TILAPIA AQUACULTURE BUSINESS DEVELOPMENT STRATEGY (CASE STUDY OF TILAPIA FARMERS AT KEDUNG OMBO RESERVOIR, GROBOGAN REGENCY)
DOI:
https://doi.org/10.47701/ysw8y171Keywords:
Tilaphia Farming, Business Development Strategy, SWOT, IFAS, EFAS, QSPMAbstract
This study aims to (1) identify internal factors representing
strengths and weaknesses in the tilapia farming business at
Kedung Ombo Reservoir, Grobogan Regency; (2) identify
external factors representing opportunities and threats in
the development of the tilapia farming business; and (3)
formulate appropriate priority strategies for the
development of the tilapia farming business. The research
was conducted at Kedung Ombo Reservoir, Grobogan
Regency. A descriptive method with a quantitative approach
was employed. Respondents were selected using purposive
sampling, comprising 25 tilapia farmers. The study utilized
both primary and secondary data. Data analysis involved the
Internal Factor Analysis Summary (IFAS), External Factor
Analysis Summary (EFAS), Strengths, Weaknesses,
Opportunities, Threats (SWOT) analysis, and the
Quantitative Strategic Planning Matrix (QSPM). The results
indicate that the IFAS analysis yielded a total score of 2.86,
comprising a strength score of 2.02 and a weakness score of
0.84. The EFAS analysis yielded a total score of 2.73,
comprising an opportunity score of 1.83 and a threat score of
0.90. The SWOT analysis placed the tilapia farming business
in Quadrant I with coordinates (0.59; 0.47); therefore, the
appropriate strategy to implement is the Strengths–
Opportunities (S–O) strategy—leveraging strengths to
optimize available opportunities. The QSPM analysis results
indicate that the priority strategy for developing the tilapia
farming business is to improve feed usage efficiency and
maintain culture water quality, with a Sum Total
Attractiveness Score (STAS) of 3.20.
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