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All Journal Journal Education and Government Wiyata Kybernology : Jurnal Ilmu Pemerintahan Dan Administrasi Publik
Charles Kapioru
Universitas Nusa Cendana Kupang, Indonesia
Education Social Sciences Other

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ANALISIS PENDAPATAN, KELAYAKAN FINANSIAL DAN STRATEGI PEMASARAN USAHATANI JAMBU METE DI DESA MASUMELI KECAMATAN SOA KABUPATEN NGADA Maria Sherlina Eno Wale; Charles Kapioru; Ayu Fitriani
Kybernology Jurnal Ilmu Pemerintahan dan Administrasi Publik Vol. 4 No. 1 (2026): Juni 2026
Publisher : Yayasan Panca Bakti Wiyata Pangandaran

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71128/kybernology.v4i1.427

Abstract

Cashew nut farming is one of the leading plantation commodities in Ngada Regency with the potential to improve the economic welfare of the community; however, farmers are still faced with price fluctuations and limitations in product downstreaming. This research was conducted in Masumeli Village, Soa District, Ngada Regency. The aims of this study were to: (1) determine cashew nut farming income, (2) assess the financial feasibility of cashew nut farming, and (3) identify the appropriate marketing strategy for cashew nut farming development in the area. The study was conducted purposively with a sample size of 30 respondents selected from a total population of 120 cashew nut farmer households. Data were analyzed using income analysis, financial feasibility analysis with investment criteria of Net Present Value (NPV), Internal Rate of Return (IRR), and Net Benefit-Cost Ratio (Net B/C) at a 12% sensitivity interest rate, as well as SWOT matrix analysis to formulate the marketing strategy. The results showed that the average net income of cashew nut farming was IDR 9,696,581 per farmer/year or IDR 15,230,236 per hectare/year, with a total revenue of IDR 10,723,333 per farmer/year and IDR 16,842,932 per hectare/year. Cashew nut production reached 714.89 kg per farmer/year or 1,122.85 kg per hectare/year. The financial feasibility analysis empirically demonstrated a positive NPV of IDR 31,395,300 (NPV > 0), an IRR of 42.33% (IRR > 12%), and a Net B/C Ratio of 1.86, indicating that cashew nut farming is highly feasible for long-term development. The SWOT analysis indicated that the business position is in Quadrant I with an aggressive strategic recommendation (Strength-Opportunity), which entails maximizing internal strengths to capture market opportunities through increasing production continuity, accelerating the downstreaming of processed post-harvest cashew products to add value, and optimizing farmer group institutions to strengthen farmers' bargaining power against middlemen.
KELAYAKAN FINANSIAL DAN STRATEGI PEMASARAN USAHATANI KACANG HIJAU DI DESA DUALASI RAIULUN KABUPATEN BELU Rosina Melan Tonael; Charles Kapioru; Paulus Un
Journal Education and Government Wiyata Vol 4 No 3 (2026): Agustus 2026
Publisher : Yayasan Panca Bakti Wiyata Pangandaran

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71128/e-gov.v4i3.457

Abstract

Mung bean farming has economic potential for rural communities; however, its sustainability depends on profitability and the implementation of effective marketing strategies. This study aimed to analyze the financial feasibility and marketing strategies of mung bean farming in Dualasi Raiulun Village, Lasiolat District, Belu Regency. The study employed a survey method with quantitative and qualitative descriptive approaches. A total of 51 farmers were selected as respondents based on the research criteria. Financial feasibility was analyzed using production costs, revenue, net income, Revenue Cost Ratio (R/C Ratio), and Break Even Point (BEP), while marketing strategies were analyzed using the 4P marketing mix consisting of product, price, place, and promotion. The results showed that the average production cost was IDR 1,343,137.25, average revenue was IDR 7,701,373, and net income reached IDR 6,358,236 per farmer per growing season. The R/C Ratio of 5.7 indicated that mung bean farming was financially feasible. The production BEP was 82.04 kg, while the price BEP was IDR 6,329.42/kg, both of which were below the actual average production of 424 kg and the average selling price of IDR 16,411.76/kg. The marketing strategy incorporated product, price, place, and promotion elements; however, marketing practices remained dominated by traditional channels through local markets, intermediary traders, personal networks, and word-of-mouth promotion. Strengthening farmer institutions, diversifying marketing channels, improving product quality, and adopting digital marketing are necessary to enhance farmers' bargaining power and income sustainability.
ANALISIS PENDAPATAN DAN EFISIENSI PEMASARAN BUAH NAGA MERAH DI DESA KOLOBOLON KABUPATEN ROTE NDAO Windy Kos; Charles Kapioru; Siska Elvani
Journal Education and Government Wiyata Vol 4 No 3 (2026): Agustus 2026
Publisher : Yayasan Panca Bakti Wiyata Pangandaran

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71128/e-gov.v4i3.458

Abstract

Red dragon fruit is a horticultural commodity with considerable economic value and potential to improve farmers’ income in dry-climate regions. This study aims to analyze farm income and the marketing efficiency of red dragon fruit in Kolobolon Village, Lobalain District, Rote Ndao Regency. The study employed a quantitative descriptive approach. Respondents were selected using the census method, involving 22 red dragon fruit farmers and 10 marketing actors engaged in product distribution. Data were collected through observation, structured interviews, and documentation. Data analysis included production costs, revenue, farm income, marketing channels, marketing margins, farmer’s share, and marketing efficiency. The results show that red dragon fruit farming generates positive returns for farmers. Total revenue received by all farmers reached IDR 554,000,000, with an average revenue of IDR 25,181,818 per farmer, while total production costs amounted to IDR 82,905,000. Red dragon fruit is marketed through direct channels from farmers to consumers and indirect channels involving marketing intermediaries. Shorter marketing channels generate lower marketing margins and provide farmers with a higher share of the consumer price. These findings indicate that shortening the marketing chain can improve distribution efficiency and farmers’ income. Strengthening direct marketing, farmer institutions, and access to broader markets is necessary to improve farmers’ bargaining position and support the sustainability of red dragon fruit farming.
STRATEGI PEMASARAN BAWANG MERAH DALAM MENINGKATKAN PENDAPATAN PETANI DI DESA OEHANDI, KECAMATAN ROTE BARAT DAYA, KABUPATEN ROTE NDAO Nelin Afita Adu; Charles Kapioru; Santhy Chamdra
Journal Education and Government Wiyata Vol 4 No 3 (2026): Agustus 2026
Publisher : Yayasan Panca Bakti Wiyata Pangandaran

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71128/e-gov.v4i3.463

Abstract

Marketing plays a significant role in determining the success of shallot farming because it directly affects farmers' income. Shallot farmers in Oehandi Village face several challenges, including unstable market prices, limited market access, weak digital promotion, and inadequate packaging practices that reduce product value. This study aims to analyze the internal and external factors affecting shallot marketing and formulate appropriate marketing strategies to improve farmers' income. The research was conducted in Oehandi Village, Southwest Rote District, Rote Ndao Regency using a survey method. Respondents consisted of 40 shallot farmers and 6 traders selected through purposive and saturated sampling techniques. Data were collected through observation, interviews, questionnaires, and documentation. The analysis employed Internal Factor Analysis Summary (IFAS), External Factor Analysis Summary (EFAS), and SWOT analysis. The results indicate that the main strengths include high-quality products, suitable agro-climatic conditions, competitive prices, and the initial adoption of social media for promotion. The main weaknesses are limited capital, inadequate storage facilities, low utilization of digital technology, and short product shelf life. Opportunities include increasing market demand, digital marketing development, processed product diversification, and higher prices during supply shortages. Meanwhile, threats consist of price fluctuations, climate change, increasing competition, and limited market access. SWOT analysis places the business in Quadrant I, indicating a growth-oriented strategy. Recommended strategies include improving product quality, strengthening farmer institutions, expanding digital marketing, developing value-added products, and broadening market networks. These strategies are expected to enhance competitiveness and sustainably increase farmers' income.
Co-Authors Ayu Fitriani Maria Sherlina Eno Wale Nelin Afita Adu Paulus Un Rosina Melan Tonael Santhy Chamdra, Santhy Siska Elvani Windy Kos