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php/ijaserd International Journal of Agricultural Social

doi: http://dx.doi.org/10.37149/ijaserd.v2i2.21626 Economics and Rural Development (Ijaserd)
ISSN: 2774-9126 (Online) 2022:2(2):39-44

THE CLOVE BUSINESS DEVELOPMENT STRATEGY IN LAMBANDIA DISTRICT

EAST KOLAKA REGENCY

Fitri Andriani1*), Ine Fausayana1), Munirwan Zani1)

1
Department of Agribusiness Faculty of Agriculture, Universitas Halu Oleo Kendari 93232

*Corresponding author: fitridgmallongi@gmail.com

To cite this article:

Andriani, F., Fausayana, I., & Zani, M. (2022). The Clove Business Development Strategy in Lambandia District
East Kolaka Regency. International Journal of Agricultural Social Economics and Rural Development (Ijaserd),
2(2), 39 - 44. doi:http://dx.doi.org/10.37149/ijaserd.v2i2.21626

Received: November 12, 2021; Accepted: March 05, 2022; Published: April 02, 2022

ABSTRACT

This research aims to assess the growing revenue and development plan in Lambandia
District, East Kolaka Regency. This research was conducted in Mokupa Village and Penanggootu
Village, Lambandia District, East Kolaka Regency, from 18 to 25 August 2021. The population in this
study was 81 people. The sample was taken using simple random sampling of 45 people. The
analytical method used is descriptive, income, SWOT. The results showed that the average income of
clove farmers from the income, the average production cost is reduced by IDR26.307.864/farmer. The
clove farming development strategy is at the coordinates point of quadrant 1, namely the aggressive
strategy or SO strategy. This shows that the state of the clove farming development strategy shows a
very favourable situation for the development of clove farming in Lambandia District, East Kolaka
Regency, which has strengths and opportunities that are unified and mutually supportive, using
strength factors to take advantage of existing opportunities. So that a strategy can be produced that
can be carried out in the development of clove farming, namely the SO strategy consisted of
improving product quality, increasing production, expanding the planting area. ST strategy consists of
minimizing expenses, increasing skills and insight into the technology used in farming. The WO
strategy consists of creating a community or joining an existing community to increase information,
insight, and knowledge in farming, setting aside income to be used as capital for developing clove
farming. The WT strategy consists of adding other short-term farms.

Keywords: cloves; development; income; SWOT

INTRODUCTION

The agricultural sector is a sector that has a very important role in the economy of some
developing countries. This can be seen clearly from the role of the agricultural sector in
accommodating the population and providing job opportunities to the population (Moroki et al., 2018).
According to (Santoso, 2018), One type of agricultural sector that continues to experience
development is the plantation sector. One of the plantation commodities is clove plants.
The clove plant is a native plant originating from Indonesia, originally found in the North
Maluku islands. However, today's largest clove producers are East Java, South Sulawesi, Central
Sulawesi, Southeast Sulawesi, and Maluku. Clove processing in Indonesia is widely found in the
clove processing industry. Various products are made from clove commodities that can be used for
various purposes (Suharman, 2020).
Lambandia District is one of the sub-districts in East Kolaka Regency, Southeast Sulawesi,
cultivating clove plants. Clove farming in Lambandia District, East Kolaka Regency, from 2018 to
2020 experienced an increase in land area and clove production. In 2018, the clove plantation area in
Lambandia District, East Kolaka Regency was 28 Ha, and total production was 6.74 tons, while in
2020, the clove plantation area in Lambandia District, East Kolaka Regency was 222.5 Ha, and total
production was 21.64 tons
The development of clove farming in Lambandia District is only in two villages that develop
clove farming, namely Mokupa Village and Penanggootu Village because both villages have soil
structures and locations suitable for clove cultivation through land cultivation and the use of simple
production factors that farmers can do. And financially feasible to develop (Wahyuno & Martini, 2015);
 International Journal of Agricultural Social Economics and Rural Development (Ijaserd)
2022: 2(2):39-44

(Sari et al., 2017); (Husain et al., 2019); (Eriksan et al., 2021). Factors influencing the development of
clove farming in Lambandia District, East Kolaka Regency, namely the long planting to harvesting
period and the source of capital that can trigger the conversion of clove farming land (La Hulu et al.,
2017); (Armawati et al., 2019).
The clove farming development strategy focuses on internal and external factors that can
affect farmers' income (Damanik, 2012); (Asrawati & Antara, 2017); (Taufik & Suprajang, 2017). This
study aimed to determine the income of clove farming and clove farming development strategies in
Lambandia District, East Kolaka Regency.

MATERIALS AND METHODS

This research was carried out in Penanggootu Village and Mokupa Village, Lambandia
District, from July to August 2021. The population in this study was the total number of clove farmers
in Mokupa Village and Penanggootu Village Lambandia District, East Kolaka Regency as many as 81
people and the number of samples was 45 people, and the determination of the sample uses the
solving formula (Rianse & Abdi, 2012). The types of data used in this research are primary and
secondary data. Primary data were obtained from direct interviews with clove farmers in Mokupa
Village and Penanggootu Village, totalling 45 people using a questionnaire. Secondary data was
obtained through the Central Bureau of Statistics and Plantation of East Kolaka. This study uses
several data collection techniques: observation, interviews, and documentation. The variables used in
this study were the identity of the respondents (age, education, number, family dependents, clove
farming experience), clove farming characteristics (land preparation, planting, maintenance,
harvesting, production costs, revenue, income), supporting factors clove development farming
(strengths, weaknesses, opportunities, threats). This study used quantitative descriptive analysis to
analyze the characteristics of clove farming and farm income and determine the clove farming
development strategy used quantitative descriptive analysis through a SWOT approach by analyzing
internal factors and external factors and making a SWOT matrix.

RESULTS AND DISCUSSION

Characteristics of Respondents
The identification of respondents includes age, education level, number of family dependents,
farming experience. The identity of the respondents described in the results of this study includes
age, education level, number of family dependents, and farming experience (Suratiyah, 2015). More
details about the description of respondent farmers based on the characteristics of the respondents
can be seen in Table 1.

Table 1. Characteristics of respondents

Number of Respondents Percentage
Respondent Identity
(Persons) (%)
Age (Year)
1. 15-55 (Productive) 36 80.00
2. > 55 (Non-Productive) 9 20.00
Level of education
1. Elementary School 28 62.23
2. Junior High School 9 20.00
3. High School 7 15.55
4. Associate Degree 1 2.22
Number of Family Dependents (Persons)
1. 1-3 25 55.56
2. 4-6 20 44.44
Farming Experience (Years)
1. < 5 (Less Experience) 8 17.78
2. 5-10 (Experienced Moderately) 31 68.89
3. >10 (Experienced) 6 13.33
Source: Primary Data Processed. 2021

Table 1. shows that respondent farmers in Lambandia District. East Kolaka Regency. are in
the productive age category. This can be seen from the age level that they are generally 15-55 years

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old. while according to Mulyadi (2014). the first group is 0-14 years old. which is called easy or not
productive age. the second group is 15-64 years old which is called productive mature age. The third
is the age of 65 years is old or unproductive age. The age level allows farmers to carry out their
activities well to increase farm production. Respondent farmers in Lambandia District already have
education. although the largest numbers are farmers who are only able to take elementary school and
junior high school education. the level of education affects a business that will be managed with
higher education tends to be more accepting of a related to the line of business being managed
(Fitriani. 2018). The number of dependents is all family members who live in the same house or not
with the farmer or anyone whose living expenses and other needs are borne by the farmer as the
head of the family (Rahayu. 2021). Respondents in Lambandia District. East Kolaka Regency with the
number of family dependents 1-3 people have the highest percentage of 55.56%. and respondents
who have 4-6 family dependents have a percentage of 44.44%. Respondent farmers in Lambandia
District also have quite good experience managing their farms. Experience is the best teacher for
farmers. and experience can be a reference in the preparation of future steps where the determination
of possible alternatives is the first step in achieving farming goals (Tuwo. 2011).

Income
Farming income is obtained from the reduction between revenue and total costs. The average
income obtained by farmers in clove farming can be seen in Table 2.

Table 2. Average number of respondents' income levels

Average Average fixed Average Variable Average Income
Commodity
Revenue (IDR) Cost (IDR) Cost (IDR/Farmer) (IDR/Farmer)
Clove 30.242.783 487.884 3.867.556 26.307.864
Total 26.307.864
Source: Primary Data Processed. 2021

Table 2. shows that the average fixed costs incurred by respondent farmers in Lambandia
sub-district. Kolaka Timur district are IDR487.884. and the average variable costs incurred by
respondents are IDR3.867.556 so that the average total cost of clove farming production in
Kecamatan Lambandia in East Kolaka Regency is IDR4.116.919 while the average revenue is
IDR30.242.783. so the average income level in clove farming is IDR26.307.864 This shows that clove
farming in Lambandia District. East Kolaka Regency is very profitable because the total revenue is
greater than the total costs incurred (Dolo & Nangameka. 2011).

Clove Farming Development Strategy

Matrix of Internal and External Factors

The level of strengths and weaknesses of clove farming is known by rating the elements of
strength and weakness factors as an assessment of the level of influence on clove farming as well as
making decisions and making decisions in the development of clove farming and to determine the
level of opportunities and threats of clove farming. then a rating of the opportunity factors is carried
out and threats as an assessment of the level of influence on clove farming in taking and making
decisions for clove farming development. Ratings of the strategy of internal and external factors can
be seen in Table 3.

Table 3. Internal and external matrix

Factor Weight Rating Value
Strength
1. Availability of clove farming inputs 0.29 4 1.10
2. Easy maintenance 0.24 3 0.75
3. Profitable clove farming income 0.27 3 0.93
Total 0.80 - 2.78
Weakness
1. The period from planting to harvesting is quite long 0.09 1 0.11
2. Source of capital 0.11 1 0.15
Total 0.20 - 0.26
(Strength + Weakness) 1.00 - 3.04

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Table 3. Internal and external matrix

Factor Weight Rating Value
Opportunity
1. There is a market opportunity 0.58 4 2.19
Total 0.58 - 2.19
Threat
1. Climate change 0.33 1 0.28
2. Harvesting is risky 0.34 1 0.29
Total 0.67 - 0.57
(Opportunity + Threat) 1.00 - 1.26
Source: Primary Data Processed. 2021

Table 3. shows that the strength factor is greater than the weakness factor. The strength
factor consists of inputs. easy maintenance. profitable clove farming income. This factor affects the
success of clove farming. but the weakness factor can be hampered due to the long growing period to
harvest and the source of capital. Clove farming production inputs (Nurmala et al.. 2015). Table 3.
shows that external factors. namely opportunities. are greater than threat factors. Farmers can use
the opportunity factor in taking action because the demand and selling price for cloves is high. but
climate change and risky harvesting are threat factors that farmers must watch out for because
threats can make clove farming decline and even fail in line with research on SWOT analysis of clove
development (Yastini & Kamarani. 2018).
Based on the assessment of internal and external factors. the average total score is 3.04 with
a strength score of 2.78 or (91%) and a weakness value of 0.26 or (9%). At the same time. the total
average value is 0.40 of the opportunity value of 2.19 or (90%) and the threat value of 0.57 (10%).
Clove farming development based on the assessment of internal and external factors of 1.62. The X
and Y axes = 2.52 and 1.62 are positive for clove farming development in Lambandia District. East
Kolaka Regency. The analysis results on the SWOT diagram obtained 2.52 and 1.62 coordinates.
where the coordinates are in the square of 1 it supports an aggressive strategy or SO strategy.
Decision-making combines two situations with a strong position. indicated by their strengths and
opportunities (Muhammad. 2018).

SWOT Matrix
The SWOT matrix is a tool used in compiling factors as strategic alternatives that can clearly
describe how the internal strengths and weaknesses are adapted to the opportunities and threats they
have in developing clove farming in Lambandia District. East Kolaka Regency. Alternative clove
farming development strategies can be seen in Table 4.

Table 4. SWOT matrix

Strength (S) Weakness (W)
Internal 1. Availability of clove farming 1. The period from planting to
Factors inputs harvesting is quite long
External 2. Easy maintenance 2. Source of capital
Factors 3. Profitable clove farming
income
Opportunity (O) S-O Strategy W-O Strategy
1. There are market 1. Improve quality (S1. O1) 1. Create a community or join an
opportunities 2. Expanding the planting area existing community to increase
(S2. O1) information. insight. and
3. Increase production (S3. O1) knowledge in clove farming to be
able to produce quantity and
quality production (W1. O1)
2. Setting aside income to be used
as capital for clove farming
development (W2. O1)
Threat (T) S-T Strategy W-T Strategy
1. Climate change 1. Minimize expenses (S1. T1) 1. Add other short-term farming
Harvesting is risky 2. Improve skills and insight into (W1. T1. W2. T2)
the technology used in farming
(S2. S3. O2)

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Table 4. shows that there are several types of alternative strategies carried out by clove
farmers in Mokupa Village and Penanggootu Village. These alternatives include:
1. Improve quality
The study results show that in Penanggoutu Village and Mokupa Village. there are adequate
farming inputs to support the sustainability of their farming plus market opportunities. This is a
good thing for farmers because it can guarantee the sustainability of their business. So that the
suggestion put forward for the development of this farming is to improve product quality because
with the quality of the product it can build good relationships with partners so that existing market
opportunities can be communicated properly (Abduh & Mamma. 2016)
2. Expanding the planting area
Cloves have a good market opportunity for the clove commodity (Rafika. 2015). so the strategy
that can be used for the development of this farming is to expand the planting area to increase
farmers' income given the good potential for this commodity so that farmers' goals can be realized.
Employment of vacant land aimed at maximizing farmers' income (Cepriadi & Yulida. 2012)
3. Increase production
Increasing production is to meet market demand which can increase the income of clove farmers.
Product improvement is an activity or activity carried out in the face of possible changes to a better
product so that it can provide greater usability or satisfaction (Assauri. 2015)
4. Create a group or join an existing group
Groups can facilitate farmers to increase information. insight. and knowledge in clove farming to
produce quality and quantity. the government. through the ministry of agriculture. has provided
training on clove farming development to increase production through farmer groups (Dolo &
Nangameka. 2011)
5. Set aside income to be used as capital for clove farming development
The income obtained by farmers can meet their daily needs and can even capitalize on future
harvests (Rafika. 2015). So that at the time of harvest. the farmers already have savings and do
not need to borrow anymore. Clove farmers in the villages of Penanggotu and Mokuba use their
capital (money) in carrying out their farming. so the strategy that can be used for developing clove
farming is to set aside the income earned for clove farming development.
6. Minimize expenses.
Clove plants in Mokupa Village and Penanggootu Village have many advantages. but there will be
threats to be faced in every effort. Including clove plants. these plants are sensitive to weather.
This can reduce production even though the inputs for farming are adequate. so to overcome this.
the development of clove farming is to regulate the inputs owned in this case (money) so that
when there is a loss of crop failure. the farmer does not experience big losses because he does
not use all the capital to support farming. Cloves in uncertain weather conditions. Farmers must
understand financial management so that income and expenditure can be balanced so that
farmers' welfare can be achieved (Ngangi & Timban. 2021).
7. Improve skills and insight into the technology used in farming.
Clove plants have many advantages. so farmers must improve their skills and insight into clove
farming because farmers in Mokupa and Penanggoto villages do not yet fully understand its
activities. Experience without balancing it with existing theory (Armawati et al.. 2019).
8. Adding other short-term farming
Clove plants in Mokupa Village and Penanggootu Village have the weakness of a long harvest
period and the threat of changing climate change. The suggestions put forward for the
development and welfare of farmers are to add other farming activities besides cloves which are
short-term so that farmers' incomes continue to improve when things happen - unwanted things
(Armawati et al.. 2019).

CONCLUSION

This study indicates that the things that must be done in clove cultivation include land
preparation. planting. maintenance. harvesting. and post-harvest. The average clove farming income
is IDR 26.307.864/farmers. The clove farming development strategy is SO. ST. WO. and WT
strategies. SO strategy consists of improving product quality. increasing production. expanding
planted area. ST strategy consists of minimizing expenses. increasing skills and insight into the
technology used in farming. The WO strategy consists of creating a community or joining an existing
community to increase information. insight. and knowledge in farming. setting aside income to be
used as capital for developing clove farming. The WT strategy consists of adding other short-term
farms.

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