socioeconomic
effects it will have not just on giant corporations but also on small and medium businesses (SMEs). Meanwhile,
the CEIC (2020) reports that economic sectors connected to tourism are likely to be impacted by the Covid-19
outbreak. namely manufacturing, transportation, the supply of lodging, food, and drink, as well as wholesale and
retail commerce are all included in this category of economic activities. The pandemic caused by the Covid-19
virus has not only had an effect on the tourist industry in Indonesia, but it has also had an effect on a worldwide
scale, where in many regions of the globe there has been a severe fall in the business of aircraft, hotel, land, and
sea transportation services (CEIC, 2020). The income generated by the travel sector throughout the world,
including those in Europe, North America, Latin America, the Middle East, Africa, and Asia Pacific, all seen
major drops in recent years (Becker, 2020).
The government would inevitably be forced to deal with the knock-on effects of the COVID-19 pandemic, to
be felt throughout all sectors of the economy (Anderson et al., 2020). The government, as one of the relevant
parties in the context of addressing outbreaks of the COVID-19 pandemic and the country's economic recovery,
needs to take efforts to limit the negative impact that COVID-19 is having on the economy. Taking these steps
may help the economy recover more quickly. The government was able to put in place economic policy
packages such as fiscal, monetary, and financial policies in order to mitigate the detrimental effects of these
factors (Gourinchas, 2020).
The Indonesian government has begun to implement restrictions as a response to the COVID-19 pandemic.
As a result of these restrictions, the value chain of the business world has been disrupted, and many businesses
across a diverse range of industries and business scales have ceased operations, either temporarily or
permanently (Budastra, 2020). According to Indonesia's Minister of Finance Sri Mulyani Indrawati, the
pandemic caused by COVID-19 has at least three significant effects on the country's economy. To begin, it has
the effect of sharply decreasing people's household consumption as well as their purchasing power. while
consumption is responsible for up to sixty percent of the economy's continued existence. The second effect of
the unpredictability is a reduction in investment. Third, the decline in exports led to a reduction in the pricing of
many commodities, including oil, coal, and CPO (Situmorang, 2020).
In Indonesia, the real impact that can be seen is that workers in the tourism sector experience a decrease
in income. This is especially true for those workers who are associated with the provision of lodging and food
and beverage services, as well as large-scale and retail trade, the repair of automobiles and motorcycles, and
storage and transportation (Statistic Indonesia, 2020). Sambodo (2020) stated that the Covid-19 pandemic in the
tourism industry had at least an impact on economic risk in relation to temporary closure of hotels, restaurants,
and other tourism industries among many related factors.
The tourism industry on the small islands off the coast of Indonesia's eastern part is also experiencing
the consequences of the pandemic. The number of visitors that came to the Kei Islands had seen a considerable
drop between the years 2020 and 2022. This condition has an effect on the hotel occupancy rate, which within a
year reached the level of 0%. Additionally, the number of local tourist visits was reduced because local tourist
sites were temporarily closed by the regional government in an effort to prevent the transmission of the Covid-
19 virus. Even though most of the limitations that were previously in place in Indonesia and on the Kei Islands
in particular have been relaxed as of right now, the number of tourists coming in from both inside and outside
the nation remains extremely low. As a result, the objective of this study is to measure the finance feasibility and
determine predicted earnings from the hospitality sector, which includes establishments such as hotels and
restaurants, in marine tourism destinations within the Kei Islands. This is crucial in order to present an overview
of the projections of company performance supporting the tourist industry in this region so that after the
COVID- 19 pandemic, they may be resilient, swiftly recover, and return to their previous levels of excitement.

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Furthermore, the organization of this article is as follows: following the introduction section, which was
followed by the section on the materials and methods, which described the study location, analysis method used,
and data collection method, then followed by the section on the results, which displayed the results of the study,
followed by the section on the discussion and conclusion.
II. LITERATURE REWIEW
Hospitality Sector during Covid-19 Outbreak
The hospitality service industry is a crucial part of the tourism industry. This sector includes businesses that
offer lodging, food, and beverages to tourists and businesspeople who are on the road for a variety of reasons
(Gary & Liguori, 2003). According to information obtained from the Exit Passenger Survey conducted by the
Ministry of Tourism, the most significant portion of the money spent by travelers, both domestic and
international, on vacations was allocated to the purchase of goods and services related to hospitality, specifically
lodging, which accounted for between 40 and 20 percent of the total amount spent when traveling (LPEM FEB
UI, 2018). The hospitality service business is highlighted as one of the industries that will be negatively
impacted the most by the COVID-19 epidemic on both the international and the national levels (Gursoy & Chi,
2020). Where the shutdown of the business, whether it be temporary or permanent, will undoubtedly have a
domino effect, both economically and socially, on the owners of the business, their employees, and third parties,
particularly business partners in the hospitality industry, such as suppliers and distributors.
The new Safe Travels methodology includes the following four pillars that will guide operational
management during the pandemic namely Operational and Staff Preparedness, Ensuring a Safe Experience,
Rebuilding Trust & Confidence and Implementing Enabling Policies (WTTC, 2020). In response to the
pandemic, a number of nations, including Singapore, Thailand, and Australia, have released tourism recovery
programs. This is in addition to the basic protocol that was published by the WTTC above. With instance, in
February 2020, the government of Singapore issued the SG Clean Certification for the purpose of improving
public hygiene standards in the midst of an outbreak of coronavirus for all actors operating in the tourism, hotel,
retail, and food service sectors. It has been demonstrated that the outcomes of the SG Clean Certification
program are capable of steadily increasing the level of trust that customers and tourists have in the quality of
cleaning services that are offered to them while they are in Singapore (Ramadhian, 2020).
The Ministry of Tourism and Creative Economy has compiled a CHSE (cleanliness, health, safety, and
environment) program as an order for adapting new habits in various tourist destinations by involving actors in
the tourism industry and the creative economy, which is expected to be productive and safe from COVID-19
onward. These handbooks include guidelines for hotels, restaurants and restaurants, tourist attractions,
homestays, spas, travel businesses, special interest tourism activities, MICE and events, and creative economy.
PHRI which acts as association for business actors in the hospitality service industry, has produced three
different versions of the New Normal General Guidelines for Hotels and Restaurants in the Prevention of
COVID-19. The guidelines that have been provided by the PHRI are consistent with the global guidelines that
have been provided by the WTTC (PHRI, 2020a). These guidelines provide comprehensive and detailed
instructions beginning with the operational divisions at the front and rear guards, as well as direction for
employees working in management. This is a response to the concerning factor that as of April 5, 2020, 1,180
hotels in Indonesia have ceased operations, either temporarily or permanently (PHRI, 2020b).

Feasibility financial and resilience of hospitality sector in marine tourism

As per Yoeti (2008), one of the prerequisites for successful tourism growth in an area is good planning.
Therefore, in order to maximize the contribution that may be made by tourist potential, what needs to be done is
to establish tourism goals with the intention of achieving these objectives. It is impossible to deny that the
development of Indonesia's natural and cultural potential as a tourist destination has, in many different areas,
resulted in benefits and advantages for those involved. The most noticeable advantage of increased tourism is
the boost it brings to Indonesia's economy, which in turn makes more jobs available to the country's population
(Pratama and Kinseng, 2013; Sharpley, 2009; Tosun, 2000). Because of these advantages, the goal of improving
the welfare of the community can be accomplished, which, in the end, results in a flourishing society from an
economic point of view.
As stated in Articles 3 and 4 of Law Number 10 of 2009 of the Republic of Indonesia concerning Tourism, it
is explained that the purpose of tourism is to fulfill the physical, spiritual, and intellectual needs of every tourist
with recreation and travel, as well as to increase state income to realize the welfare of the people, while the
objectives of tourism themselves are to increase economic growth, improve people's welfare, eradicate poverty,
overcome unemployment, preserve nature, the environment, and cultural heritage; the law also states that
tourism functions to fulfill the physical, spiritual, and (Khoiriyah, 2018).

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A business feasibility study is an analysis of a business plan that not only determines whether or not it is
possible to build the proposed business, but also examines how the proposed business should be run on a daily
basis in order to generate the greatest possible profit for an undetermined amount of time (Umar, 2005; Afandi,
2009). Putting money into something with the expectation of gaining a profit from it at some point in the future
is what we mean when we talk about investing (Halim, 2005). Kasmir and Jakfar (2007) distinguish between
two distinct types of investment, namely real investment and financial investment. The final indicator for marine
tourism resilience is to have positive finance feasibility on current stance and future projection therefore this
analysis of financial feasibility is important to determine whether the changes is needed to be done to make sure
multiplier effect of the hospitality sector in marine tourism.
III. RESEARCH METHODOLOGY
Study location
The Kei Islands are located at a position that is split between the administrative jurisdiction of the Southeast
Maluku Regency and that of the city of Tual. Because very few people are aware of its potential as a tourist
destination, it is commonly referred to as the Hidden Heaven. The Kei Islands are considered to be a part of the
Maluku Province, which encompasses a total island area of 1,438.02 square kilometers. Within the Kei
archipelago, there are dozens of groups of small islands that are wonderfully spread out. The Kei people refer to
it as the Hidden Heaven due to the fact that it is less exposed to tourists than other natural tourist destinations in
Indonesia (Figure 2).
The location of this study is on Ngurbloat Beach where beach resort and restaurant is located. Also known as
Pasir Panjang Beach, is a stretch of sand that can be found in Ngilngof Village, which is around 17 kilometers
away from Langgur City. The beach that presents not only the beauty of the beach panorama with its blue sky,
friendly waves, super clear and blue sea water, and coconut trees that frame this place perfectly, but also
because the beach sand is as fine as flour, which eventually led to Ngurbloat Beach becoming the owner of the
world's first finest beach sand. In addition, there is a wide variety of marine life right in front of Ngurbloat
Beach for those of you who are fans of scuba diving and want to take in the breathtaking underwater scenery of
this beach, which is a tourism symbol in Southeast Maluku. The Kei language gave us the phrase "Ngurbloat,"
which literally translates to "Long Sand" (Figure 1).

Fig 1. Study Location Ngurbloat Beach

Sources: Kompas.com

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Fig 2. Study location

Sources: https//www.sibangunikan.com/

Data collection and sample selection

The research was carried out in one of the Kei Islands' premier destinations for marine tourism, which is also
one of the most well-known. Beachfront hotels and dining establishments may be found in this popular tourist
destination. Each of the two beach resorts and restaurants were chosen for the purpose of conducting research
and answering the objectives of the study using factors that included the amount of capital invested, the level of
sophistication of the location, and the size of the business. In order to accurately explain the current
circumstances and accurately represent the responders. Therefore, there are only 1 pair of beach resorts and
restaurants with adequate capital and locations, as well as 1 pair of beach resorts and restaurants on a more
modest scale. In addition, for the purpose of this study's data gathering method, a questionnaire was utilized to
collect specific information on cost and income items from each business location, and in-depth interviews with
the owners were conducted to obtain any extra information that was necessary. The month of August 2022 was
chosen for the purpose of this study.

Analysis method
The financial feasibility study used on this study as follows (Nurmalina et al., 2014):
1. Net Present Value (NPV)
The feasibility indicator is: if the NPV is positive (NPV> 0) then the business is feasible to run. On the
other hand, if the NPV is negative. Net Present Value (NPV) is calculated by this following equation:

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n
Bt +Ct
NPV =∑ (1)
t=1 (1+ t)t

Where:
𝑁𝑃𝑉 = Net Present Value (Rp)
𝐵𝑡 = benefit in year t
𝐶𝑡 = cost in year t
i = Discount rate
t = year t
2. Internal Rate of Return (IRR)
IRR is utilized to determine the interest rate that can be reached by achieving an equilibrium between
the present value of all cash inflows and cash outflows resulting from an investment project. Internal
Rate of Return (IRR) is calculated by this following equation:
NPV 1
IRR=i1 + (i𝐼𝑅𝑅
2−i 1=
) 𝑖1
NPV 1 + NPV 2
Wher (2)
e:
𝑖1 = Discount rate that produces a positive NPV
𝑖2 = Discount rate that produces negative NPV
𝑁𝑃𝑉1 = NPV which is positive
𝑁𝑃𝑉2 = NPV which is negative
3. Profitability projection
Profitability projection is measure by this following equation:

𝑃𝑃 = 𝑇𝐵𝑦 + 𝑇𝐶𝑦 (3)

Where
PP = yearly profitability
projection
𝑇𝐵𝑦 = yearly total benefit
𝑇𝐶𝑦 = yearly total cost

IV. RESULT AND DISCUSSION

Measuring the revenues and costs incurred is the primary component of financial analysis (Gusasi and
Saade, 2006). All cash outlays made to produce output, including both variable and fixed operating costs, are
included in cash outlays for operations (Nurmalina et al., 2014). The findings of the study at two restaurants and
beach resorts in the marine tourism destination of Ngurbloat beach are shown in tables 1 through 4, where resort
A's annual revenue is IDR 103,000,000 and resort B's annual revenue is IDR 264,000,000. Restaurants A and B
generate IDR 183.600.000 and 214.200.000 in annual income, respectively. With annual estimated profits of
IDR 54,600,000, IDR 214,800,000, IDR 30,000,000, and IDR 47,760,000 for resort A, resort B, restaurant A,
and restaurant B, respectively (Table 5).

Table 1. Beach Resort A

No Description Volume Price Total
A. Variable Cost 1.700.000
Raw material
Mineral water 2 50.000 100.000
coffee 4 50.000 200.000
Bananas / sacks 1 150.000 150.000
Eggs/Racks 2 60.000 120.000
Rice/sack 1 200.000 200.000
Fish/ Package 1 150.000 150.000
Sugar 1 20.000 20.000

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Enbal (traditional food) 3 20.000 60.000

Transport 1 700.000 700.000
B Fixed Cost 2.200.000
Employee/Org Salary 2 750.000 1.500.000
Electricity 1 700.000 700.000
C Revenue (per year) 103.200.000
Lodging rental (1 unit) 20 350.000 7.000.000
Other income 1 1.600.000 1.600.000
D One Time Cost 1 50.000.000 50.000.000

Table 2. Resort Beach B

No Description Volume Price Total

A Variable Cost 1200000

Raw material
Aqua water 2 50.000 100000
Coffee 3 50.000 150000
Sugar 2 20.000 40000
The dip 2 5000 10000
Shopping Breakfast/month 1 450.000 450000
Rice 1 200.000 200000
nutrition 2 25000 50000
Transportation 4 50.000 200000
B Fixed Cost 2900000
Cook's Salary 1 1.500.000 1500000
Employee salary 1 750.000 750000
Equipment Cost 1 150.000 150000
Electricity/month 1 500.000 500000
C Revenue (per year) 264.000.000
Lodging rental (2 units) 50 400.000 20000000
Other Income 1 2.000.000 2000000
D One Time Cost 1 250.000.000 250.000.000

Table 3. Restaurant A
No Description Volume Price Total

A Fixed Cost 2.700.000

Electricity 1 700.000 700.000
Employee salary 2 1.000.000 2.000.000
B Variable Cost 3.400.000
Raw Material Cost
Kerosene/ltr 20 5.000 100.000
Bananas/sack 3 50.000 150.000
Sweet potato/stack 13 25.000 325.000
Onion, Chili, Tomato 3 25.000 75.000

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Rice/sack 1 200.000 200.000

Ginger 1 50.000 50.000
Indomie 2 100.000 200.000
Soy sauce, tomato sauce 5 15.000 75.000
The . Leaf 4 5.000 20.000
Coffee 5 50.000 250.000
Flour 5 15.000 75.000
Egg 2 60.000 120.000
Sugar 4 20.000 80.000
Traditional beverage 4 20.000 80.000
Fish/stack 4 50.000 200.000
Transport 4 100.000 400.000
Labor Wages Direct/hr 20 50.000 1.000.000
C Revenue (per year) 183.600.000
Income 15.300.000
Fried food 360 25.000 9.000.000
Traditional beverage 60 25.000 1.500.000
Fried rice 90 30.000 2.700.000
Fish 60 35.000 2.100.000
D One Time Cost 1 60.000.000 60.000.000

Table 4. Restaurant B
No Description Volume Price Total

A Fixed cost 1.900.000

Electricity 1 400.000 400.000
Employee salary 1 1.500.000 1.500.000
B Variable Cost 2.720.000
Raw material
Kerosene 10 5.000 50.000
Cooking oil 2 190.000 380.000
Banana 3 25.000 75.000
Traditional beverage 1 100.000 100.000
Flour 1 200.000 200.000
Mixed Onion 2 25.000 50.000
Rice 2 200.000 400.000
Egg 3 55.000 165.000
Chilli 2 25.000 50.000
Transport 1 250.000 250.000
Direct wages/day 20 50.000 1.000.000

C Revenue (per year) 214.200.000

Fried food 150 25.000 3.750.000
Traditional beverage 150 25.000 3.750.000

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Fried rice 90 40.000 3.600.000

juice 150 25.000 3.750.000
Drink 300 10.000 3.000.000
D One Time Cost 1 73.500.000 250.000.000

Table 5. Recap Financial Feasibility Indicators

No Entity NPV (IDR) IRR Profitability Projection (IDR)
1 Beach Resort A Y1: 51.272.727,273
Y2: 46.611.570,248
Y3: 42.374.154,771 91% 56.400.000,-
Y4: 38.521.958,883
Y5: 35.019.962,621
2 Beach Resort B Y1: 195.272.727,273
Y2: 177.520.661,157
Y3: 161.382.419,234 65% 214.800.000,-
Y4: 146.711.290,212
Y5: 133.373.900,193
3 Restaurant A Y1: 25.423.728,814
Y2: 21.545.532,893
Y3: 18.258.926,180 20% 30.000.000,-
Y4: 15.473.666,255
Y5: 13.113.276,487
4 Restaurant B Y1: 40.474.576,271
Y2:34.300.488,365
Y3: 29.068.210,479 34% 47.760.000,-
Y4: 24.634.076,677
Y5: 20.876.336,167

Furthermore, as showed on Table 5 for the NPV value of the four locations that became the object of
research in this study, it was found that the NPV value in the next five years was all positive; consequently, it is
possible to draw the conclusion that the hospitality sector, which is supporting the marine tourism sector in the
marine tourism spots of Ngrubloat and Kei Islands, is generally promising and has good prospects. This was
discovered after the NPV value of the four locations became the object of research in this study. For the internal
rate of return (IRR), specifically for resorts, a discount factor of 10% is used because investments in places and
buildings have a slow rate of depreciation. As a result, the discount factor that is used as a comparison for IRR is
low. On the other hand, for restaurants, an internal rate of return discount factor of 18% is used because of
considerations regarding the level of food security. This need to instantly make a profit to be used as capital in
the subsequent round of sales. According to the findings of the research, the internal rate of return (IRR) for
resort A is 91%, while the IRR for resort B is 65%, restaurant A is 20%, and restaurant B is 34%. Since this
result is higher than the discount factor that was applied, the hospitality sector business can be considered to
have a bright outlook.
Although result also indicated that for the current stance, the profitability projection for the next five years
had a downward trend compare to present year. Therefore, promotion and the effectiveness of how government
handling post-pandemic is important in significantly increase the profitability of hospitality sector in the region.
There are many different approaches that can be taken to foster growth in the tourism industry; one of these
approaches is to foster growth in marine tourism. Marine tourism is a form of ecotourism. Ecotourism is a form
of tourism activity that is carried out in natural environments. Marine Tourism is a form of alternative tourism
that makes use of marine-based spot and scenery as tourism objects with the goals of recreation, enhancing one's
knowledge of marine, beach, coast deep-sea, and conducting business in the field of marine and coastal region.
Businesses that focus on marine tourism typically provide a variety of amenities to their customers in order to
facilitate various tourist activities. Restaurant infrastructure is one of those things. The inclusion of dining
establishments within an marine tourism operation is designed to serve as a supplement to the culinary tourism
activities that are offered to visitors to the property.

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V. CONCLUSION AND RECOMMENDATION

The conclusion contains a brief summary of the results of the study and discussion. [Times New
Roman, 10, normal]. It is feasible to carry out this project given the financial considerations, which include an
evaluation of the NPV, IRR, and profitability projections. The resulting net present value (NPV) of two resorts
and two restaurants is considered to have a positive value because the NPV is greater than zero. Because the
internal rate of return (IRR) that was calculated is substantially higher than the discount factor that was applied
in this investigation, it can be concluded that the two businesses operating in the hospitality sector of marine
tourism at the Ngurbloat beach tourist spot are profitable. This is reflected significantly in the projected value of
positive annual profits for the four businesses that were investigated in this investigation. Despite this, the
results showed that the profitability prediction for the following five years will have a declining tendency when
compared to the current year.

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