AGB 100_ASU_ASSIGNMENT_SPRING 2024_DEVELOPMENT STRATEGY OF CAPTURE FISHERIES AGRIBUSINESS IN THE NORTH COAST AREA OF BATANG REGENCY

DEVELOPMENT STRATEGY OF CAPTURE FISHERIES

AGRIBUSINESS IN THE NORTH COAST AREA OF BATANG

REGENCY

Introduction:

The fisheries sector is one of the sectors that plays an important role in national

development efforts. This sector is also the main source of high-protein food providers that

are favored by the general public. Indonesia as a maritime country is known to have a water

area of 5.8 million km² which almost covers 2/3 of the entire area. This provides a great

opportunity for the Indonesian people to utilize fishery resources as optimally as possible for

the country's economic development through inclusive and sustainable agribusiness activities.

Law No. 45 of 2009 on the amendment of Law No. 31 of 2004 on Fisheries states that

fisheries are all activities related to the management and utilization of fish resources and the

environment, starting from pre-production, production, processing to marketing carried out in

a fisheries business system. This definition shows that this sector can become the foundation

of the main economic source through the creation of wider employment opportunities and can

become a source of foreign exchange.

Optimal and sustainable management of fisheries resources is an important key to long-

term national economic development. KKP in the 2015-2019 Strategic Plan has a vision of

"Realizing an independent, advanced, strong and national interest-based Indonesian marine

and fisheries sector" which is then followed by 3 main mission pillars to realize the sea as the

nation's future, namely sovereignty mission, sustainability mission, and welfare mission.

Sovereignty, means realizing sovereign marine and fisheries development, in order to support

economic independence by securing marine and fisheries resources, and reflecting Indonesia's

personality as an archipelago. Sustainability, which means realizing sustainable management

of marine and fisheries resources. Prosperity, which means realizing a marine and fisheries

community that is prosperous, advanced, independent, and has a personality in culture.

The GDP growth of the fisheries sector has always been above the national GDP and

GDP of the agriculture sector in the period 2014 to the third quarter of 2017. In the third

quarter of 2017, fisheries GDP growth reached 6.79 percent with a value of Rp 169 513.10

billion (BPS in KKP 2018). This is supported by domestic fisheries production which tends to

increase, especially for the capture fisheries subsector. BPS (2017) stated that capture

fisheries production during the period 2011-2016 experienced a growth of 13.19 percent. The

increase was driven by an increase in marine capture fisheries production by 9.49 percent and

an increase in capture fisheries production in public waters by 3.02 percent, while aquaculture

experienced growth of only 2.91 percent during the same period. Meanwhile, the production

of capture fisheries according to BPS in KKP can be seen in Table 1.

Based on Table 1, the amount of capture fisheries production appears to have an

increasing trend. This is in line with the increase in fisheries consumption every year. In 2014,

the level of fish consumption by Indonesians reached 38.14 kg/capita/year; in 2015, it reached

41.11 kg/capita/year; and in 2015, the level of fish consumption by Indonesians reached 41.11

kg/capita/year.

2016 reached 43.94 kg/capita/year (KKP 2018).

Central Java is one of the provinces in Indonesia with the lowest percentage

contribution of fisheries to GRDP compared to other provinces outside Java. In 2014, Central

Java contributed 1.05 percent in the fisheries sector to GRDP at current prices (BPS 2017).

This may be due to the fact that Central Java does not have a long coastline compared to other

regions outside Java, which is 741.58 km (BPS 2017). However, based on the receipt of

marine and fisheries investment in 2017 in the third quarter, Central Java ranks first with an

investment value of Rp 797.76 billion (19.8 percent), followed by Jakarta with Rp 644.50

billion (16.0 percent), and East Java with Rp 461.22 billion (11.4 percent) (BKPM and OJK,

processed by Ditjen PDS-KKP 2018). This shows that the fisheries and marine sector in

Central Java has the potential to be developed.

The coast of Central Java is divided into the North Coast (Rembang, Pati, Jepara,

Demak, Semarang, Kendal, Batang, Pekalongan, Pemalang, Tegal, Brebes) and the South

Coast (Cilacap, Kebumen, Purworejo). Batang Regency, as one of the regions on the North

Coast, has a coastline of 38.75 km. The total production of capture fisheries in Batang

Regency is known to be the second highest in 2014 and the third highest in 2015 in Central

Java, after Rembang Regency and Tegal City. The production amount and production value of

marine capture fisheries sold at TPIs by regency/city in Central Java are shown in Appendix

1. Meanwhile, the production amount and production value of fish in Batang Regency can be

seen in Table 2 below.

Based on Table 2, it can be seen that the amount of production of capture fisheries in

Batang Regency has increased. In 2014 the number of

fish production reached 27 974 811 kilograms, increasing to 30 444 433 kilograms in 2015.

Despite the increase in the amount of production, the value of fisheries production decreased.

In 2014 the value of fisheries production reached Rp 206 165 572 000 and then fell in 2015.

2015 to Rp 169 188 484 000. The total production of fishery products in 2015 ranks 3rd, but

the value of production ranks 5th after Kab. Rembang, Kota Tegal, Kota Pekalongan, and

Kab. Pemalang.

The fisheries and marine sector is the main source of livelihood for coastal

communities, not only for on-farm fishermen, but also for fisheries production facility

providers, and processed fish product businesses (MSMEs). In 2012, the capture fisheries

subsector was known to contribute 2.35 percent to the GRDP of Batang Regency

(Dislutkanak 2012). Although this contribution is not very large compared to others, the

fisheries and marine sector, especially capture fisheries, is the strategic core of Batang

Regency's regional development as one of the North Coast Region routes.

The capture fisheries subsector is one of the key economic developments for Batang

Regency. However, various problems hamper the development process. Environmental

aspects and the preservation of marine resources are the main issues related to the welfare of

business actors in the capture fisheries subsector. The main problems, such as the use of

fishing gear that is not environmentally friendly and the decline in the potential of fisheries

resources, are the beginning of the lack of development of capture fisheries agribusiness in

Batang Regency. Therefore, it is necessary to assess and formulate further development

strategies for the capture fisheries agribusiness system in Kabupaten Batang, in order to

become an independent and sustainable source of economic growth and development. The

study of this development strategy is very important, because it can provide answers to

various problems in the capture fisheries agribusiness, as well as provide alternative

formulations of what strategies are appropriate to answer the existing challenges based on the

internal and external analysis conducted, as well as the actual conditions in the field.

Problem Formulation

Capture fisheries agribusiness is an integrated system in the capture fisheries sector

consisting of upstream to downstream subsystems, namely the fisheries production facilities

supply subsystem, production subsystem, processing and marketing (post-production)

subsystem, and support subsystem. Based on this, the capture fisheries sector provides other

sources of economic value besides fishing activities, such as shipbuilding projects, sales of

fishing raw materials, ice factories, fish processing centers, fish product buying and selling

markets, and the provision of supporting institutions. Batang Regency as one of the largest

capture fish producers in Central Java has a fairly good capture fisheries agribusiness system,

although there are still many obstacles and problems. According to data from the Batang

Regency Marine, Fisheries and Livestock Service Office (2017), the potential for human

resources in all businesses engaged in the marine and fisheries sector amounted to around 14

924 people (consisting of 11 745 fishermen).

1 088 fishery product processors and marketers, and 2 091 cultivators).

The main factor of production facilities for capture fisheries is boats. Batang Regency

fishermen use two types of fishing boats, namely outboard motor boats and motor boats. The

supply of vessels can be obtained from the local shipyard industry, which is known to have

continued to increase since 2007. The total ownership of fishing vessels in 2017 in Batang

Regency was 832, an increase of 105 vessels from 2015 which amounted to 727 vessels. This

shows that the number of fishing vessels used tends to increase every year, in line with the

increase in the number of fishing households in Batang Regency. This means that every year

the number of Batang coastal communities that depend on the capture fisheries sector is

increasing.

There are more than 30 types of marine fish that are the source of income for fishermen.

The top five fish species in terms of production quantity and production value are kapasan

fish, kuniran fish, tembang/jui fish, ikan layang and mackerel. Most fish are sold fresh, but

some are processed or preserved into smoked fish, pindang fish, and salted fish. The number

of fish processing business units in Kabupaten Batang is quite large, reaching 459 business

units with a total workforce of 2,865 people. The investment value in this sector was Rp 5 283

010 000 and the production value was Rp 12 545 200 000 in 2013. The marketing targets of

the fish processing industry are local markets, Bandung, and Jakarta. The Batang Regency

fisheries sector still has great opportunities in developing markets outside the region, both for

the provision of fisheries production facilities, the production of fresh capture fish and

processed fish. Development in this subsector can be an important focus as a foundation for

increasing the regional GRDP of Batang Regency, because the market for processed fish

products is still wide open by reaching markets in various other regions.

The development of capture fisheries agribusiness is strongly influenced by various

factors, both internal and external factors. Internal factors relate to the weaknesses and

strengths of the region concerned. Meanwhile, external factors consist of opportunities and

threats that come from the external environment. Internal and external problems become

obstacles in the development of capture fisheries agribusiness in Batang Regency. Based on

the Strategic Plan of the Batang Regency Marine, Fisheries and Livestock Service Office

2017-2022, the constraints and problems that become strategic issues are:

1. The number of marine and fisheries facilities and infrastructure is inadequate;

2. Decreased quality of waters/marine environment due to disasters (abrasion, sedimentation

and accretion);

3. The implementation of regulations banning the use of environmentally unfriendly fishing

gear (cantrang) used by the majority of Batang fishermen;

4. Cluster-based agribusiness development has not been optimally implemented;

5. The farther away the fishing grounds are;

6. There is still the use of harmful food additives in fishery products;

7. The level of fish consumption in Batang district is still low;

Capture fisheries agribusiness is an integrated and interrelated system in each of its

subsystems from upstream to downstream, so if there is a problem in one of the subsystems, it

will result in other subsystems. Making the capture fisheries subsector a unit in an

agribusiness system consisting of various subsystems is one of the basic keys to the

development of this subsector. Meanwhile, uniting and collaborating the existing internal and

external factors is one of the key solutions to create a strategy for the development of capture

fisheries agribusiness. Therefore, the formulation of the problem to be discussed is:

1. What is the condition of the capture fisheries agribusiness system in the North Coast Area,

Batang Regency, Central Java?

2. What is the formulation of strategies that can be used to develop capture fisheries agribusiness

in the North Coast Area, Batang Regency, Central Java?

Capture Fisheries Agribusiness

Fisheries agribusiness is an integrated system consisting of four subsystems, namely the

fisheries production facilities supply subsystem, the production activities subsystem, the

fisheries product processing and marketing subsystem, and the support subsystem. The

fisheries production facility provider subsystem is in the form of providing vessels for sailing,

fishing nets, fuel, and others. In the production subsystem, it is in the form of fishing process

activities at sea. The upstream agribusiness subsystem means the processing of fish products,

such as making processed smoked fish, canned fish, salted fish, processed seafood restaurants,

and also includes the marketing process of fishery products. Supporting subsystems in capture

fisheries agribusiness can be in the form of banking institutions as a source of capital lending,

the Marine and Fisheries Service, fisheries sector extension workers, savings and loan

cooperatives, and so on. There are several previous studies that examined regional capture

fisheries agribusiness, namely Milasari (2004); Hajar and Marif (2013); Malik and Supratikno

(2000). The three studies provide a description of the various subsystems in capture fisheries

agribusiness.

Milasari (2004) in her paper Integrated Capture Fisheries-Based Regional Development

Planning in Tanjung Mutiara Sub-district, Agam Regency, West Sumatra Province, which

divides the discussion into five aspects in accordance with the subsystems in agribusiness,

namely fisheries production facilities and infrastructure, capture units, processing, distribution

and marketing, and institutional aspects. Production facilities used are shipyards, fuel, clean

water, ice, and provision of fishing gear. Fisheries production is carried out by sailing at sea to

catch fish. Fishermen provide post-capture handling in the form of icing the fish to maintain

the freshness of the product until it reaches consumers. In addition, some of the fish produced

is processed into certain products to increase the selling value. The distribution and marketing

of products in Tanjung Mutiara is quite large. The marketing channel starts from the

fishermen as producers and then distributed to consumers through middlemen, agents, retail

traders, and/or others. Some products have been exported to foreign countries such as

Malaysia and Singapore. The institutional aspect aims to provide guidance and support

various business activities in capture fisheries agribusiness. Guidance related to the

development of capture fisheries in Tanjung Mutiara Sub-district is provided by the

Livestock, Fisheries and Marine Service Office of Agam Regency, PPI Tiku KUD Mina Pasir

Tiku, Agricultural Extension Center, and NGO Gema Nusa.

Hajar and Ma'rif (2013) then conducted research on the development pattern of coastal

fisheries agribusiness in Bonang District, Demak Regency. The study found that the

availability of diesel fuel is the most important factor in the procurement and distribution of

fisheries production facilities. Primary production activities in the coastal area of Bonang

Subdistrict are seen from the potential of capture fisheries products in the coastal area of

Bonang Subdistrict evenly including pomfret, mackerel, shrimp, crab, layur fish, and various

other types of fish. Primary production activities in fisheries agribusiness are not only in

capture fisheries but also aquaculture fisheries production activities which have cultured

commodities in the form of vaname shrimp, tiger shrimp, and milkfish. Processing products

found in the coastal area of Bonang Sub-district as a whole are usually dried fish/salted fish,

fish/shrimp crackers, presto milkfish, and shrimp paste as a result of processing fishery

products. Marketing has reached the local Bonang market, within and outside the regency. In

marketing activities, middlemen still play a very important role. Middlemen market fishery

products both locally and outside the region.

Meanwhile, Malik and Supratikno (2000) presented a flow chart of marine fish

marketing in Takalar District involving fishermen, fish auctions, traditional fish processing

and local markets. This shows that marine fish marketing in the region is still relatively

simple and traditional. Malik and Supratikno (2000) then developed marine fish marketing by

involving export markets and marine fish processing factories/industries. This is in

accordance with the findings of Milasari (2004) who described the marketing channels of

capture fisheries in Tanjung Mutiara Sub-district, Agama District, West Sumatra, which are

more modern. In the process of marketing fishery products, Tanjung Mutiara sub-district

involves fishermen, middlemen, fish processors, agents and exporters.

Based on these three studies, it can be seen that the availability of diesel fuel is one of

the most important factors in capture fisheries business activities. Marketing of fresh fishery

products not only reaches regional areas, but also outside the region, even abroad for certain

areas. The marketing path of fishery products in general is from fishermen, through

middlemen or transactions at fish auctions, fish processors, agents, retailers, to exporters, to

then reach the final consumer. Strong integration of various capture fisheries agribusiness

subsystems from upstream to downstream is very important, because they are interrelated and

will be hampered if one of the subsystems has a problem.

Strategy for Development of Capture Fisheries Agribusiness

Each region has its own potential and distinctiveness to support increased regional

economic growth. Agribusiness development strategies are part of the process to improve the

welfare of local communities. However, fisheries and marine development in Indonesia still

faces many problems. Problems that hinder fisheries and marine development consist of

internal and external factors. There are several previous studies that discuss internal and

external factors related to problems in the fisheries and marine sector, as well as various

formulations of strategies proposed to overcome these problems.

Research by Riyadi (2004) stated that some of the problems that hinder the development

of fisheries and marine consist of internal and external factors. Problems based on internal

factors are: Most fishermen are traditional fishermen with socio-cultural characteristics that

are not conducive to business progress; most of the fleet structures owned are still dominated

by small-scale and traditional structures (low technology); inequality in the level of utilization

of fish stocks between one region and another; there are still many illegal, unregulated and

unreported fishing practices; law enforcement is still weak; environmental damage to marine

ecosystems caused by bombing and sand mining; limited social and economic infrastructure

(transportation, communication, health, education and housing); and weak market intelligence

which includes mastery of information about market segments, prices and competitors.

Meanwhile, external factors that influence the slow development of marine and fisheries are

particularly those related to monetary, fiscal and investment policies, such as loan interest

rates and the provision of fisheries credit.

Identification of problems and analysis of what internal and external factors affect the

development of capture fisheries agribusiness become the basis for formulating the right

strategy. Identification and analysis are generally conducted on 4 aspects of development

sources, namely economic aspects, social aspects, environmental/ecological aspects, and

institutional aspects. This was adjusted to the statement of the Ministry of National

Development Planning/Bapennas (2014) and Wahdaniyah et al. (2018). The Ministry of

PPN/Bapennas outlined 8 problems in 4 aspects of the study (economic aspects, social

aspects, environmental/ecological aspects, and institutional aspects) related to the condition of

capture fisheries management. Conditions in the economic aspect are related to the low

competitiveness of capture fisheries products, the lack of domestic market development for

capture fisheries products and fish quality security, and limited access to capital for the

development of capture fisheries businesses. Meanwhile, the social aspect is related to the

problem of the low quality of most fishermen. Conditions in the environmental/ecological

aspect are related to illegal, unregulated, and unreported (IUU) fishing activities, and over

fishing in coastal waters. And conditions in the institutional aspect are related to the weak

capacity of supervisory and law enforcement institutions, and the capture fisheries data

collection system that is still not reliable and still partial.

Based on previous research that has been conducted, it can be concluded that in general,

problems in the capture fisheries sector are caused by internal and external factors. Problems

based on internal factors are: There are still quite a number of fishermen who catch fish

traditionally; most of the fishing fleet is still small and medium scale; the use of technology is

relatively low; fishing gear that is not environmentally friendly; there are still many illegal,

unregulated, and unreported (IUU) fishing activities; to the still weak role of supporting

institutions in the capture fisheries sector capture fisheries sector. Meanwhile, problems based

on external factors are related to fluctuations in loan interest rates and the exchange rate of the

rupiah against the US dollar.

After identifying problems and analyzing internal and external factors, the next step is

to formulate strategies through SWOT analysis. This strategy analysis tool was chosen on the

basis that SWOT can provide the formulation of appropriate alternative strategies based on

the collaboration of weaknesses, strengths, opportunities, and threats for the regional fisheries

agribusiness environment. This is in accordance with the research studies of Daud et al.

(2009); Irawan (2010); and Milasari (2004) who formulated development strategies through

SWOT analysis as a result of identification of internal and external factors related to capture

fisheries agribusiness in Tanjung Mutiara Sub-district, Agam Regency, West Sumatra

Province. SWOT analysis was conducted by determining strategies based on the analysis of

strength-opportunity (S-O), weakness-opportunity (W-O), strength-threat (S-T), and

weakness-threat (W-T).

The results of strategy formulation through SWOT analysis according to Daud et al.

(2009) resulted in nine capture fisheries policy directions, namely (policies in order of

priority): Development of capture fisheries by adding fleets and fishing equipment; increasing

outside investment to improve small-scale fisheries businesses; strengthening local fleets;

maximizing the potential of existing fisheries; development of catch processing; socialization

of environmentally friendly fisheries; providing cold storage, ice factories, and procurement

of appropriate technology to maintain fish quality; and development of fishing technology;

and education and training on sustainable fisheries business management. This is in line with

Rosalina (2011) in her writing on the analysis of pelagic fisheries development strategies in

Banyuasin Regency, South Sumatra, namely: Optimization of pelagic fisheries business;

development of pelagic fisheries business in the 6-10 nautical mile route; improvement of

pelagic fisheries business management; increasing the business scale of pelagic fishing fleet;

and improvement of fisheries facilities and infrastructure.

Meanwhile, the results of the formulation of SWOT strategies according to Milasari

(2004) based on SO strategies, namely developing a legal system for coastal areas; and

increasing the utilization of fishery resources in territorial waters by improving gillnet

technology. The formulation of the ST strategy, namely by closing the fishing area within the

3-mile area that has been over fishing. Meanwhile, the WO strategy is through the

development of port facilities and infrastructure; development of environmentally friendly

handling and processing processes; integrated marketing development; provision of accurate

data; strengthening formal and informal institutions for fisheries processing; and increasing

human resources of both apparatus and fishermen. And for the formulation of WT strategies

are in the form of spatial mapping of capture fisheries; enforcement of the monitoring and

evaluation system; and improvement of mangroves and coral reefs. The results of the

formulation are generally in line with Irawan (2010), especially related to improving the

facilities and infrastructure of the fisheries sector.

Based on strategy formulation through SWOT analysis conducted by Daud et al.

(2009); Irawan (2010); and Milasari (2004) broadly indicate that revamping and improving

the fishing fleet, and fisheries infrastructure are key in the fisheries development strategy

regional capture. Strong integration and cooperation of various stakeholders in the capture

fisheries sector is also another important key. Strong integration of various subsystems will

have a positive impact on the development of regional and national capture fisheries

agribusiness through increased efficiency and effectiveness in conducting fisheries business

activities. This is in accordance with the suggestion of Riyadi (2004) who formulated several

alternative general strategies for the development of the fisheries and marine sector, through

increased stakeholder participation; improvement of supporting facilities consisting of

physical facilities, institutions consisting of financial institutions, insurance, NGOs, marketing

institutions, associations and supporting legislation in the management of marine resources

and fisheries; conducting further strategic steps such as distribution, marketing, availability of

seeds and broodstock and anticipation of damage to ecosystems and marine biota; and clear

and firm law enforcement for members of stakeholders who violate the rules that have been

established and agreed upon together.

Strategy formulation is conducted to determine what policy direction will be taken to

develop capture fisheries agribusiness. The determination of this policy needs to consider

several aspects of sustainable development, namely economic aspects, social aspects,

technical aspects, and aspects of environmental friendliness. These four aspects need to be

considered with the aim of achieving agribusiness development based on sustainable

development. This is in line with Wahdaniyah et al. (2018) which states that coastal and

marine resource management policies need to be based on or consider four

aspects/dimensions of sustainable development, namely biological aspects, technical aspects,

social aspects, economic aspects and environmental friendliness. The development strategy in

the development of the marine and fisheries sector in the southern SWP (Development Area

Unit) of South Sulawesi Province is a regional and economic-based marine and fisheries

sector development strategy. This development can be done by increasing fisheries production

(aquaculture and capture fisheries), improving marine services (TPI, PPI, fishing industry,

port), marine tourism, and supporting facilities and infrastructure.

Theoretical Framework of the Capture Fisheries Agribusiness Concept

Agribusiness is the concept of an integrated system consisting of four subsystems,

namely: up-stream agribusiness subsystem, as an economic activity that produces and trades

primary agricultural production facilities; on farm agribusiness subsystem, as an activity of

primary agricultural production processes; down-stream agribusiness subsystem, which is an

economic activity that processes primary agricultural products into processed products as well as

trading activities; and supporting subsystems, which are providers and facilitators in the

processes of agribusiness activities, such as financial and banking institutions, research and

development, ministries of agriculture, and so on. The system view provides

interconnectedness between one subsystem and another. The performance of each subsystem

will be determined by the other subsystems, so that the handling of agricultural sector

development is no longer just handling the on farm sector, but also through handling off farm

aspects in an integrated manner (Krisnamurthi 2001). Based on this understanding, a good

agribusiness system is a system that is interrelated and supportive in each of its subsystems. If

there is one subsystem that is problematic, it can have a negative impact on other subsystems,

so it will make the existing agribusiness system weak. The linkage of each subsystem in

agribusiness can be divided into forward linkage and backward linkage. Forward linkage is a

linkage that connects a subsystem to the front line, such as in the processing and

distribution/marketing subsystems. Meanwhile, backward linkage connects a subsystem with

raw material suppliers.

In the capture fisheries sector, the concept of agribusiness remains the same, which is an

integration between subsystems that are interrelated and cannot be separated. If one

subsystem has a problem, it will affect the other subsystems. The upstream agribusiness

subsystem in capture fisheries is the provision of vessels for sailing, fishing nets, fuel, and

others. In the on farm subsystem, it is in the form of fishing process activities at sea. The

upstream agribusiness subsystem means the processing of fish products, such as the

manufacture of processed smoked fish, canned fish, salted fish, processed seafood restaurants,

and also includes the marketing process of fishery products. Supporting subsystems in capture

fisheries agribusiness can be in the form of banking institutions as a source of capital loans,

the Department of Marine Affairs and Fisheries, fisheries sector extension workers, savings

and loan cooperatives, and so on.

Fishery products are products that cannot last long without special additional treatment.

Fish smoking, salting, and the manufacture of canned fish products are examples of product

transformation for value addition and preservation. This is a practice of some of the concepts

of capture fisheries agribusiness as a whole. Each subsystem of activities in agribusiness has

its own objectives such as increasing the income of the business actors concerned, but if

integrated as one big concept, the main goal is to improve the welfare of all business actors

involved in agribusiness activities.

Concept of Capture Fisheries Agribusiness Development Strategy

David (1998) defines strategic management as the art and science of formulating,

implementing, and evaluating functional decisions that enable an organization to achieve its

objectives. The focus of strategic management lies in integrating management, marketing,

finance/accounting, production/operations, research and development, and computer

information systems to achieve organizational goals. The strategic management process

consists of three stages, namely, strategy formulation, strategy implementation, and strategy

evaluation. Strategy formulation is in the form of developing a business mission, recognizing

opportunities The organization's external threats and threats, determining the organization's

internal weaknesses and strengths, setting long-term objectives, generating alternative

strategies, and choosing a particular strategy to implement. Strategy implementation requires

the organization to set annual objective views, equip it with policies, allocate resources

appropriately so that the strategy formulation can be implemented.

The development of capture fisheries agribusiness depends on the identification of

internal and external factors. Internal factors consist of the strengths and weaknesses of the

organization. These strengths and weaknesses appear in the management, marketing, finance,

production/operations, research and development, and computer information system activities

of fisheries agribusiness. While external factors consist of opportunities and threats that come

from the environment outside the organization, such as the economic environment, social,

political, government policy, technology, and so on. These external factors provide

competitive tendencies and favorable or unfavorable events in the future. The basic tenet of

strategic management is that organizations need to formulate strategies to take advantage of

existing opportunities and avoid or reduce the impact of external threats (David 1998).

Internal factors in the form of strengths and weaknesses are determined relative to

competitors. Strengths and weaknesses can also be determined relative to the goals the

organization has. Both internal and external factors should be expressed in specific terms to

some extent, using numbers, percentages, dollars and ratios, as well as comparisons over time

and to rival organizations. The more specific the underlying internal and external factors, the

more effectively strategies can be formulated and resources allocated (David and David

2015).

The stages in formulating a strategy consist of the input stage, the matching stage, and

the decision stage. The input stage means that strategy makers need to subjectively calculate

internal and external factors in the early stages of the strategy formulation process. Strategy is

sometimes defined as the mix an organization makes between internal resources and skills and

the opportunities and risks created by external factors. The matching stage of the strategy

formulation framework consists of five techniques that are used in any order, namely: SWOT

matrix, SPACE matrix, BCG matrix, IE matrix, and Grand Strategy matrix. All these tools

depend on the information obtained from the input stage to match external opportunities and

threats with internal strengths and weaknesses.

The final stage is the decision stage in formulating strategies using the Quantitative

Strategic Planning Matrix (QSPM) or Quantitative Strategic Planning Matrix. This technique

targets which alternative strategies are the best. QSPM uses inputs from stage 1 analysis and

matches from stage 2 analysis to targetively decide between alternative strategies. This means

that the SWOT matrix, SPACE matrix, BCG matrix, IE matrix, and Grand Strategy matrix

that make up stage 2, provide what is needed to establish the QSPM. QSPM is a tool that

allows strategists to objectively evaluate alternative strategies, based on The critical factors

for external and internal success were recognized earlier. However, in determining the

development strategy of regional capture fisheries agribusiness in this study, only the SWOT

matrix technique will be used. A more complete comprehensive model of strategic

management can be seen in Figure 1 below.

SWOT Matrix Analysis

One strategy that is commonly used in organizations or companies is a strategy based on

the SWOT matrix. The SWOT (Strengths- Weakness-Opportunities-Threats) matrix is an

important matching tool that helps managers develop four types of strategies, namely SO

strategies, WO strategies, ST strategies, and WT strategies. SO strategies or strength-

opportunity strategies use an organization's internal strengths to take advantage of external

opportunities. WO strategies or weakness-opportunity strategies aim to improve weaknesses

by taking advantage of external opportunities. ST strategy or strength-threat strategy uses the

company's strengths to avoid or reduce the impact of external threats. A WT strategy or

weakness-threat strategy is a defensive tactic directed at reducing internal weaknesses and

avoiding environmental threats. The SWOT matrix consists of nine cells. As shown in table 2,

there are four main decisive factor cells, four strategy cells, and one that is left blank. The

four strategy cells labeled SO, WO, ST, and WT are developed after completing the four key

factor cells labeled strengths, weaknesses, opportunities, and threats, the complete SWOT

matrix can be seen in Table 3.

If each factor in the internal and external environment is analyzed and a combination

strategy is created, the SWOT analysis will evolve and result in the following various detailed

strategies, as a result of any combination between the external and internal environment.

Based on the perspectives in the internal and external environment in SWOT analysis, four

strategies can be derived, namely (Hutabarat and Huseini 2012):

a. The maxi-maxi strategy is to maintain strengths to seize opportunities

b. The maxi-mini strategy is to maintain strength to avoid or ward off threats

c. The mini-maxi strategy is to overcome weaknesses to seize opportunities

d. A mini-mini strategy is to address weaknesses to avoid or counteract threats.

Road Map Strategy and Strategic Architecture

The strategies that have been formulated based on the SWOT analysis are then mapped

into a road map strategy that can show the priority of handling one strategy over another. The

road map approach still considers the importance of all strategies that have been formulated

in the previous stages. Priority will be seen in the urgency of handling first. The road map

shows a sequential relationship between one strategy and another. This is to avoid confusion

that causes inefficiency and even failure (ineffectiveness) in the implementation of these

strategies. In certain cases, the sequential relationship between one strategy can lead to a

reciprocal relationship, where the implementation of one strategy is very dependent and vice

versa also greatly affects the implementation of other strategies. The road map will explain

the time-frame for implementing each strategy within a certain period of time.

Strategic architecture is a strategic design drawing that is useful for companies to

formulate their strategies into the canvas of organizational plans to achieve their vision and

mission. According to Yoshida (2004) the preparation of architecture A strategic architecture

consists of core and complementary components. Core components are essential components

that are sufficient conditions for developing strategic architecture. Companion components

are further derivatives of the core components. The technique of drawing a strategic

architecture has no fixed rules that describe the arrangement of strategies. Strategic

architecture drawing is a creative thinking process that combines art with strategic results

obtained from the decision-making stage. Strategic planning with a strategic architecture

approach can be seen in Figure 2.

Based on the above strategic architecture approach, Yoshida (2004) then elaborates on

these elements as follows:

1. Vision and mission of the organization

An organization's vision is a statement of what it wants to achieve in the future. The

organization's mission is a statement about the reason for the organization's existence.

The vision and mission must be clearly stated so that it will not cause the wrong

interpretation in communicating it to all niches of the organization.

2. Internal and external environment analysis

This analysis is a scan of the internal and external factors that affect the current and

future organization. There are several internal environmental analysis tools in order to

obtain an overview of the strengths and weaknesses of the organization, namely

management process analysis, organizational functional performance analysis, key

success factor (KSF) analysis, McKinsey's 7'S analysis, key result area (KRA) analysis,

and Porter's value chain analysis. Meanwhile, the external environment analysis tool is

PEST analysis (political - economic - socio-cultural - technological), porter's 5 forces

analysis (5P Porter), industry turbulence analysis, and analysis

organization's life cycle.

3. Industry foresight (Redefinition of the future industry)

Industry foresight provides an overview of the potential things in the organization to be

developed in the future and enables the organization to take a leadership position. The

development of industry foresight is strongly influenced by factors such as technological

developments, regulations issued and regulatory proposals to be established, regional

demographics (education levels and income levels in particular), and different lifestyles.

4. Organizational challenges

The organizational challenge is the initial plan that the organization needs to prepare,

covering the potential business and the estimated investment required to realize the new

business. The organizational challenge identifies focal points for building organizational

capabilities in the short and medium term. These focal points are typically prioritized on

organizational weaknesses that are closely related to organizational strengths.

5. Organizational goals

Organizational goals are objectives that the organization wants to achieve that have been

quantified properly. For example, with the challenge of international expansion, the goal

set is to enter the world market in connection with the entry into force of the agreement

drawn up by the WTO (World Trade Organization).

All the points that have been presented previously related to the vision and mission of

the organization, internal and external environmental analysis, industry foresight,

organizational challenges, and goals, need to be combined to get a general map of strategies to

be implemented. The strategic architecture that is compiled requires further details in the form

of strategies and policies which are then further derived into the work program of the

organization concerned. As an example, it can be seen in Figure 3 the architecture of the

Cresh ornamental plant business development strategy. In this example, the strategic

architecture is more directed at planning the development of ornamental plant businesses in

the short term, namely 2011-2013, where various challenges faced become important points

in the depiction of the strategic architecture. Each strategic architecture has its own strategy

depiction concept, but the basic components remain the same core of the depiction of each

strategic architecture, which is related to the goals, programs, strategies and policies, as well

as the challenges of the organization/company in the future.

Operational Framework

Capture fisheries agribusiness is an integrated system from upstream to downstream

related to capture fisheries. Agribusiness activities involve providers of fisheries production

facilities, fishermen, fish processors, distributors and marketing actors, as well as supporting

institutions that support the sustainability of capture fisheries business activities. In this

research, the author aims to formulate strategies for the development of capture fisheries

agribusiness in Batang Regency for the short and long term. The first stage of this research

begins with identifying existing problems related to capture fisheries agribusiness in Batang

Regency, Central Java. This problem identification aims to find out how the condition of

capture fisheries agribusiness in the local area is described in agribusiness explanation points

in the upstream, production, and downstream subsystems. This problem identification was

obtained through an interview process with experts in the capture fisheries subsector and

based on direct observation, as well as the study of secondary research results. The next stage

is to identify and analyze the internal and external environment to find out what internal and

external factors affect the development of agribusiness in the capture fisheries sector. This

analysis of the internal and external environment is the basis for knowing the strengths,

weaknesses, opportunities, and threats that are owned so that they can then be formulated into

strategies through SWOT analysis. Furthermore, the results of the SWOT analysis will be

presented in the strategy architecture that will result in the formulation of a strategies for the

short and long term, which was preceded by the creation of a road map strategy as a mapping

process to determine the urgency and timeframe for strategy implementation.

Data Processing and Analysis Methods

The data used is qualitative data, derived from the results of determining the key factors

of capture fisheries agribusiness development. The data were then used to identify and

evaluate what internal and external factors affect the capture fisheries agribusiness system in

Batang Regency, Central Java. Identification of agribusiness conditions, and internal and

external factors become the basis for formulating agribusiness development strategies using

SWOT analysis that can be useful for the short and long term. Internal factors can be

determined relative to the goals an organization has. Identification of internal factors in the

form of organizational strengths and weaknesses related to ownership of natural resources,

human resource management capabilities, production/operation activities, marketing, research

and development, and related to business information systems owned by the organization.

Meanwhile, external factors in the form of opportunities and threats are identified based on

the division of several category areas, namely related to economics, technology, socio-culture,

and politics. Therefore, in this study, the identification of key factors related to capture

fisheries agribusiness in Batang Regency is based on the analysis of four aspects, namely

resource and environmental aspects, economic aspects, technological aspects, and social and

political aspects.

Resource and environmental aspects are aspects related to how the potential of marine

resources and the current condition of the environment. Economic aspect is an aspect related

to the potential and condition of economic factors that weaken or support the community's

economy specifically related to capture fisheries agribusiness. Technological aspects are

aspects related to the status of the use of fishing technology and other technologies that

support capture fisheries agribusiness activities. Meanwhile, social and political aspects are

aspects related to the social conditions of coastal communities and support related to

government regulations/policies. Identification based on these four aspects can be seen in

Table 4.

After obtaining identification information from the key factors described in Table 4

related to the strengths, weaknesses, opportunities, and threats of capture fisheries

agribusiness in Kabupaten Batang, the elements of SWOT (strengths-weaknesses-

opportunities-threats) are identified and then analyzed to determine the formulation of

strategies for the development of capture fisheries agribusiness in Kabupaten Batang.

SWOT Analysis

SWOT analysis is an analytical tool used to formulate strategies based on the strengths,

weaknesses, opportunities, and threats of a business organization (company/region). This

analysis is a systematic identification of the strengths and weaknesses of the business

organization as well as opportunities and threats from the external environment which can

then produce alternative combinations of the best strategies. After the strengths, If

weaknesses, opportunities and threats are identified, the business organization can determine a

strategy by utilizing its strengths to take advantage of existing opportunities, as well as to

minimize or even overcome its weaknesses to avoid existing threats.

Two Stages of SWOT Analysis:

1. Identify S-W-O-T:

• Based on the analysis of the internal and external environment

• Qualitative and quantitative analysis results

• Base unit of analysis must be determined in advance � stakeholder boundaries internal and

external

2. SWOT matrix: Strategy formulation

Strategy formulation is carried out by grouping internal factors in the form of strengths

and weaknesses as well as external factors in the form of opportunities and threats into

columns and rows and then analyzed to find strategy results from each S-W-O-T

identification point. SWOT strategy analysis produces four types of strategy combinations,

namely S-O (Strength- Opportunity), W-O (Weakness-Opportunity), S-T (Strength-Threat),

and W-T (Weakness-Threat) strategies. The S-O strategy combination results from using the

organization's internal strengths to take advantage of external opportunities. The W- O

strategy combination is generated by improving weaknesses through the utilization of external

opportunities. The combination of S-T strategies is obtained from the use of strength factors

owned by the organization to reduce the impact of external factor threats. While the

combination of W-T strategies is generated by reducing internal weaknesses and avoiding

external environmental threats.

Road Map Strategy

The strategies that have been formulated based on the SWOT analysis are then mapped

into a road map strategy that can show the priority of handling one strategy over another. The

road map approach still considers the importance of all strategies that have been formulated

in the previous stages. Priority will be seen in the urgency of handling first. The road map

strategy shows a sequential relationship between one strategy and another. This is to avoid

confusion that causes inefficiency and even failure (ineffectiveness) in the implementation of

these strategies. In certain cases, the sequential relationship between one strategy can lead to a

reciprocal relationship, where the implementation of one strategy is very dependent and vice

versa also greatly affects the implementation of other strategies. The road map will explain

the time-frame for implementing each strategy within a certain period of time.

Strategy Architecture

Strategic architecture is a strategic design drawing that is useful for companies to

formulate their strategies into a canvas of organizational plans to achieve their vision and

mission. Developing a complete strategic architecture needs to consider the core and

accompanying components (Yoshida 2004). Core components are essential components that

are sufficient conditions for developing a strategic architecture. Companion components are

further derivative of the core components. The technique of drawing a strategic architecture

has no fixed rules that describe the arrangement of strategies. Strategic architecture drawing is

a creative thinking process that combines art with strategic results obtained from the decision-

making stage. The design of the strategic architecture approach that will be used in the final

result of this research can be seen in Figure 5.

Geographical Location and Administrative Boundaries of Batang Regency

Batang Regency is located between 60 51' 46" and 70 11' 47" south latitude and between 1090

40' 19" and 1100 03' 06" east longitude. Batang Regency is located on the north coast of Java

Island. Batang Regency stretches from the coastal area to the highlands approaching the

Dieng region. Batang Regency stretches from the coastal area including the sub-districts of

Batang, Kandeman, Tulis, Subah, and Gringsing, to the sub-districts located along the

highlands, namely the sub-districts of Bawang, Reban, and Blado. Based on elevation (height

from sea level), the plains in Batang Regency consist of:

•

0 m - 100 m = 33.33 percent

•

101 m - 500 m = 46.67 percent

•

501 m -1000 m = 20 percent.

The total area of Batang Regency is 78 864.16 hectares. The area consists of 22 003.80

hectares (27.91 percent) of paddy fields and 56 860.36 hectares (72.09 percent) of non paddy

fields. Meanwhile, Batang Regency has a coastline of 38.75 km long and 4 miles wide, so the

sea area is 287.06 km2 . Batang Regency has the following administrative boundaries:

•

North : Java Sea

•

East : Kendal Regency

•

South : Wonosobo and Banjarnegara regencies

Potential Resources and Total Production of Capture Fisheries

Batang Regency is a coastal area directly adjacent to the Java Sea in the north.

Therefore, Batang Regency is known as an area that is part of the north coast (Pantura) area of

Central Java. Most of the capture fisheries production in Batang is produced from the Java

Sea to Natuna. The potential of the Central Java Pantura waters in the Java Sea is known to

reach around 796 640 tons/year. Meanwhile, capture fisheries production in Batang Regency

tended to experience an increasing trend from 2004-2013, although at some times it

fluctuated. This can be seen in Table 5 below.

Based on Table 5, it can be seen that the total production of capture fisheries in

Kabupaten Batang in 2010 was in the range of 27 thousand to 32 thousand tons. This number

increased dramatically from 2009 which was only in the range of 18 thousand tons.

Meanwhile, the latest data according to BPS Central Java (2017) in 2014 the amount of

Batang capture fisheries production reached 27 974 811 tons.

kilogram with a production value of Rp 206 165 572 000 and in 2015 was

30 444 433 kilograms with a production value of Rp 169 188 484 000. This amount of

production makes Kabupaten Batang one of the largest producers of capture fish in Central

Java, in the range of second or third place. For comparison, data on the value and amount of

marine fisheries production sold at TPIs in regencies/cities in Central Java in 2014-2015 can

be seen in Appendix 1.

Human Resources of Capture Fisheries Subsector

According to BPS data (2018), the population of Batang Regency in 2017 reached 756

079 people with a composition of 377 492 male residents and 378 587 female residents.

Meanwhile, based on data from the Batang Regency Marine, Fisheries and Livestock Service

Office, the number of human resources engaged in the marine and fisheries sector is 14 924

people, consisting of 11 745 fishermen, 1 088 processors and marketers of fishery products,

and around 2 091 people. This shows that around 12,000 people depend on the capture

fisheries sector or around 1.5 percent of the total population of Kabupaten Batang. This

number is likely to increase in line with the increasing demand for fishery products and the

bright prospects for fishery product processing businesses.

Capture Fisheries Subsector Facilities and Infrastructure

The facilities available in fishing activities in Kabupaten Batang consist of fishing fleets

and fishing gear. Meanwhile, the main supporting infrastructure for fishing activities in

Batang Regency is are Coastal Fishing Ports (PPPs) and Fish Landing Bases (PPIs), followed

by Fish Auction facilities (TPIs), boat docks, refueling stations, ice factories, and so on.

Fishing Fleet

The main fishing fleets used by Batang fishermen are outboard motorboats and

motorboats. The size of fishing vessels can be divided into four, namely vessels of 0-10 GT,

10-30 GT, 30-100 GT, and vessels of 100 GT and above. According to Dislutkanak, out of

12,000 fishermen (boat owners and crew members), 2,000 are small-scale fishermen. Most of

the fishing fleet is obtained from the production of the Batang shipyard industry. The price of

a 0-10 GT fishing boat is in the range of Rp 30 million to Rp 40 million, and if fishing

engines and other equipment are added, it becomes around Rp 60 million. For vessels of 10-

30 GT, the price is in the range of Rp 400 million and becomes around Rp 1 billion if added

with fishing machines and other equipment. And for large vessels measuring 30-100 GT is in

the price range of Rp 5 billion to Rp 7 billion, if added with fishing machines and other

equipment it will be Rp 10 billion.

According to BPS (2018) collected from the Batang Regency Dislutkanak, the total

number of fishing vessel ownership in 2017 was 832 vessels consisting of 696 outboard

motorboats and 136 motorboats. This number of ownership has increased since 2015.

Meanwhile, the number of fishing vessel ownerships in Batang Regency from 2015-2017 can

be seen in Table 6.

Fishing Tools

The types of fishing gear commonly used by the Batang community are seine net,

oceanic gillnet, umbrella net, trammel nets, one boat operated purse seine, and set long lines.

Of the various kinds of fishing gear, cantrang is the most widely used fishing gear because it

can produce quite abundant catch fish, although on the other hand this fishing gear is

considered environmentally unfriendly and its use is prohibited. The following are various

images and descriptions of the types of fishing gear commonly used by the Batang

community, based on the Minister of KP RI Regulation Number 71/PERMEN-KP/2016

concerning Fishing Lines and Placement of Fishing Gear in the State Fisheries Management

Area of the Republic of Indonesia and Decree of the Minister of KP RI Number

KEP.06/MEN/2010 concerning Fishing Gear in the State Fisheries Management Area of the

Republic of Indonesia.

1. Trawl fishing gear

The cantrang fishing gear has the code name SV-CTG, 02.2.0.2. This fishing gear has

been banned for all types of vessels in all fishing waters based on KP Regulation Number

2/Permen-KP/2015. This is because cantrang fishing gear is considered not selective and

environmentally friendly in its use. However, the ban on the use of cantrang fishing gear has

still received leeway since mid-January 2018 until an undetermined time during the transition

period to more environmentally friendly fishing gear. Fishermen are allowed to use this

fishing gear again with various requirements and permits that must be renewed every year.

2. Oceanic gillnet gear

The oceanic gillnet has the codename GND-OC, 0.2.0.1. This fishing gear is

categorized as a gillnet. The use of this gear is only permitted on vessels of 30 GT and above

in fishing area III, which is 12 miles and above.

3. Lined gillnet gear (trammel nets)

The layered gillnet gear has the code name GTR, 07. 5. 0. This gear can be divided into

klitik nets and combined gillnets-trammel nets. Clitic nets can be used on vessels of 0-10 GT

in fishing areas IA (0-2 miles) and IB (2-4 miles).

4. Seine fishing gear

The seine gear has the codename SV-PYG, 02.2.0.1. This fishing gear falls into the

category of seine nets. Seine nets are permitted to be operated using vessels of 5-10 GT in

waters of 2 miles and above.

5. Single-vessel purse seine gear

This gear is divided into small pelagic purse seine with one vessel (PSI-K, 01.1.1.1) and

large pelagic purse seine with one vessel (PSI-B, 01.1.1.2). Given the area and the catch of

small pelagic fish, most Batang fishermen use small pelagic purse seines. This gear has 3

types of selective sizes and fishing gear (API) capacities that can be used with vessels of 0-5

GT, 5-10 GT, 10-30 GT, and >30 GT in water areas IA (0-2 miles), IB (2-4 miles), II (4-12

miles), and III (>12 miles), depending on the size and capacity.

6. Basic longline gear (set long lines)

The basic longline gear (set long lines) has the code name LLS, 09.3.0. This fishing

gear has 3 kinds of selective sizes and API capacities, which can be used on vessel sizes 0-5

GT, 5-10 GT, 10-30 GT, >30 GT in water areas IA (0-2 miles), IB (2-4 miles), II (4-12 miles),

and III (>12 miles), depending on the size and capacity.

Fishing Port

The general definition of a fishing port based on Law No. 45/2009 is a place consisting

of land and surrounding waters with certain boundaries as a place of government activities

and fisheries business system activities used as a place for fishing vessels to lean, anchor,

and/or load and unload fish equipped with shipping safety facilities and fisheries support

activities. Fishing ports in Indonesia are classified into four types, namely Ocean Fishing

Ports (PPS), Archipelago Fishing Ports (PPN), Coastal Fishing Ports (PPP), and Fish Landing

Bases (PPI). In this case, Batang Regency has coastal fishing port (PPP) and fish landing base

(PPI) infrastructure, which includes fish auction facilities (TPI).

Coastal Fishing Port

The coastal fishing port in Batang Regency is known as PPP Klidang Lor. This port is

located on Jl. Yos Sudarso, Karangasem Utara Village, Batang District, Batang Regency. PPP

Klidang Lor is the only coastal fishing port in Batang Regency. This fishing port is used to

support all fishing activities from pre- to post-capture in Batang Regency. Basically, PPP

Klidang Lor is the main center of fishing and supporting activities in Batang Regency. PPP

Klidang Lor has basic facilities, functional facilities, and supporting facilities.

The main facilities consist of: 6500 m of land2 ; 300 m long jetty (Pemprov. 100 m and

Kabupaten 200 m); jetty (Pemprov. 350 m right2 and 375 m left2 ); harbor pond (Pemprov: 3

252 m2 and Kabupaten 11 747 m2 ) with a pool depth of 1.5 m - 2 m; shipping channel

(Sambong River Estuary 70 m x 250 m); complex road (Kabupaten, 2 593 m2 ); and wave

barrier/breakwater of 354 m2 . Functional facilities consist of: Fish auction sites (PI Klidang

Lor 1 and TPI Klidang Lor 2); 1 unit telephone; internet 1 unit; 1 beacon light; 250 m

surveillance tower/PSDKP Satker office2 ; clean water/artificial wells (Pemprov. 1 unit and

Kabupaten 2 units); fuel installation (1 unit of SPBN AKR and 2 units of SPBN Pertamina);

ice factory as many as 2 units; electricity installation (Pemprov. 6,000 watts and 9,000 watts);

3 units of dock/slipway; 5 units of workshop; 6 units of net repair station; fishery product

handling and processing station (Pemprov. 160 m2 and Kabupaten 240 m2 ); integrated service

post (Pemprov. 160 m2 ); 3 units of banking (BKK Klidang Lor, Bank Jateng, and BRI

Klidang Lor unit); 1 unit of wastewater treatment plant (IPAL); and 3 units of temporary

disposal site. Meanwhile, supporting facilities consist of: Fishermen's meeting hall covering

an area of 318 m2 ; place of worship covering an area of 155 m2 ; MCK (Pemprov. 16 m2 and

Regency 16 m2 ); shops as many as 8 units; and guard posts as many as 2 units. Some of these

facilities are still being used in good condition, but some are not running well.

Fish Landing Base

The Fish Landing Base (PPI) is the last class of fishing port. Batang Regency has three

PPIs, namely PPI Roban, PPI Celong, and PPI Seklayu. PPI Roban is located in Subah

Subdistrict, while PPI Celong is located in Banyuputih Subdistrict, and PPI Seklayu is located

in Gringsing Subdistrict. In more detail, the following are the PPIs in Batang:

1. PPI Roban

Roban Fish Landing Base is located in two locations, namely Dukuh Roban Barat,

Kedungsegog Village, Tulis Sub-district and Dukuh Roban Timur, Sengon Village, Subah

Sub-district. This PPI has basic facilities, functional facilities, and supporting facilities. The

main facilities are a 200-meter-long pier and 6000 m of land2 . The functional facilities are

fish auction site (TPI Roban Barat covering an area of 1200 m2 and TPI Roban Timur

covering an area of 850 m2 ), surveillance post of PSDKP Satker covering an area of 450 m2 ,

clean water (wells) of 2 units, electricity installation (900 watts), dock/slipway, 3 workshop

units, and 4 net repair units. Meanwhile, the supporting facilities owned are 3 units of shops.

The facilities owned by PPI Roban are partly in good condition and partly not good.

2. PPI Celong

Celong Fish Landing Site is located in Kedawung Village, Banyuputih Subdistrict. The

facilities owned by this PPI are divided into basic, functional and supporting facilities. The

main facilities consist of 6000 m of land2 and 400 m of breakwater2 . Functional facilities

consist of fish auction site (TPI), radio post (250 m2 ), clean water (well) of 1 unit, electricity

installation (900 watts), dock/slipway, workshop of 3 units, and net repair place of 4 units.

Meanwhile, the supporting facilities owned are 3 units of shops. Some of these facilities are

still in good condition, but some are in poor condition.

3. PPI Seklayu

Seklayu Fish Landing Base is located in Sidorejo Village, Gringsing Sub-district. The

facilities provided by this PPI are divided into basic, functional, and supporting facilities. The

main facilities consist of 4000 m of land2 and 300 m of breakwater2 . Functional facilities

consist of a fish auction site (TPI), a 250 m radio station2 , 1 unit of clean water (well),

electricity installation (900 watts), 2 units of workshop, and three units of net repair.

Meanwhile, the available supporting facilities are two units of shops. Some of these facilities

are still in good condition, while others are in poor condition.

Fish Auction Place (TPI)

Batang Regency has six TPIs spread across five coastal sub-districts of Batang

Regency. A number of these TPIs are part of the facilities of the existing fisheries ports (PPP

and PPI) in Batang. Most of the centers of capture fisheries activities are located around TPIs.

This fish auction place is used as a transaction and buying and selling place for fresh sea fish

caught by fishermen. Transactions at the TPI are conducted twice a day, at two in the morning

until dawn and at seven in the morning until the end of the day. Different auction times mean

different types of fish are sold. TPIs in Batang Regency are currently utilized quite well. A

total of six TPIs scattered in almost every coastal sub-district are used according to their

operational needs and purposes. However, the facilities provided in each TPI are still

relatively limited. The following is a list of TPIs in Batang Regency that are actively utilized:

1. TPI Klidang Lor 1

TPI Klidang Lor 1 is located in Karangasem Utara Village, Batang Subdistrict, with an

area of 1 575 m2 . This TPI is still located in Batang Beach Fishing Port area. Activities and

transactions in this TPI run quite well. TPI Klidang Lor 1 is the biggest TPI compared to the

other five TPIs, because this TPI has a strategic location close to the anchorage of fishing

vessels above 30 GT. Since it is part of the Klidang Lor PPP, the facilities available at the

PPP are also facilities that can be used at this TPI. Some of the existing facilities are still in

good condition, but others are not in good condition.

2. TPI Klidang Lor 2

Klidang Lor 2 fish auction site is located adjacent to Klidang Lor 1 TPI which is located

in Karangasem Utara Village, Batang Subdistrict, with an area of 525 m2 . This TPI is also

part of the Klidang Lor PPP facility. Therefore, fisheries business actors who come to this TPI

can also use facilities provided by Klidang Lor PPP. The existing facilities are partly in good

condition and partly in poor condition.

3. TPI Roban Timur

Roban Timur fish auction is located in Dukuh Roban Timur, Sengon Village, Subah

Subdistrict, with an area of 850 m2 . This TPI is a part of PPI Roban facility, so the facilities

in PPI Roban can be used by fisheries business actors who come to this TPI. TPI Roban

Timur is the center of fishing activities for fishermen operating in fishing lines I and II with

vessels <30 GT (Dislutkanak 2014).

Refueling Station

Fuel is one of the most important inputs in preparation for fishing activities. Batang

Regency has three refueling stations for fishing vessels, namely SPBB KUD Ngupoyo Mino

in Klidang Lor, SPBN Sigandu, and AKR Mitra Nelayan in Karangasem. Each fisherman has

their own rations and quotas when going on a voyage based on monthly (Pertamina) and

annual (AKR) quotas. In the process of obtaining fuel, coordination is needed to fulfill the

demand of fishermen. Based on 2018 sales report data, SPBB KUD Ngupoyo Mino prepared

a fuel quota of 1 384 000 liters with sales of 1 371 530 liters. Meanwhile, SPBN Sigandu has

prepared around 5 432 000 liters with total sales of 3 642 101 liters in 2018. In the same year,

AKR Mitra Nelayan prepared a quota of 1 272 000 liters with total sales of 1 276 983 liters

(Dislutkanak Batang 2019). In more detail, data on fuel distribution for fishermen in 2018 can

be seen in Table 7.

Based on the data on fuel distribution for fishermen in Table 7, it can be seen that

fishermen in Batang Regency did not experience difficulties in obtaining fuel in 2018,

because every month the availability of fuel for fishermen is limited fuel always exceeds the

amount of sales. The total fuel supply for fishermen in 2018 was 8,088,000 liters with the

following amounts

sales of 6 290 614 liters..

Ice Factory

Ice factories are a very important part of capture fisheries agribusiness, providing ice

to keep fish fresh after production. The number of ice factories on the Batang coast is

considered sufficient. Currently, the main ice factories that supply fishers are around Sigandu

beach with two ice factories and in Karangasem with three ice factories. The need for block

ice for each fisherman varies depending on the size of the boat. Based on data on the

distribution of fishermen's supplies for the July-December 2016 period, the amount of block

ice used by fishermen can be seen in Table 8.

Based on the data in Table 8, there is a large difference in the amount of block ice

distribution between the location of the fishing port in Klidang Lor and other fishing port

locations. This can be because Klidang Lor is the center of capture fisheries agribusiness

activities in Batang Regency which already has a coastal fishing port class.

Fisherman's Supplies

Supplies are very important to prepare before fishermen go to sea. The types of supplies

that need to be prepared are block ice, diesel, oil, gasoline, gas, water, salt, and personal

supplies. Most of the supplies can be obtained around the Batang Fishing Port. The following

regarding the distribution of supplies at each fishing port in Batang in the July-December

2016 period can be seen in Table 9.

Based on the data in Table 9, it shows that the distribution of fishermen's supplies at

PPP Klidang Lor is the largest compared to other fishing ports. This is because PPP Klidang

Lor is the largest fishing port in Batang and is the center of capture fisheries agribusiness

activities in Batang Regency.

Top Commodities of Capture Fishery Products

The type of fisheries produced from the north coast of Java is a combination of small

pelagic and demersal fisheries. Pelagic fish is a type of fish that lives at a depth of 0-200

meters below sea level. Pelagic fish can be divided into large pelagic fish and small pelagic

fish. Examples of large pelagic fish are tuna, marlin, and mackerel. Examples of small pelagic

fish are tuna and lemuru. Meanwhile, demersal fish are fish that live on the seabed, either to

feed or to spawn. The environment where demersal fish live is generally mud, sand and rocks.

Examples of demersal fish are snapper, grouper, and pomfret.1

Based on the 2017 catch statistics data obtained from the Department of Fisheries, the

types of fish produced by Batang Regency fishermen reached more than 30. The most

produced fish species are tembang, kapasan, kuniran, mackerel, and kangaroo. A more

complete list of fish species produced by Batang Regency can be seen in Table 10.

Marketing of Capture Fisheries Products

Captured fishery products in Kabupaten Batang can be divided into fresh fish products

and processed fish products. Fresh fish products are fish products that are sold raw without

being processed first. Meanwhile, processed fish products mean fish products that have

undergone processing with various treatments depending on the type of processed fish to be

made. Most processed fish products in Batang are still made on a household scale. Examples

of processed fish products from Batang Regency are salted fish, pindang fish, smoked fish,

otak-otak, fish nuggets, fish balls, and mackerel pempek. Pindang and smoked fish products

are the most widely produced processed products. These products are easily found in

traditional markets. Both types of processed fish are favorite products of the Batang

community to be reprocessed into dishes as side dishes for daily meals.

Both types of fish products have slightly different marketing channels. The difference

lies in the presence or absence of fish processors in the marketing channel. Based on the

analysis of interviews and observations, fishery products in Batang Regency can be

categorized into four types of marketing channels, namely marketing channel I, marketing

channel II, marketing channel III, and marketing channel IV.

Marketing Channel I

In marketing channel type I, the marketing of capture fisheries products involves

fishermen, collectors, baskets/fish traders, and end consumers. Products sold in this channel

are fresh fish. In this type of marketing channel I allows fishermen to sell their catch through

collectors first, then baskets/fish traders or directly to baskets/fish traders to then reach the

end consumer

Marketing Channel II

Type II marketing channels for capture fisheries products involve fishermen, collectors,

bidders/fish traders, and end consumers. Products sold in channel type II are processed fish

products. End consumers can obtain products directly from processors or through fish

collectors/traders. Meanwhile, a chart of marketing channel II can be seen in Figure 8.

Marketing Channel III

In marketing channel III, the final products sold are also processed fish products, but this

channel only involves fishermen, fish collectors/traders, and end consumers. The processed

fish products produced in channel III are the result of the processing of the fishermen's

households (RTN) themselves. The purpose of self-processing by RTN is not only to increase

the added value of fish product sales, but also to preserve the caught fish. The marketing

channel II chart can be seen in Figure 9.

Condition of Capture Fisheries Agribusiness System in Batang Regency

Capture fisheries agribusiness is an integrated system of four subsystems that are

interrelated and supportive. Subsystems in capture fisheries agribusiness consist of the

fisheries production facilities provider subsystem, the production subsystem, the fisheries

product processing and marketing subsystem (post-production), and the support subsystem.

The capture fisheries agribusiness in Kabupaten Batang is composed of these four subsystems

that are interrelated with each other. In general, the condition of the capture fisheries

agribusiness system in Kabupaten Batang is quite good where each subsystem is interrelated

and supports one another, although there are still many constraints and problems that occur in

each subsystem. An overview of the relationship between the various subsystems in the capture

fisheries agribusiness can be seen in Figure 25 below.

The subsystem for the provision of fisheries production facilities in the Regency

consists of fishing fleets in the form of boats and fishing gear, fishing ports including TPIs

(fish auction sites), docks, refueling stations, and ice factories. In general, the subsystem for

the provision of fisheries production facilities in Batang Regency is in fairly good condition,

although there are still many shortcomings and constraints. Based on available data and the

results of interviews, the provision of fuel and other fishermen's supplies (ice blocks, salt,

etc.) is quite well available and there is no significant scarcity. For the provision of fishing

port facilities, which are divided into classes of coastal fishing ports (PPPs) and fish landing

bases (PPIs) in Kabupaten Batang, they function quite well, although there are still many

shortcomings. Meanwhile, for the fishing fleet, there are no significant problems related to the

provision of boats and fishing gear, but problems related to the use of fishing gear that is not

environmentally friendly by most Batang fishermen is still a major issue until now.

The capture fisheries production subsystem is generally in good condition. The

constraints and problems that often occur in this subsystem are related to uncertain weather

and climate. In production activities, fishermen sail to catch fish regularly depending on the

weather and climate. The types of fisheries produced by Batang fishermen are small pelagic

and demersal fish. The production subsystem becomes the base of the next subsystem, namely

the processing and marketing subsystem of fishery products. If the weather and climate are

good, fish will be available in the market and there is no problem with the processing and

marketing subsystem. However, on the contrary, if the weather and climate are bad, fishermen

cannot sail so that fish becomes scarce in the market. Based on this, the production and post-

production subsystems (fisheries product processing and marketing) are interrelated and

dependent on each other. The processing and marketing subsystem is also running quite well,

although there are still shortcomings and limitations in its implementation. The quality and

processing of fishery products are still traditional, while marketing activities are still limited

by the ability of fishery business actors.

The supporting subsystem consists of various institutions that support and provide

various facilities and infrastructure for fisheries business actors. Supporting institutions that

support capture fisheries agribusiness activities in Batang Regency consist of the Department

of Marine, Fisheries and Animal Husbandry, banks, and fishing port management units. Each

institution becomes a facilitator in the development of capture fisheries agribusiness in

Kabupaten Batang. The Marine Fisheries and Livestock Service Office acts as a government

institution that provides various services and regulations related to capture fisheries

agribusiness activities for fisheries business actors in accordance with their respective fields.

Banks act as capital providers for fisheries business actors. Meanwhile, the fishery port

management unit is an institution that manages various facilities, facilities and infrastructure

in the fishery port, including the provision of information related to weather and climate, as

well as the management of sailing permits. In general, the supporting subsystems in the

capture fisheries agribusiness in Kabupaten Batang have played a fairly good role, although

there are still various shortcomings in their implementation.

SWOT Strategy for Capture Fisheries Agribusiness

SWOT analysis is a tool for formulating an organization's strategy based on the

identification of internal and external factors of the organization concerned. The internal

factors in question are in the form of strengths and weaknesses owned by the organization,

while external factors are in the form of opportunities and threats that come from the external

environment of the organization. The determination of internal and external factors for the

development of capture fisheries agribusiness in Batang Regency is based on the key factors

described in Table 4 in the research method.

Identify strength and weakness factors

The identification of strengths and weaknesses is based on the results of the analysis of

the internal environment of capture fisheries agribusiness in Kabupaten Batang. The

following explanation of internal environmental factors that become strengths and weaknesses

in the capture fisheries agribusiness in Batang Regency can be seen in Table 11.

Internal factors that become strengths in the capture fisheries agribusiness system in

Batang Regency, namely:

1. Has the longest coastline in Central Java

Batang Regency is directly adjacent to the Java Sea. Based on data from the Marine

Fisheries and Livestock Service Office, Batang Regency has a coastline of 38.75 km with an

area width of 4 nautical miles, so that the sea area owned is 287.06 km2 . The coastline is one

of the longest among other districts/cities in Central Java.

2. One of the largest producers of captured marine fish in Central Java

Batang Regency is one of the largest producers of capture fisheries in Central Java when

compared to other regions. According to Central Java BPS data (2018) in 2014 the amount of

fish production in Batang Regency reached 27 974 811 kilograms, which managed to rank

second after Rembang Regency and in 2015 fish production increased to 30 444 433

kilograms which managed to rank third after Rembang Regency and Tegal City.

3. Job opportunities are still large in the capture fisheries subsector

In the capture fisheries subsector, there is not only the process of fishing by fishermen

(production activities), but also the provision of fisheries production facilities (upstream

activities), to the processing of capture fisheries products and marketing activities

(downstream activities). Based on Dislutkanak data, the potential human resources in all

businesses engaged in the marine and fisheries sector amount to around 12 833 people,

consisting of 11 745 fishermen and 1 088 people processing and marketing fishery products.

This number can still continue to grow along with the increasing demand for capture fisheries

products in the market. This means that employment opportunities in this subsector are still

large if further development is carried out.

4. The shipbuilding industry is growing rapidly

Boats a r e one of the most important means of fishing activities. Batang Regency has

its own shipyard industry to meet the demand of regional fishermen. The shipyard industry in

Batang Regency also fulfills demand from outside the region, even a br o a d . This industry

has grown rapidly since 2007 until now. Boat prices vary depending on size. Small vessels up

to 10 GT are priced at around 60 million rupiah, including engines and f ishi n g gear. Fully

equipped vessels of 10 GT-30 GT are priced at around 1 billion rupiah, and fully equipped

vessels of 30 GT-100 GT are priced up to around 10 billion rupiah. If fishermen are unable to

sail due to weather factors, most of them will turn to working as boat builders.

5. The great potential of processed marine fish products

Processed fish products are food products that are highly favored by consumers. Apart

from its delicious taste, processed fish products also have high protein. The types of processed

marine fish produced in Batang Regency are quite varied, such as smoked fish, pindang fish,

fish skin crackers, baby fish crispy, and so on. The processed fish product business has the

potential to be developed through market expansion outside the region, especially for regions

that have high demand for fishery products and do not have marine areas. Processed fish

products that are the mainstay in Batang Regency are smoked fish and pindang fish products.

However, the marketing of smoked fish products has a higher potential to be developed

outside the region, because not many regions produce this processed fish. In addition,

processed fish products can still be processed into various kinds of processed frozen food such

as fish nuggets, fish balls, fishrolls, and so on.

6. Batang Regency's strategic location on the Pantura route

Batang Regency is located on a strategic transportation route, both for land and sea

transportation. As one of the regencies located in the Pantura Region, Batang occupies a

strategic position because the Pantura route is often the main route for land transportation,

both for loaded and unloaded vehicles. Based on its location, the Batang Pantura road is

directly adjacent to Pekalongan Regency and Kendal Regency. The Batang Pantura route can

be an alternative transportation route from Jakarta to Semarang and vice versa. This provides

positive support for the regional economic life of Batang Regency. As for the sea route, the

coast of Batang Regency can be a stopover for ships.

7. The existence of policies for the development and modernization of facilities, infrastructure

and technology in the fisheries sector, optimally, environmentally friendly and responsible.

Since the issuance of KP RI Regulation No. 2/PERMEN-KP/2015 on the prohibition of

the use of trawls and seine nets in the fisheries management area of the Republic of Indonesia,

the central and regional governments have been more vigorous in modernizing infrastructure

and fishing technology that is environmentally friendly and responsible. The government

supports the ban through the provision of environmentally friendly replacement fishing gear.

Internal factors that become weaknesses in the capture fisheries agribusiness system in

Batang Regency, namely:

1. Declining potential of Java's marine resources

The Java Sea is the main source for Batang fishermen to catch fish. However, in recent

years the potential of this marine resource has decreased, making it increasingly difficult for

fishermen to get fish. This can be caused by the increasingly degraded marine biota

environment caused by environmentally unfriendly fishing practices.

2. Limited human resources of fisheries business actors

The human resources of fisheries business actors in Kabupaten Batang are still limited,

especially for fishermen. Most fishermen in Batang are elementary and junior high school

graduates, so their management and administrative skills are low. Most fishermen still focus

on catching fish and selling it at the auction site, without intending to further develop the

fisheries business they run. In addition, limited human resources in the marketing sector are

another weakness, especially for marketing processed fish products.

3. Dependence on the use of fishing gear that is not environmentally friendly Based on KP RI

Regulation Number 2/PERMEN-KP/2015 concerning the prohibition of the use of trawls and

seine nets in the fisheries management area of the Republic of Indonesia, fishing gear is one

type of seine nets and is not environmentally friendly has been banned from use in all

Indonesian waters. Cantrang is a non-selective and environmentally friendly fishing gear.

Almost all types of fish of various sizes can be caught using cantrang, including u nwa n t e d

fish. Most fishermen in Batang Regency and even Central Java are dependent on its use to this

day. In addition to using cantrang fishing gear, Batang fishermen also use other fishing gear

such as oceanic gillnets, umbrellas, trammel nets, one boat operated purse seine, and set long

lines. However, trawl is still the main fishing gear for most fishermen, because it is

considered easier to get fish and can provide more results. In mid-January 2018, the

government gave concessions related to the rules prohibiting the use of cantrang fishing gear

until an unspecified time during the transition of the fishing gear into more environmentally

friendly fishing gear. The government gave permission to fishermen to use cantrang with

various conditions and notes. The permit must be renewed annually if the fishermen still want

to use t rawl gear. During the permit renewal period until the total transition, there can be no

additional vessels using cantrang and the size of the ship. 2 Processing the permit can take up

to 4-6 months and the processing time is already counted into the program.

validity period of one year.

4. Still limited facilities and infrastructure in the marine and fisheries sector The marine and

fisheries subsector of Batang Regency is equipped by various facilities such as the Coastal

Fishing Port, TPI, boat refueling station, ice factory, beach pier, and other supporting facilities. While

the fishing fleet itself is mostly produced by local shipyard businesses, complementary equipment for

fishing activities is mostly obtained from outside the Batang area. In general, the existing facilities and

infrastructure are still considered limited and even not optimal in their utilization.

5. Suboptimal management of conservation areas and fishing port areas in Batang

Regency

Batang Regency is one of the regencies in Central Java that has a marine and coastal

conservation area. This area was created with the aim of protecting and preserving Java's

marine resources. However, in practice, this conservation area is still not functioning properly.

Meanwhile, the only fishing port area in Batang Regency, located in Klidang Lor, is also still

not optimally managed, even though this port is the center of capture fisheries agribusiness

activities in Batang Regency.

6. Limited management and marketing skills of fishery products Provision of processed fish

products can be a source of development

The main objective of the capture fisheries agribusiness in Kabupaten Batang is to open wider

markets in other regions. However, fisheries business actors, especially fish processors, are

limited in their management skills and in their ability to sell fish marketing of fishery products.

Fisheries business actors are still unable to open and utilize larger market opportunities.

7. The contribution of the capture fisheries subsector to the GRDP of Batang Regency is

relatively small compared to other subsectors, at around 2 percent. According to Dislutkanak

in 2012, this subsector contributed 2.35 percent to the GRDP of Batang Regency.

8. The number of fishery product processing businesses that are traditional with low product

quality, technical requirements, sanitation and hygiene

The number of fish processing business units in the Regency is relatively large, but most

of these fish processing business activities are still classified as traditional with an MSME

scale that has many limitations. The quality of the products produced is still relatively low,

where production techniques, sanitation and hygiene are still low or do not meet the good

manufacturing product.

SWOT Matrix

Based on the identification of internal and external environmental factors in the form of

strengths, weaknesses, opportunities, and threats in the capture fisheries agribusiness system

in Kabupaten Batang, strategies can be formulated in the SWOT matrix. Several alternative

strategies that can be applied in the development of capture fisheries agribusiness in Batang

Regency are divided into four types of strategies, namely S-O strategies, W-O strategies, S-T

strategies, and W- strategies T. A more complete SWOT strategy for the capture fisheries

agribusiness system in Kabupaten Batang is described in the strategy presentation below. The

results show that there are 3 S-O strategies, 3 W-O strategies, 2 S-T strategies, and 2 W-T

strategies suggested in the completion of the analysis of key factors of capture fisheries

agribusiness development strategies in Kabupaten Batang. Meanwhile, an overview of the

strategy results in the form of a SWOT matrix can be seen in Table 13.

CONCLUSIONS:

Capture fisheries agribusiness in Batang Regency is in a fairly good condition based

on the integration of the fisheries production facilities supply subsystem, production

subsystem, post-production, and supporting institutions subsystem. However, the

implementation of capture fisheries agribusiness in Batang still has many weaknesses and also

problems that come from outside. Based on the results of the study, the main internal factors

are 7 strengths and 8 weaknesses, while the main external factors are 5 opportunities and 6

threats. The strength factors are related to the ownership of the longest coastline, the large

number of employment opportunities in the related subsector, the rapid development of the

shipyard industry, the large potential for processed fish products, strategic location, policy

support for the development and modernization of marine and fisheries facilities,

infrastructure, and technology. Meanwhile, the weaknesses are related to the declining

potential of Java's SDL, dependence on the use of trawl, limited infrastructure, not optimal

management of conservation areas, limited management and marketing capabilities, relatively

small contribution of the capture fisheries subsector to Batang's GRDP, and processing of

fishery products that are still traditional in general. Opportunities are related to the increasing

demand for fisheries products, the implementation of the free market (greater market

opportunities), the imaging of fisheries products through Gemarikan, government support for

fisheries agribusiness through marine and fisheries industrialization. Threats are in the form of

damage to ecosystems and SDL, bad climate and weather, coastline change problems and

high sedimentation of river channels for ship traffic, fish theft by foreign fishermen,

weakening rupiah currency conversion against the dollar, and market competition with other

regions.

Based on SWOT analysis, the formulation of capture fisheries agribusiness strategy

The resulting 10 strategies consist of 3 S-O strategies, 3 W-O strategies, 2 S-T strategies, and

2 W-T strategies. The formulation of these strategies are: (1) Optimizing the potential of

existing natural resources to increase the production of fresh fish and processed fish in a real,

responsible and sustainable manner; (2) Increasing efforts to modernize facilities and

infrastructure, as well as fishing fleet technology in an optimal, environmentally friendly and

responsible manner; (3) Optimizing the use of strategic regional locations to open up greater

market opportunities related to the development of capture fisheries agribusiness; (4)

Reducing dependence on the use of fishing gear through the replacement of more

environmentally friendly fishing gear through cooperative research between the government

and local fishermen; ( 5) Improving management of facilities/infrastructure. marine and

fisheries subsector and optimizing the best use of existing facilities in accordance with the

operational standards of the initial objectives; (6) To intensify the implementation of

processed fish production with the principle of good manufacturing product as well as to

improve the management and marketing capabilities of fisheries business actors; (7) To

preserve the existing ecosystem and marine resources by optimizing the implementation of

policies to develop facilities and infrastructure, as well as marine and fisheries technology that

is environmentally friendly, responsible, and sustainable; (8) Implementing the concept of

capture fisheries clusters around coastal areas optimally and responsibly to increase investment

in the marine and fisheries subsector; (9) Creating cooperation and harmony between the

government and all elements of fisheries business actors to create an independent and

conducive capture fisheries agribusiness environment; (10) Improving the quality of fish

products by improving post-production management in accordance with applicable SOPs to

reach international markets.

AGB 100_ASU_ASSIGNMENT_SPRING 2024_DEVELOPMENT STRATEGY OF CAPTURE FISHERIES AGRIBUSINESS IN THE NORTH COAST AREA OF BATANG REGENCY

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