PSYCHOLOGY AND EDUCATION (2021) ISSN: 0033-3077 Volume: 58(4): Pages: 1397 - 1409 Article Received: 08th October, 2020; Article Revised: 15th February, 2021; Article Accepted: 20th March, 2021

MANAGEMENT STRATEGY OF KEWAPANTE TRADITIONAL MARKET, SIKKA REGENCY, PROVINCE

Kostadia Yunita San Roja1, Jusni2, Rahmadani3 1Regional Planning and Development 2Hasanuddin University Graduate School, Makassar Email:[email protected], [email protected], [email protected] 3

ABSTRACT

Kewapante Market is one of the traditional markets in Sikka Regency which has been operating for (10) ten years. However, in its development the Kewapante Market has not been running optimally. This can be seen from the market activity which is still empty of buyers and visitors. The formulation of the problem in this study is what strategy is appropriate in managing the Kewapante Traditional Market in Kewapante District, Sikka, NTT. Various strategies have been taken, but it is not yet known what strategies affect the management of this market. The research method used is descriptive qualitative analysis and SWOT analysis by looking at the internal (IFAS) and external (EFAS) Kewapante Traditional Market factors. The research results show that there are many threats in the management of traditional markets. Therefore, need to take advantage of strength from an internal point of view. The strategy that must be applied in this condition is to use strength to take advantage of long-term opportunities by means of a diversification strategy (product / market).

Keywords: Strategy, Management, Traditional Markets

BACKGROUND through their respective regional companies. Kewapante Market is one of the traditional has great potential as a markets in Sikka Regency which has been country with a strategic area for the economy. operating for (10) ten years. However, in its Economic activities must be supported by development the Kewapante Market has not market conditions that are able to answer all the been running optimally. This can be seen from needs of the community. Traditional markets the market activity which is still empty of buyers originated from the barter system (exchange) of and visitors(, 2011). Various efforts have daily goods carried out by local people with been made by the local government and the Chinese sailors. Since then, traditional markets community in managing these traditional have become milestones in advancing and markets. However, market conditions did not moving the people's economy as well as being a provide benefits for the regions. for the region. miniature of the social, cultural, and even The community believes that this traditional political life of a society. The economic life of market has failed to become a model market for the people in East Nusa Tenggara is still simple, traditional markets in Sikka Regency. There are that is, it depends on traditional markets. In East many complaints from the public regarding the Nusa Tenggara which consists of 22 districts and condition of the Kewapante Market which is not one municipality, market development has the center of the community's economy in received serious attention from the government Kewapante District. With the apprehensive in each region. This can be seen in that each condition of the Kewapante traditional market, district has traditional markets that are built and the public thinks that the Kewapante Market is managed directly by the local government

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PSYCHOLOGY AND EDUCATION (2021) ISSN: 0033-3077 Volume: 58(4): Pages: 1397 - 1409 Article Received: 08th October, 2020; Article Revised: 15th February, 2021; Article Accepted: 20th March, 2021

not the focal point of the economy in Kewapante various possible strengths and District. weaknesses in an organization or company. Every company or organization must have strengths OVERVIEW OF PUSATAKA that can make it exist and weaknesses that might hinder efforts In this study, the authors used swot analysis to achieve goals. Large companies (Strengths, Weaknesses, Opportunities, Threats) (assumed) have higher strengths to study the management strategy of Kewapante than smaller companies. Traditional Market, Sikka Regency, East Nusa b. Internal strategic factors include Tenggara Province. strengths and weaknesses that are 1. Strategy owned in the same way. Before the The term strategy comes from the Greek strategy is implemented, the word strategos or strategus with the plural strategic planner must carry out an word strategy. Strategos means general but analysis of the external environment in ancient Greece it often means officers of to find out the various possible the State with broad functions. Strategy is opportunities and the same threats. one of the important things because it Strategic issues that must be provides a basis for achieving a goal in monitored are determined, because various forms. Whether we realize it or not, problems may affect the company in it has a share in every managerial decision the future(Muliawan, 2011). making and also theoretically becomes one thing that cannot be separated from any 2. Management management science (1. J, 2015). In the Management Principles are based on opinion of Keinichi Ohmae, a well-known functional management steps, namely marketing expert as well as management planning, organizing, directing and consultant and author of The End Of Nation controlling. Thus, the targeted targets can State-Strategy, is "Competitive advantage in easily be achieved properly. Planning is transforming the company's strength to carried out based on a clear vision and equal or exceed the strength of competitors mission so that the scheduled programs are in the most efficient way. made systematically and prioritize priority Environmental Analysis and Diagnosis scales as regulating and scheduling long- (an urgent step) Internal and external term, medium-term and short-term environment can have an impact on the programs. existence of a company. The more complex 1) Efficiency and effectiveness are part of an environmental problem is, the greater its management. The starting point for the impact on the dynamics of humans, implementation of management in the companies and the processes that occur organization as much as possible to within them. By paying close attention to make the most of all available resources, environmental changes, the company has manpower, funds and facilities been aware of the possibility of threats that efficiently. Management functions are could endanger its existence, as well as operationalized by considering the same trying to seize the opportunities it can facilities and infrastructure as the achieve. circumstances and possibilities of the a. Strengths and Weaknesses of the organization, that is, by saving costs and Internal Environment (IFAS) shortening the time for carrying out Internal Factor Analysis Stategic is activities, but obtaining optimal results. an analysis used to determine the 2) The principle of prioritizing management tasks

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PSYCHOLOGY AND EDUCATION (2021) ISSN: 0033-3077 Volume: 58(4): Pages: 1397 - 1409 Article Received: 08th October, 2020; Article Revised: 15th February, 2021; Article Accepted: 20th March, 2021

The principle of prioritizing traditional markets so that they are able to management tasks (managers) is a develop better so that they can compete with person who is fully responsible for the shopping centers and modern shops (JDHI implementation of the organization, both Financial Audit Board of the Republic of internally and externally. Internal means Indonesia, 2012). Traditional market carrying out the process of management includes planning and administering all organizational institutional planning includes: activities which is the main task of the a. The Regent / Mayor, including the manager, while external is managerial head of the SKPD, conducts service to all public interests related to traditional market planning. management outside the institution. b. Traditional market planning includes 3) Principles of effective leadership physical planning and non-physical The principle of effective leadership planning. must have wisdom in making decisions, c. Physical planning includes, location not trivialize and save time, meaning determination, provision of building that it is firm, straightforward, thorough facilities and market layout and and qualified. He is obliged to develop supporting facilities. Physical good relationships with all his planning applies to the construction of subordinates, be smart about human new markets. Physical planning relationships. A good manager is a applies to revitalizing the old market. manager who does not blame d. The determination of lication, among subordinates, but reminds and advises. others, refers to the RT / RW Regency 4) The principle of cooperation / City, which is close to residential The principle of cooperation is based on areas or centers of community organization in management. All duties economic activity and has and responsibilities of managers are not transportation facilities and driven by one person, but carried out infrastructure that connect the regency according to their respective skills and / city capitals, sub-districts with new duties, so that the workload does not market locations that are actively accumulate in one place, while in other being built. places nothing is done. The division of e. Building facilities and market layouts duties, authorities and responsibilities include shop / boarding houses / Ios should be regulated based on buildings made with a certain standard professional principles so that the size of space, plots or blocks with cooperation that is built is not road access for visitors in all complicated(Hasibuan, 2005). directions, adequate lighting and air circulation, arrangement of shops / 3. Traditional market kiosks / Ios based on types of Based on the Regulation of the Minister merchandise and shapes. traditional of Home Affairs of the Republic of market buildings in tune with regional Indonesia Number 20 of 2012 concerning cultural characteristics. Management and Empowerment of f. Supporting facilities include Traditional Markets. Traditional market management offices, parking areas, management is the arrangement of temporary garbage disposal sites / traditional markets which includes planning, waste management facilities, clean implementation and control of traditional water, sanitation / drainage, places of markets, while empowering traditional worship, public toilets, security posts, markets is all the efforts of the local waste management sites / waste water government to protect the existence of management installations, hydrants

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PSYCHOLOGY AND EDUCATION (2021) ISSN: 0033-3077 Volume: 58(4): Pages: 1397 - 1409 Article Received: 08th October, 2020; Article Revised: 15th February, 2021; Article Accepted: 20th March, 2021

and fire fighting facilities, means of analysis by looking at internal (IFAS) and communication and the area of external (EFAS) factors. loading and unloading merchandise(Nurhayati, 2014). RESULT METHOD 1. Geographical Conditions This study uses a qualitative approach Kewapante District is in the eastern part with descriptive methods that make direct of Sikka Regency and is about 9 km from the observations in the field to provide an overview district capital. The area of Kewapante District of the object will be researched. The data used in is 24.14 km² with the following boundaries: the this study are primary data and secondary data. northern part is bordered by Bay Primary data collection is obtained through ( Sea), the eastern part is bordered by observation and direct interviews in the field. Waigete District and Hewokloang District, the Meanwhile, secondary data collection is southern part is bordered by Bola District, the obtained through documentation from various western part is bordered by Kangae District. information or related agencies related to the scope of research. The analysis used is swot Picture 1 Map of the District of Kewapante

Namangkewa Village has an area of 1.65 km2 with a percentage of 6.84% of the district area, From the picture above, Kewapante Waira Village has an area of 1.78 km2 with a District consists of 8 (eight) villages, namely percentage of 7.37% of the district area, Geliting Villages Umagera has an area of 1.47 km2 with Village has an area of 1.71 km2 with a a percentage of 7.20% of the district area, Ian percentage of 7.08% of the district area, Tena Village has an area of 8.33 km2 with a Wairkoja Village has an area of 2.02 km2 with a percentage of 34.51% of the district area, percentage of 8.38% of the district area(Sikka, Kopong Village has an area of 4.86 km2 with a 2019). percentage of 20.33 % of the district area, Seusina Village has an area of 2.05 km2 with a percentage of 8.49% of the district area,

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PSYCHOLOGY AND EDUCATION (2021) ISSN: 0033-3077 Volume: 58(4): Pages: 1397 - 1409 Article Received: 08th October, 2020; Article Revised: 15th February, 2021; Article Accepted: 20th March, 2021

2. Number of Kewapante Traditional people of Kewapante District but also from Markets people outside the district. This also has an There is only 1 traditional market in impact on the income earned is more profitable Kewapante District. Overall, there are 3 large compared to other days. traditional markets in Sikka Regency, namely Alok Market located in West Alok District, 3. Kewapante Traditional Market Maumere Market located in Alok District and Management Strategy Kewapante Market located in Kewapante 1. Identification of Internal Factors in District, Wairkoja Village. Kewapante Traditional Market Management Table 1 The internal factor in this SWOT looks Number of Traders in Kewapante at the internal conditions of the Kewapante Traditional Market in 2020 Traditional Market. This condition will be explained into two parts, namely: the strengths Type of Number and weaknesses of the Kewapante Traditional No. Information Facility of people Market. 1 Stall 75 1. Development of Facilities and 2 Salon 20 Infrastructure 3 Textil 51 A solid and sustainable development must pay attention to all facilities and 4 Los sarong 27 infrastructure in the development process. 5 Broilers 13 The development of facilities and 6 Glassware 25 infrastructure has a very important role in 7 Shop 17 supporting economic activities and as a 8 Sandals 50 basic asset in facilitating interaction and 9 Rags 89 communication among community groups 10 Culinary 14 1 trader sells 2 as well as binding and linking between days a week regions. The condition of facilities in (Thursday and Kewapante Traditional market, still Friday) requires a lot of improvements and 11 Moke 26 additions in meeting the needs of the community market. Local governments, 12 Daily 2 especially the Department of Trade and groceries UKM Cooperatives, always meet the lack 13 Jug 16 of facilities in the Kewapante Traditional 14 Vegetable 26 1 trader only Market. However, not everything runs sells once a quickly, because everything is constrained week (Friday) by the budget. the facilities available at 15 Wet fish 15 Kewapante Traditional Market still need 16 Dried fish 58 to be addressed, especially those that have Total 530 not been built at all by local governments. traders Adequate facilities greatly affect market Source: Data on the Potential of Kewapante growth. The activity of the traditional Market in 2020 market which is crowded with buyers and visitors is of course seen from the There are some traders who prefer to available facilities. sell on Thursdays and Fridays because those days are market days where there are lots of 2. Kewapante Market Traders buyers and market visitors, not only from the Communication Forum

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The formation of the Kewapante facilities and infrastructure, even the Market Communication Forum was attitude of other traders who did not motivated by the fate of traders because comply with government regulations by the conditions of the Kewapante Market selling outside the Kewapante Traditional were not running optimally. This can be Market area. seen from the inadequate condition of the Figure 2 Management Structure of the Kewapante Market Traders Communication Forum

especially employees who every day The purpose of establishing this serve the community, both buyers and Forum is to find solutions to problems visitors to the Kewapante traditional that occur in Kewapante's traditional market. The goal of employee market. The Kewapante Market empowerment is to increase the Communication Forum is a partner for capabilities of employees so that they local governments in the context of have a professional attitude towards the revamping the Kewapante Traditional tasks and responsibilities given, one of Market. Thus, the Government does the employee empowerment provided is not directly interfere with the internal in the form of education and training. problems of the market itself in fixing The workforce in Kewapante it, but involves market traders through Traditional Market consists of ASN and the Kewapante Market Traders contract employees. Employees are a Communication Forum. However, the resource that is no less important and a results of the research show that up to complementary component in now the local government has not revamping the Kewapante traditional optimally met the demands of the market. Therefore, Empowerment of the community regarding improvements State Civil Apparatus is an effort to in the Kewapante Traditional Market. improve the performance of the The economic life of the community apparatus to achieve optimal results in is very burdened by market conditions serving the needs of the community in that do not progress Kewapante District. To identify internal factors, an analysis of the internal 3. Empowerment of Kewapante environment can be made which Traditional Market Employees describes the strengths and weaknesses In its services, traditional in the management of Kewapante's markets really need to pay attention to Tradonal Market. the quality of its human resources,

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PSYCHOLOGY AND EDUCATION (2021) ISSN: 0033-3077 Volume: 58(4): Pages: 1397 - 1409 Article Received: 08th October, 2020; Article Revised: 15th February, 2021; Article Accepted: 20th March, 2021

Table 2 External factors in this SWOT look at Internal Factor Analysis the external conditions of Kewapante Traditional Market. This condition will be explained into two parts, namely: opportunities and threats Component Power Weakness from the Kewapante Traditional Market. Problems in the Management of Traditional Developmen The The Markets cannot only be seen from their internal t of Regional available conditions. There are two external factors in the Facilities Governme budget for management of Kewapante Traditional Market, and nt of the improving which are as follows: Infrastructur Trade and market 1. Traffic control towards Kewapante Traditional Market e Cooperativ facilities is One of the problems that really (improveme e Office, still limited bother the buying and selling process at nt of UKM) has (around IDR Kewapante Tradisioal Market is the facilities) tried to 1,000,000,00 traffic route to the traditional market. To meet the 0) for 2020. control traffic flow along the road to the lack of traditional marketplace of Kewapante, facilities. the local government coordinates with the police. A good traditional market is not only seen from the availability of Kewapante Members This forum various kinds of facilities, but must be Market who have has not been supported by road access to traditional Traders' joined are officially markets with roads that can provide Forum. the traders confirmed by convenience in buying and selling of the the Regional access. One of the reasons why the Kewapante Government kewapante traditional market traders are still selling in the former Geliting Market. of Sikka market (the old market before the Regency. Kewapanate Traditional Market) is because, the community believes that Empowerme Traditional The role of the location of the Kewapante traditional nt of Market employees market is not very profitable for both Kewapante Manageme has not been sellers and buyers. In developing National nt able to traditional markets, the regional Market employees provide government authority requires cooperation and coordination between Traders consist of solutions to related agencies. For example, road civil complaints improvement and terminal construction servants of traders involve the Public Works Service (PU), and and buyers) road control, so it involves the Traffic contract Police (POLANTAS). employees. Source: Primary data after 2021 2. Local Government Regulation Regulation is an abstract concept of managing complex systems according to 2. Identification of External Factors in a set of rules and trends. In systems Kewapante Traditional Market theory, these types of rules exist in Management different fields of biology and society,

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but these terms have slightly different of 2018 concerning public order, Article meanings according to the context. In 19 states that: general, these regulations are issued or 1) Every person is prohibited from formulated by parties who have the placing goods, selling and / or authority in an institution, company and doing business on roads, government. There are several forms of sidewalks, storefronts, green regulation that we can find in lanes, parks and public places government and society, such as except with the permission of company regulations, government the Regent or an authorized regulations, ministerial regulations, and official. even regulations at the local government 2) Everyone is prohibited from level. buying and / or using business The results showed that controlling services located on roads, and coaching all traders in Kewapante sidewalks, storefronts, green Traditional Market would have an lanes, parks, and public places impact on increasing community income as referred to in paragraph and local taxes. Based on the Regional (1)(01, 2018). Regulation of Sikka Regency Number 1 Table 3 External Factor Analysis

Component Opportunity Threat

1. Local Government People still really need 1. The growth of the modern Regulations in the traditional markets. market continues to increase. management of 2. The products sold in the modern Kewapante market are of high quality. Traditional Markets. 3. The promotion that is very intensively carried out by the modern market.

2. Traffic control The community needs an Many traders sell outside the towards Kewapante orderly path to the traditional market area and along the Traditional Market. Kewapante Traditional road to the traditional market. Market. Source: Primary data after 2021

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PSYCHOLOGY AND EDUCATION (2021) ISSN: 0033-3077 Volume: 58(4): Pages: 1397 - 1409 Article Received: 08th October, 2020; Article Revised: 15th February, 2021; Article Accepted: 20th March, 2021 Internal Strength (Strengths) Weaknesses

1. The local government has made efforts to 1. The available budget for improving market fulfill inadequate facilities. facilities is still limited (around IDR

2. Members of the Market Traders 1,000,000,000) for 2020. Communication Forum are traders of the 2. The Market Traders Communication Kewapante Market. Forum has not been officially endorsed by 3. Traditional Market Management employees the Regional Government of Sikka consist of civil servants and contract Regency. employees. 3. The role of market management employees has not been able to provide solutions to complaints from traders and External buyers.

namely the strategy of using strength to Opportunities (Opportunities) S stretches>

1. People still really need traditional 1. Strategy S1 - O1 1. W1-O1 strategy markets. Optimizing inadequate facilities. The government prioritizes facilities that 2. The community needs an orderly path to 2. Strategy S2 - O1 are needed by the community. the Kewapante Traditional Market. Local Government participates with the 2. W2-O1 strategy Kewapante Market Traders Communication The government and society provide Forum. support by establishing the Kewapante 3. Strategy S3 - O2 Market Traders Communication Forum. There is coordination between the 3. W3-O2 strategy Management of Traditional Markets and There is a correlation between traditional Traffic Police to provide education and market managers and the community to strict sanctions against people who are not meet community needs. orderly in traffic.

take advantage of opportunities. Threats Strategy S>

1. The growth of the modern market 1. Strategy S1-T1, T2, T3 1. Strategy W1-T1, T2, T3 continues to increase. Efforts to fulfill facilities must look at the The construction of facilities also looks at the influence of modern market developments. influence of modern markets on the 2. The products sold in the modern market Kewapante Traditional Market. are of high quality. 2. Strategies S2-T2, T3, T4 2. Strategy W2-T1, T2, T3 3. The promotion that is very intensively The role of the Communication Forum is to Local governments must look at the role carried out by the modern market. greatly assist the Regional Government and of the Kewapante Market Traders society in dealing with the influence of the Communication Forum. 4. Many traders sell outside the traditional modern market. 3. W3-T4 market area and along the road to the 3. S3-T4 strategy Market managers need to organize market traditional market. The role of the Market Manager is to conditions so that no traders sell outside provide direction and reprimand to a the market area. disorderly society.

Table 4 SWOT Analysis Matrix 2. W - O Strategy (Weaknesses - Oppourtunities) Source: Primary data after 2021 namely, strategies to take advantage of opportunities to overcome weaknesses. Based on the SWOT matrix, it can be 3. Strategy S - T (Strength - Threats) seen that there are several strategies that can be namely the strategy of using force to implemented in the management of Kewapante avoid threats. Traditional Markets. 4. W - T Strategy (Weaknesses - Threats) 1. Strategy S - O (Strengths - namely strategies to minimize Opportunities) weaknesses and avoid threats.

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PSYCHOLOGY AND EDUCATION (2021) ISSN: 0033-3077 Volume: 58(4): Pages: 1397 - 1409 Article Received: 08th October, 2020; Article Revised: 15th February, 2021; Article Accepted: 20th March, 2021

3. Quantitative Approach to SWOT Analysis compiled in an IFAS (Internal Factor Analysis The qualitative SWOT data above can Summary) table to formulate internal factors that be developed quantitatively through the can be used in formulating policy strategies. To calculation of the SWOT analysis so that the see the weight and rating on each of these actual position of the organization can be factors, as explained, it is given a weight with ascertained. To show the number of quadrants is the total weight being 1. The weight given done by giving values and weights to the IFAS shows how important these factors will show the and EFAS matrices. success of an activity. Furthermore, each of 1. Internal Strategy Factor Matrix these factors is also given a rating which shows The identification results described the response to each factor. above on the strength factors and weakness factors in the processing of pindang fish are then Table 5 IFAS (Internal Factors Analysis Summary) Kewapante Traditional Market Management

No. Internal Strategy Factors Weight Rating BXR Information Power The local government has The Regional Government has carried 1 made efforts to fulfill 0.20 4 0.80 out the load of several facilities. inadequate facilities. Members of the Market With the Kewapante Market Traders Traders Communication Communication Forum, it is hoped that 2 0.15 3 0.45 Forum are traders of the it can help provide solutions to market Kewapante Market. problems. Traditional Market Employees consisting of civil servants Management employees and contract employees can serve the 3 0.15 2 0.30 consist of civil servants and concerns of traders and the community. contract employees. amount 0.50 1.55 Weakness The available budget for improving market facilities Budget is a major factor in the 1 0.15 3 0.45 is still limited (around IDR provision of traditional market 1,000,000,000) for 2020. facilities. This forum has not been The inauguration of the forum is very officially confirmed by the important as the legality of the forum to 2 0.15 2 0.30 Regional Government of participate in the Kewapante Sikka Regency. Traditional Market. The role of employees has Employees are an extension of the not been able to provide Department of Industry and 3 0.20 1 0.20 solutions to complaints of Cooperatives, UKM in managing traders and buyers. traditional markets.

amount 0.50 0.95

Total 1.00 2.50

Source: Primary data after 2021 Based on the results of the analysis of internal factors (IFAS) in the form of strengths and weaknesses, it was obtained a strength value

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of 1.55 and a weakness value of 0.95 for a total (Opportunities) and threats (Threats) in the of 2.50. It can be seen that, from the internal management of Kewapante Traditional Markets problems faced, there are strengths that are are then compiled in an EFAS (External Factors greater than weaknesses in the management of Analysis Summary) table to formulate external Kewapante Traditional Market. strategic factors that can be used in formulating policy strategies. 2. External Strategy Factor Matrix The identification results that have been previously described on opportunities Table 4.17 EFAS (External Factors Analysis Summary) Kewapante Traditional Market Management

No. Weight Rating BXR Information External Strategy Factors Opportunity

People still really need Traditional markets are markets that 1 0.20 4 0.80 traditional markets. serve local goods / products with a traditional (barter) system. The community needs an The road is the main access that brings orderly path to the 0.15 3 0.45 together traders and buyers. 2 Kewapante Traditional Market. amount 0.35 1.25

Threat

The growth of the modern Part of the community is starting to 1 market continues to 0.15 3 0.45 need a modern market. increase. The modern market is very concerned The products sold in the about the quality of goods / products in 2 0.15 2 0.30 modern market are of high order to convince buyers. quality. The promotion that is very One way to attract people to shop is by 3 intensively carried out by 0.15 2 0.30 promoting products. the modern market. Many traders sell outside The market facilities are still limited the traditional market area and cannot accommodate many traders, 4 0.20 3 0.60 and along the road to the so some traders sell outside the market traditional market. area.

amount 0.65 1.65

Total 1.00 2.90

Source: Primary data after 2021 Based on the results of the analysis of external factors (EFAS) in the form of opportunities and threats, the opportunity value is 1.25 and the threat value is 1.65, the total is

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2.90. It can be seen that, from the external = (1, 55 - 0.95) problems faced, there is a greater threat than = 0, 60 opportunities in the management of Kewapante Point Coordinate (Y) = (Opportunity - Traditional Market. Threat) = (1, 25 - 1.65) To determine the quadrant coordinate points (X, = -0, 40 Y) on the SWOT diagram using the formula: The results of the above calculations, the Coordinate Points (X) = (Strengths - diagram below can be drawn: Weaknesses) Y

2

1

X -2 -1 1 2 -1 -2

Figure 3 SWOT Analysis Diagram The result of the value in the diagram This work was created by Kostadia Yinita San above shows that the value is in quadrant II. In Roja, Jusni and Rahmadani from Hasanuddin this case, despite facing various threats, the University. management of Kewapante Traditional Market still has strength from an internal perspective. REFERENCES The strategy that must be applied in this 1 L. 2018/No. (2018). Peraturan Daerah condition is to use strength to take advantage of (PERDA) tentang KETERTIBAN UMUM. long-term opportunities by means of a diversification strategy (product / market). 2. . J, S. (2015). Pengambilan Keputusan Stratejik. PT Gramedia Widiasarana Indonesia. CONCLUSION There is an appropriate strategy in the analysis 3. Hasibuan, M. S. . (2005). Manajemen Dasar, of the management of the Kewapante Pengertian dan Masalah. PT Toko Gunung. Traditional Market in Kewapante Subdistrict, Sikka Regency, East Nusa Tenggara Province, 4. JDHI Badan Periksaan Keuangan Republik namely that the Regional Government needs to Indonesia. (2012). Peraturan Menteri Dalam involve several parties, namely: the kewapante Negeri Nomor 20 Tahu 2012. Market Traders Communication Forum in the construction of inadequate market facilities and 5. Kupang, P. (2011). Revitalisasi Pasar involve the POLPP regional security officers to Tradisional. discipline the community which sells outside the traditional market area. 6. Muliawan, L. F. dan H. (2011). Manajemen stategi dalam orgnaisasi. CAPS. ACKNOWLEDGMENT

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7. Nurhayati, S. F. (2014). Pengelolaan Pasar Tradisional Berbasis Musyawarah Untuk Mufakat. Manajemen Dan Bisnis, 18, 51.

8. Sikka, B. K. (2019). Kecamatan Kewapante Dalam Angka 2019. https://doi.org/1102001.5310050

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