THE COMPETITIVE STRATEGY OF SHREDDED FISH BUSINESS IN ABONINDI KENDARI

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


INTRODUCTION
The Indonesian fishery sector was originally an -agro-complex‖ agricultural sub-sector. In its development, fisheries have become a separate sector considering its essential and strategic role, great potential and making a real contribution to the national development of Indonesia as a maritime country Abidin et al., (2017). Abriana (2017) argues that fish is a source of protein. Besides being healthy, fish can be a cheap and nutritious alternative. Fish can also be used as a substitute for meat and eggs. The nutritional content in fish is no less high, even the omega-3 content in various types of seawater fish, which are not found in meat and egg types. Abriana (2017) further stated that to provide added value to fish products, given that fish perishes quickly, alternative processing or preservation needs to be made to extend its shelf life and distribution period. One of the alternative ways to process fish to expand its distribution period is to process it into shredded fish. According to eISSN: 2656-4270 Heny et al., (2011), the technology for preserving fish or processed fish can extend its shelf life, including the innovation of processing fish into shredded fish.
Shredded fish is a processed product that uses fish as the primary ingredient. The life of today's modern world demands everything be fast and instant, thus further strengthening the reason for the future market demand for ready-to-eat processed food products, one of which is processed fish floss. This aligns with Harianti and Tanberika (2018), who argued that fish floss could be an alternative to diversifying processed products in serving, besides being practical and tasting delicious. Starting this business does not require significant investment costs. Therefore, managing shredded fish can be done on a small scale. The existing potential has resulted in the emergence of new business actors who are both working on the same type of product on the market. Based on data from the Kendari City Labor and Industry Service (2020), ten businesses manage fish into shredded fish, so entrepreneurs must have a competitive strategy to survive. In line, Pitoy et al., (2016) argued that the increasing number of competitors in the same business causes business owners to increase their ability to survive in increasingly competitive competition. In the long run, competitive strategies enable companies to find positions in the market, protect jobs and fight against competitors (Tiyanto & Mustamu, 2013). Choosing the right competitive strategy to implement a business can be done through a SWOT analysis. This aligns with research conducted by Lantang et al., (2018) regarding determining competitive strategies in fish processing businesses using SWOT analysis. The results of this study indicate that in the IE matrix, the company's condition is in cell 1. In this position, the company can implement a growth strategy through vertical integration.
Research focusing on the shredded fish business was conducted by Aliyah et al., (2015) using SWOT analysis. Furthermore, research conducted by Gobel et al., (2019) used SWOT and RCA analysis to analyse the competitiveness to be used. The results showed that the SWOT analysis was in quadrant I, namely aggressive strategy and RCA got more than 1, which means the business has high competitiveness in the national market. At the same time, this study only focuses on SWOT analysis to determine strategies that can be used to compete. Furthermore, research conducted by Sari & Suprapto, (2018) used SWOT analysis to determine methods to increase competitiveness.
Meanwhile, research conducted by Man and Ibrahim (2021) uses a SWOT analysis but focuses on identifying problems in the community. Research conducted by Desmiati et al., (2022) used SWOT analysis. The study's results indicate that a strategy that can be used in determining a process for developing a fish business is the turnaround, namely a plan to minimise weaknesses to seize opportunities. Further research conducted by Pandak et al., (2019) used SWOT analysis, and the results showed that the marketing strategy was in the ST quadrant (Strength-Threats). This study's SWOT analysis results were in quadrant I, namely the SO ( Strengths-Opportunities) strategy. In line with research conducted by Legrisca et al., (2013) using SWOT analysis to develop a fish floss marketing strategy, the study results show that the SWOT analysis is located in quadrant I. The researcher aims to examine internal, external factors and competitive strategies in the Abonindi business.

MATERIALS AND METHODS
This research was conducted in Benu-Benua Village, West Kendari District, Kendari City, Southeast Sulawesi Province. The research location was determined purposively (intentionally) considering that Abonindi's business has been around for a long time in Kendari City since 2017. The research was conducted from July 2021-October 2022. The object of this research is Abonindi's business using the case study method. The variables in this study are the respondent's identity, which includes age, gender, education level, and the number of dependents in the family-internal factors, including business strengths and weaknesses, and external factors, including business opportunities and threats. The analysis used in this study is a SWOT analysis, according to Rangkuti (1997), an analytical technique used to evaluate the strengths, weaknesses, opportunities and threats of Abonindi's business in determining competitive strategies in the shredded fish business.

Business Overview
Micro, Small and Medium Enterprises (MSMEs) have a significant share in the movement of the national economy (Artini, 2019). According to Betlehn and Samosir (2018), MSME is an industry developing quickly and is significant in Indonesia. One of the MSMEs that has expanded to date is Abonindi. eISSN: 2656-4270 The Abonindi business is one of the businesses that process fish into shredded fish, located on Jl. Diponegoro No.90 B Benu-Benua Village, West Kendari District, Kendari City, with a production house building area of 4x7 m 2 . This business was founded on October 18, 2017. At first, Anny Novita's mother started this business to fulfil requests for shredded fish from her mother's friends. With a capital of simple household tools and Rp. 100,000.00 to buy fish. Until now, the business capital for procuring tools to support the process of making shredded fish is approximately Rp. 50,000,000.00, with the source of money coming from private property. According to Purwanti (2012), capital is significant in setting up a business. The size of the capital needed depends on the size of the company to be established. Abonindi already has the technology to simplify the shredded production process, namely shredding machines, mixing or kneading machines and packaging adhesive machines. According to Laili and Setiawan (2020), technological developments can increase productivity and economic growth.
The fish used in one production of shredded fish is as much as 40-50 kg which can produce 140-150 pcs of shredded fish, with the primary ingredient of fish used being tuna. Sliced fish has two flavours, namely original and spicy, with a price of IDR 27,000.00/100 g. It produces shredded fish and makes chicken, shrimp, and seasoned peanuts. In processing, three people are responsible for production: Mrs Anny's mother, who is in charge of providing the spices-one neighbour and Mrs Anny herself, who is in order of the cooking process from start to packaging. The production activity for making shredded fish begins with the provision of raw materials in the form of tuna, which is taken directly from the fishermen who have worked together at the auction market in Kendari City, then cleaning the fish from scales, entrails and separating the fish meat from the bones after the fish has been cleaned. The fish is given lime juice and lemongrass to remove the fishy smell in fish, then cooked together until the fish is cooked. The fish that has been cooked and drained is then put into the shredder machine so that the fish is crushed and slightly smooth. Then the fish that has been ground is mixed with the spices that have been provided using a mixer machine. This stirring process is carried out for 3-4 hours so the herbs are evenly mixed, making the fish smoother. After the mixing process, the shredded fish is removed and ready to be packed. For spicy floss, the finished fish floss is then roasted with the chilli powder that has been provided. Marketing occurs in supermarkets, Mubarak, gifts, and other shops. Shredded fish is marketed in Kendari City and has reached Kolaka.

Respondent Identity
The Abonindi business is a shredded fish business managed by Mrs Anny Novita. From the research results, it is known that the age of Mrs Anny Novita is 42 years. This shows that the respondent's age is included in the productive age category, in line with the opinion of Putra and Sutrisna (2013), which suggests that a person's effective age ranges from 15-64 years old. Ibu Anny has started Abonindi since October 2017 until now. This indicates that the respondent already has experience managing the shredded fish business. This is in line with the opinion of Putra and Sutrisna (2013), who argue that experience is everything a person has due to the actions or work produced. This business is in Benu-Benua Village, West Kendari District, Kendari City. Based on the results of interviews with respondents, it is known that the respondent's last education was an economics degree. This shows that the respondents have taken formal education, so they have the skills, experience and insights about business management. This aligns with Putri's opinion (2019), which states that education provides a theoretical basis for Entrepreneurship and shapes a person's attitude, behaviour and mindset. In 2017 the initial capital to open an Abonindi business was IDR 100,000.00, which was used to buy fish to start a business with simple and still manual household equipment. With profitable income, Abonindi's business is able to buy production equipment that can simplify the production process.

IFE (Internal Factor Evaluation) and EFE (External Factor Evaluation) Matrix
Internal and external factors are assessed to determine the influence of internal factors, namely strengths and weaknesses and external factors, namely opportunities and threats owned by the Abonindi fish shredded business in Benu-Benua Village, West Kendari District, Kendari City.  Table 1 shows that the strength factor is more significant than the weakness factor because the total strength score is higher than the total weakness score, meaning that there are more strengths than weaknesses and also means that this effort indicates a solid internal position because the result of the total weight score x rating namely 2.82 (above average). In line with research conducted by Syaiful and Elihami (2020), which said that because the total score is above 2.5, this indicates that the internal position of the company is solid.  Table 2 shows that the total score x weight score is 3.19. This indicates that it has responded well (total score above average) in taking advantage of existing opportunities and can minimise the impact of threats in business. In line with research conducted by Siregar et al., (2014) that the total EFAS matrix score obtained was 2.162. This indicates that the external position of the business is still above average in taking advantage of opportunities and avoiding external threats.
Based on the known results, the difference between the total strength scores and the total weaknesses factors is 1.18, while the difference between the whole opportunity and threat factors is 0.61. These values can form coordinate points, namely (1.18: 0.61). So the business position is in quadrant-I, namely supporting the Aggressive strategy.
The results of the SWOT analysis show that the position of the Abonindi fish shredded business is in quadrant I, namely supporting the Aggressive Strategy. This indicates an extraordinary situation because it has opportunities and strengths to exploit existing opportunities. In line with research conducted by Nisak (2013), it shows that the position of the SWOT matrix is in quadrant I, which supports aggressive growth. It is different from Rijanto's research (2021) which shows the work of the SWOT analysis diagram is in quadrant II, namely supporting the Diversification Strategy.

SWOT Matrix
The SWOT matrix is a tool used in compiling business strategy factors that clearly describe how internal strengths and weaknesses match external opportunities and threats in the Abonindi shredded fish business. The SWOT matrix for the Abonindi shredded business can be seen in Table  3.
The SWOT table above shows that there are several strategies, namely: The SO strategy that Abonindi can implement shredded fish business is to utilise the use of promotional media in marketing shredded products, with expanding market demand so that it can maintain and increase market demand for the Abonindi business, in line with Primadona and Rafiqi's research (2019) where the SO strategy is used to improve marketing and promotion to reach consumers.
The WO strategy that Abonindi businesses can use is that there is support from the government. Abonindi companies can develop or add variants of shredded fish and maintain quality by participating in training held by the government. Adding abon fish variants can also take advantage eISSN: 2656-4270 of the expanding market demand, in line with the research of Baroto and Purbohadiningrat (2014), where the WO strategy is used by utilising a network of government agencies to overcome weaknesses.
The ST strategy that the Abonindi business can use is that with its business capital, it can develop the company to compete with existing competitors. I am utilising business capital and technology to anticipate raw materials that are easily damaged and fluctuate. The WT strategy that the Abonindi business can use is to try to make other types of products so that the products sold are more diverse with the raw materials used are more durable with relatively affordable raw material costs so that the price of the products offered can be somewhat lower and able to compete with competitors. In line with research conducted by Sundari et al., (2022), the WT strategy is used to bring about innovation in dealing with competitors. WT 1. Trying to make other types of products so that the products sold are more diverse with the raw materials used are more durable with relatively affordable raw material costs so that the prices of the products offered can be somewhat lower and able to compete with competitors. (W1,W2,T1,T2,T4)

CONCLUSION
The internal factors are own capital, use of good promotional media, adequate technological conditions, product prices are relatively high compared to competitors, the variation of shredded fish is still slight, and external factors, namely the existence of support from the government, strategic marketing locations, broad demand market, fluctuating raw material costs, many similar businesses, uncertain climate, perishable nature of raw materials. The competitive strategy applied by the Abonindi business is based on the results of the SWOT diagram on the Abonindi shredded fish business which is in quadrant 1 (one) position, namely using the SO strategy, where the SO strategy is a strategy by using strength to take advantage of opportunities. The SO strategy used is to utilise promotional media in marketing shredded products, with expanding market demand to increase or expand market demand for the Abonindi business.