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Archives of Business Research – Vol. 9, No. 10
Publication Date: October 25, 2021
DOI:10.14738/abr.910.11015. Kholil, Ariani, N., & Setiawan, D. A. B. (2021). Selection the best strategy for Comercialization Trygona Honey in the Time of Past
Covid 19 Pandemic Using SAST and ECM: A case study in Nort Lombok West Nusatenggara. Archives of Business Research, 9(10).
249-260.
Services for Science and Education – United Kingdom
Selection the best strategy for Comercialization Trygona Honey in
the Time of Past Covid 19 Pandemic Using SAST and ECM
A case study in Nort Lombok West Nusatenggara
Kholil
Faculty of engineering, Sahid Jakarta University
Nafiah Ariani
Fakulty of Economic and Business, Sahid Jakarta University
Dan Aris Budy Setiawan
Faculty of Economic and Management Gunadarma University
ABSTRACT
Covid 19 has a very serious impact on small and medium businesses in Indonesia,
There are only a few SMEs are able to survive. The trygona honey home industry is
one of them. This business has been developed by most of the people of North
Lombok West Nusa Tenggara. But they do not know to commercialize their products
in order to increase their income and ensure sustainability of the business. The
main objective of this study is to analyze and develop share value chain that
encourages and increasing business actors's income. Data collection through
experts discussion and field study and then analyzed using Strategic Assumption
Surfacing and Testing (SAST) and Exponential Comparison Matrix (ECM). The
Results of Study showed that honey producers sell their products to companies
through collectors at low prices, while the greater profits are enjoyed by collectors
and companies. The most important aspects for share value chain is development
of Value Chain interconnectivity system as a matching institution between honey
producers and the market by involving BUMDES (Villages Owned Enterprise). While
the most appropriate strategy to comercialize trygona honey is value added system
at the producer.
Key Words: Covid 19 Pandemic; Trygona Honey; value added; BUMDES
INTRODUCTION
The impact of Covid-19 is severe on the socio-economic life of the community, especially for the
people of North Lombok. It is dire because the economic and social issues have not been
recovered due to the July-28 earthquake. They have to face new pressures related to
government policies regarding health protocols, especially social distancing, must stay at home,
and prohibition of gathering. Almost all productive activities of the community, who are still in
the recovery process, have stopped (Soebagiyo1, S., and Arifin Sri Hascaryo, 2015; Kholil,Nafiah
Ariany, Dian Karsoma, 2021)
One of the strategies to restore the socio-economic conditions of the community is to build
productive community activities based on superior natural resources and by the local
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Archives of Business Research (ABR) Vol. 9, Issue 10, October-2021
Services for Science and Education – United Kingdom
community's culture so that sustainability can be more guaranteed. Trigona honey is a home
industry developed by almost 70% of the people of North Lombok. This Covid-19 pandemic
does not affect the activities of this home industry; the demand tends to increase, along with
the rise in public awareness of their immunity (Kholil, Nafiah Ariany, Dian Karsoma, 2021).
Based on the lab analysis results, this honey has vast properties and contains multivitamins and
other substances not found in other honey. Trigona honey is a good source of energy and
nutrition, as an anti-allergy, and can increase the body's vitality (Saraswanti Indogenetech,
2020).
However, most beekeepers still do not know the nutritional content of trigona honey. Besides,
they do not include nutritional content labels and packaging in their products, making it a low
price: IDR 200 thousand per 600 millilitres. This price is still classified as underpricing since it
does not provide a reasonable profit for beekeepers who work day and night. Meanwhile, the
collectors can get a net profit of IDR 25,000 to IDR 50,000 for every 500 ml.
The main problem faced by Trigona beekeepers is the "supply chain," which has not been well
organized and built so that the beekeepers have not received a fair price. There is not yet a
model to help the marketing process of products that provide better profits for beekeepers.
Besides that, beekeepers tend to sell individually, directly, without going through an institution
that can protect the interests of beekeepers so that their bargaining position is better. Not a few
beekeepers are tied to collectors because loans bind them, so they have no other choice but to
sell them at relatively cheaper prices.
Another thing that makes trigona beekeepers unimproved is the human resources with no
management skills to manage a business. There is no institution that beekeepers able to
collaborate and synergize in business development to increase their income. In addition, these
home-based industry actors consider their activities to be just a sideline, that is, not the primary
activity to support the family economy even though they have excellent potential, especially in
this era of the COVID-19 pandemic.
This research aims to build a business model and downstream that can be the basis for the
commercialization of trigona honey following the objective conditions to ensure that this home
industry business activity can be sustainable and provide fairer benefits to the parties involved.
These research results are urgent for the trigona honey home industry actors to develop their
business, especially in marketing and increased income. Thus, it can accelerate the economic
recovery of the Lombok people due to the devastating earthquake and the COVID-19 pandemic.
LITERATURE REVIEW
North Lombok is a very potential area as a tourist destination. There are various natural
attractions in this area, including the Three Gilis consisting of Gili Trawangan, Gili Meno and
Gili Air; Mount Rinjani, Sendang Gile Waterfall, Tiu Kelep Waterfall, and several others. North
Lombok is the worst affected area due to the earthquake that occurred on July 28 and August
5, and the COVID-19 pandemic lasting for more than 1.6 years, so most of the community's
economic activities have stopped. Developing productive community activities through SMEs
under the community's superior potential and culture is necessary to accelerate the economic
recovery (DJKN Kemenkeu, 2018; Kholil, Nugroho B. Sukamdani, and N. Nurhayati, 2016;
Sunarso, 2010). One of the productive activities following the outstanding potential of local
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Kholil, Ariani, N., & Setiawan, D. A. B. (2021). Selection the best strategy for Comercialization Trygona Honey in the Time of Past Covid 19 Pandemic
Using SAST and ECM: A case study in Nort Lombok West Nusatenggara. Archives of Business Research, 9(10). 249-260.
URL: http://dx.doi.org/10.14738/abr.910.11015
natural resources and involving the community is the trigona honey home industry, a family
economic activity integrated with household activities (DJKN Kemenkeu, 2018; Sarma., Farida
Ratna Dewi dan Edward H Siregar, 2014). This home industry, primarily managed by women,
has a fundamental role in supporting the family economy (Elkhalek, Ismail Hussein Ismail,
2019; Husain, Li Xiao Xiao. 2016). Furthermore, women have the tenacity and patience in
developing a business to grow and last longer (Husain, Li Xiao Xiao,2016). The potential of
women is tremendous when viewed from the population; therefore, it needs to extend to the
fullest (Andersson, D Johansson; J. Karlsson; M. Lodefalk; A. Poldahl,2018; Orser and Allan
Riding, 2018).
A home industry with many potential and involves many people must be developed
immediately to recover the economy and social of the community due to the earthquake and
the COVID-19 pandemic. Trigona Honey has been identified as the most potential home
industry according to the objective conditions of the community because more than 60% of
the community have been farming trigona bees as a supporter of the family economy (Kholil,
Nafiah Ariany, Dian Karsoma. 2021; Bappeda Lombok Utara, 2020). Trigona honey is produced
by trigona bees (klanceng), a small propolis-producing bee known to be very beneficial for
human health. Compared to others, the advantage of this type of bee is that it lives freely in the
forest and lives in colonies of about 2000 to 3000 per colony. This trigona bee is tiny and is very
active to utilize various kinds of flower nectar. The bee can penetrate even the most petite
flowers, which ordinary bees cannot. These advantages make trigona bees much more
manageable to keep because of the ease of finding food (Wardani, 2018). From the advantages
possessed by the trigona bee, the honey produced by the trigona bee has a lot of nutritional
content obtained from a collection of various kinds of nectar. Trigona bee honey has also been
proven to be very high-quality honey. Trigona bees are easy to keep, do not sting, and do not
need to provide exceptional food because they eat plants/flowers' nectar. Trigona bees are very
potential to be cultivated. Besides being simple and improving the community's welfare, they
are also friendly to humans (Tato, 2019; Kiral, 2019).
This high-prospect trigona honey business has not yet been appropriately managed; the
marketing is done traditionally: the honey is sold directly (in litre), without packaging and
labelling, making the price low. Besides that, no institution can accommodate production
results and help the market to buyers (Kholil,Nafiah Ariany, Dian Karsoma, 2021; Bappeda
Lombok Utara, 2020). Therefore, it is necessary to design a business model for the downstream
production process to run even better. Besides that, it is also required to have an institution
that can bring together honey producers and honey buyers. A business model analysis becomes
very important to help this downstream process. Business models are widely used for mapping
market potential and products in the market, whether they can be accepted or rejected by
consumers. The business model mapping using the Bussiness Model Canvas approach (Verrue,
2014) is a pretty popular method. Business Model Canvas is an analytical tool to describe,
visualize, assess, and change business models. This business model will map several elements:
Customer Segment, Value Proposition, Channel, Customer Relationship, Revenue Stream, Key
Resources, Key Activities, Key Partnership, and Cost Structure (Osterwalder,2021). This
business model analysis can identify potential customers, budget structures, and business
development in a more directed way. A business model has a very strategic function and
significantly determines the operational activities and business strategy of a product. An