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The Competitive Strategy of Shredded Fish Business in Abonindi Kendari

Buletin Penelitian Sosial Ekonomi Pertanian Fakultas Pertanian Universitas Haluoleo · Vol. 25 No. 1 (2023) · pp. 64–70

DOI
10.37149/bpsosek.v25i1.399
ISSN
2656-4270
Published
2023-06-05
Publisher
Department of Agribusiness, Halu Oleo University Jointly with Perhimpunan Ekonomi Pertanian Indonesia - Indonesian Society of Agricultural Economics (PERHEPI/ISAE)
Language
eng
License
creativecommons.org/licenses/by-sa/4.0

Abstract

Abonindi is one of the businesses that process fish into shredded fish. Making shredded fish is relatively easy, so sliced fish can be processed on a small business scale—the potential results in business actors working on the identical product type on the market. Still, Abonindi's business does not affect the number of competitors at the producer-actor level. This makes researchers want to know how Abonindi's competitive strategy is in doing business. So this study aims to determine the internal and external factors of the Abonindi shredded fish business and formulate a competitive plan that is applied to the Abonindi shredded fish business. This research was conducted in the Benu-Benua Village, West Kendari District, Kendari City, from July 2021 to October 2022. This research used descriptive analysis and SWOT analysis. The research method used was a case study on the shredded Abonindi business. The variables for this research consist of the identity of the respondents, including age, education level, business experience, and number of family dependents. Internal factors include business strengths and weaknesses, and external factors include business opportunities and threats. Based on the results of the study shows that (a) internal factors, consisting of three strength factors, namely own business capital, adequate production technology and good use of promotional media, and two weak factors, namely product prices which are relatively high compared to competitors, type or variant of shredded fish is still small. (b) external factors, consisting of three opportunity factors, namely the existence of support from the government, strategic marketing locations, and expanding market demand, and four threat factors, namely fluctuating raw material costs, many similar businesses, uncertain climatic conditions, and the nature of perishable raw materials. Based on the SWOT analysis results, the strategy used in the Abonindi shredded fish business is quadrant I (one), namely the SO strategy (Strengths – Opportunities). SO strategy is a strategy that uses strengths to take advantage of opportunities. The SO strategy used is to utilise promotional media to market shredded products, with an expanding market demand to increase or expand the need for the Abonindi business.

Keywords

Collaboration network of the authors

40 authors · 168 co-authorship links · showing the 40 most connected

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • Universitas Halu Oleo
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Muhammad Aswar LimiUniversitas Halu Oleo10
Lukman YunusUniversitas Halu Oleo8
Samsul Alam FykaUniversitas Halu Oleo6
Sitti Aida Adha TaridalaUniversitas Halu Oleo6
Surni SurniUniversitas Halu Oleo4
Idrus SalamUniversitas Halu Oleo4
Abdul GafaruddinUniversitas Halu Oleo3
Budiyanto BudiyantoUniversitas Halu Oleo3
La Ode AlwiUniversitas Halu Oleo3
Surni SurniAffiliation unknown3
Lukman YunusAffiliation unknown2
Hartina BatoaUniversitas Halu Oleo2
Putu ArimbawaUniversitas Halu Oleo2
La Ode Kasno ArifUniversitas Halu Oleo2
Rosmawaty RosmawatyUniversitas Halu Oleo2
R. Marsuki IswandiUniversitas Halu Oleo2
Yusna IndarsyihUniversitas Halu Oleo2
Mukhtar MukhtarAffiliation unknown2
Yusriadin YusriadinUniversitas Halu Oleo2
Reski AmboAffiliation unknown2
Rosmawaty RosmawatyAffiliation unknown2
wa Ode YusriaAffiliation unknown2
Hadi SudarmoUniversitas Halu Oleo2
La Ode NafiuUniversitas Halu Oleo1
Fatmawati FatmawatiUniversitas Halu Oleo1
Musram AbadiUniversitas Halu Oleo1
Salamah SalamahUniversitas Halu Oleo1
Sarinah SarinahAffiliation unknown1
La Ode Arfan DeduAffiliation unknown1
Dasmin SiduUniversitas Halu Oleo1
Marfuatun MarfuatunUniversitas Halu Oleo1
Ine FausayanaUniversitas Halu Oleo1
Fitri AndrianiUniversitas Halu Oleo1
Ahsan Taqwim HasyimUniversitas Halu Oleo1
Nila Yarni SariUniversitas Halu Oleo1
Ni Ketut Hintan AriyaniUniversitas Halu Oleo1
La Ode JabuddinUniversitas Halu Oleo1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://ejournal.agribisnis.uho.ac.id/index.php/sosek/oai, first harvested 4 Nov 2026, last seen 4 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en-US">The  Competitive Strategy of Shredded Fish Business in  Abonindi Kendari</dc:title>
	<dc:creator>Layuk, Agnes Amelia</dc:creator>
	<dc:creator>Bafadal, Azhar</dc:creator>
	<dc:creator>Zani, Munirwan</dc:creator>
	<dc:subject xml:lang="en-US">competitive strategy</dc:subject>
	<dc:subject xml:lang="en-US">shredded fish</dc:subject>
	<dc:subject xml:lang="en-US">SWOT analysis</dc:subject>
	<dc:description xml:lang="en-US">Abonindi is one of the businesses that process fish into shredded fish. Making shredded fish is relatively easy, so sliced fish can be processed on a small business scale—the potential results in business actors working on the identical product type on the market. Still, Abonindi's business does not affect the number of competitors at the producer-actor level. This makes researchers want to know how Abonindi's competitive strategy is in doing business. So this study aims to determine the internal and external factors of the Abonindi shredded fish business and formulate a competitive plan that is applied to the Abonindi shredded fish business. This research was conducted in the Benu-Benua Village, West Kendari District, Kendari City, from July 2021 to October 2022. This research used descriptive analysis and SWOT analysis. The research method used was a case study on the shredded Abonindi business. The variables for this research consist of the identity of the respondents, including age, education level, business experience, and number of family dependents. Internal factors include business strengths and weaknesses, and external factors include business opportunities and threats. Based on the results of the study shows that (a) internal factors, consisting of three strength factors, namely own business capital, adequate production technology and good use of promotional media, and two weak factors, namely product prices which are relatively high compared to competitors, type or variant of shredded fish is still small. (b) external factors, consisting of three opportunity factors, namely the existence of support from the government, strategic marketing locations, and expanding market demand, and four threat factors, namely fluctuating raw material costs, many similar businesses, uncertain climatic conditions, and the nature of perishable raw materials. Based on the SWOT analysis results, the strategy used in the Abonindi shredded fish business is quadrant I (one), namely the SO strategy (Strengths – Opportunities). SO strategy is a strategy that uses strengths to take advantage of opportunities. The SO strategy used is to utilise promotional media to market shredded products, with an expanding market demand to increase or expand the need for the Abonindi business.</dc:description>
	<dc:publisher xml:lang="en-US">Department of Agribusiness, Halu Oleo University  Jointly with  Perhimpunan Ekonomi Pertanian Indonesia - Indonesian Society of Agricultural Economics (PERHEPI/ISAE)</dc:publisher>
	<dc:date>2023-06-05</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en-US">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://ejournal.agribisnis.uho.ac.id/index.php/sosek/article/view/399</dc:identifier>
	<dc:identifier>10.37149/bpsosek.v25i1.399</dc:identifier>
	<dc:source xml:lang="en-US">Buletin Penelitian Sosial Ekonomi Pertanian Fakultas Pertanian Universitas Haluoleo; Vol. 25 No. 1 (2023); 64 - 70</dc:source>
	<dc:source>2656-4270</dc:source>
	<dc:source>10.37149/bpsosek.v25i1</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://ejournal.agribisnis.uho.ac.id/index.php/sosek/article/view/399/67</dc:relation>
	<dc:rights xml:lang="en-US">Copyright (c) 2023 Agnes Amelia Layuk, Azhar Bafadal, Munirwan Zani</dc:rights>
	<dc:rights xml:lang="en-US">https://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>