<![CDATA[The Kutasari Freshwater Fish Seed Center (BBIAT), as a technical implementation unit of the Purbalingga Regency DKPP, plays an important role in providing quality tilapia seeds. However, its operations still face several obstacles, necessitating a business development strategy. This study aims to: (1) identify internal and external factors of the tilapia fish seed business, (2) formulate alternative strategies through SWOT analysis, and (3) determine priority strategies using QSPM. The study was conducted in July–August 2025 using a descriptive qualitative approach through case studies. Data were obtained from interviews, observations, and questionnaires to seven respondents directly involved. The analysis was conducted using the IFE, EFE, IE, SWOT, and QSPM Matrices. The results showed 7 strength indicators and 6 weakness indicators, as well as 5 opportunity and threat indicators each. The IFE Matrix score (2.92) and EFE (2.88) placed BBIAT Kutasari in Cell V of the IE Matrix with a “Hold and Maintain” strategy. The SWOT analysis yielded SO, ST, WO, and WT strategies. Based on the QSPM, the priority strategy is strategy B (a combination of WO and WT) with a TAS score of 6.91. This strategy emphasizes improving internal management, strengthening administration, upgrading facilities, implementing fish health protocols, and optimizing digital-based marketing. Therefore, the development of the tilapia hatchery business at BBIAT Kutasari is directed at increasing internal capacity while mitigating external threats to maintain business sustainability. Keywords: Development Strategy; Kutasari BBIAT UPTD; QSPM; SWOT; Tilapia Fish Hatcher. ABSTRAK UPTD Balai Benih Ikan Air Tawar (BBIAT) Kutasari, sebagai unit pelaksana teknis DKPP Kabupaten Purbalingga, memiliki peran penting dalam penyediaan benih ikan nila berkualitas. Namun, operasionalnya masih menghadapi sejumlah kendala sehingga diperlukan strategi pengembangan usaha. Penelitian ini bertujuan: (1) mengidentifikasi faktor internal dan eksternal usaha pembenihan ikan nila, (2) merumuskan strategi alternatif melalui analisis SWOT, dan (3) menentukan strategi prioritas menggunakan QSPM. Penelitian dilaksanakan pada Juli–Agustus 2025 dengan pendekatan kualitatif deskriptif melalui studi kasus. Data diperoleh dari wawancara, observasi, serta kuesioner kepada tujuh responden yang terlibat langsung. Analisis dilakukan menggunakan Matriks IFE, EFE, IE, SWOT, dan QSPM. Hasil penelitian menunjukkan adanya 7 indikator kekuatan dan 6 indikator kelemahan, serta masing-masing 5 indikator peluang dan ancaman. Skor Matriks IFE (2,92) dan EFE (2,88) menempatkan BBIAT Kutasari pada Sel V Matriks IE dengan strategi “Hold and Maintain”. Analisis SWOT menghasilkan strategi SO, ST, WO, dan WT. Berdasarkan QSPM, strategi prioritas adalah strategi B (kombinasi WO dan WT) dengan nilai TAS 6,91. Strategi ini menekankan perbaikan manajemen internal, penguatan administrasi, peningkatan fasilitas, penerapan protokol kesehatan ikan, serta optimalisasi pemasaran berbasis digital. Dengan demikian, pengembangan usaha pembenihan ikan nila di BBIAT Kutasari diarahkan pada peningkatan kapasitas internal sekaligus mitigasi ancaman eksternal untuk menjaga keberlanjutan usaha. Keywords: Pembenihan Ikan Nila; QSPM; Strategi Pengembangan; SWOT; UPTD BBIAT Kutasari.]]>
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