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Management Strategy of Kewapante Traditional Market, Sikka Regency, East Nusa Tenggara Province

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Management Strategy of Kewapante Traditional Market, Sikka Regency, East Nusa Tenggara Province 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, EAST NUSA TENGGARA 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 Indonesia 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(Kupang, 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 1397 www.psychologyandeducation.net 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 1398 www.psychologyandeducation.net 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
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