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Strategies For Optimizing Catfish Potential Through A Creative Economy Approach In Pasar 60 Village.
Batang Arah Tapan Nagari.
Basa Ampek Balai Tapan Sub-District.
Pesisir Selatan Regency Okta PendraA*.
Rika WidiantiaA .
Habibatur RidhahA.
Yenty Astarie DewiA Fakultas Ekonomi dan Bisnis Islam.
Universitas Islam Negeri (UIN) Sjech M.
Djamil Djambek Bukittinggi*1, 2, 3, 4 email: oktapendra88@gmail.
email: rikawidia41@gmail.
email: ridhah@live.
email: yentyastariedewi@gmail.
Artikel Info Received:
November 16, 2025 Revised:
December 15, 2025 Abstract: This study aims to formulate a strategy to optimize catfish potential through a creative economic approach in Pasar 60 Village.
Nagari Batang Arah Tapan.
Basa Ampek Balai Tapan District.
Pesisir Selatan Regency.
Although the potential for catfish in this area is quite large, its management is still traditional, minimal innovation, limited access to capital, technology, and digital marketing.
This study uses a qualitative descriptive method with data collection techniques in the form of observation, in-depth interviews, and documentation of village catfish farmers.
Data analysis was carried out using the SWOT (Strengths.
Weaknesses.
Opportunities.
Threat.
approach and the IFAS and EFAS matrices This is an open acces article under the CC-BY-SA lisence .
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org/licenses/by-sa/4.
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Accepted:
January 19, 2026 Published:
February 17, 2026 Abstrak:
Penelitian merumuskan strategi optimalisasi potensi ikan lele melalui pendekatan ekonomi kreatif di Desa Pasar 60.
Nagari Batang Arah Tapan.
Kecamatan Basa Ampek Balai Tapan.
Kabupaten Pesisir Selatan.
Meskipun potensi ikan lele di daerah ini cukup besar, pengelolaannya masih bersifat tradisional, minim inovasi, terbatasnya akses terhadap modal, teknologi, dan pemasaran digital.
Penelitian ini menggunakan metode deskriptif kualitatif dengan teknik pengumpulan data berupa observasi, wawancara mendalam, dan dokumentasi terhadap peternak lele kampung.
Analisis data dilakukan melalui pendekatan SWOT (Strengths.
Weaknesses.
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to determine the position and direction of the strategy.
The results of the study indicate that the right strategy is the SO strategy, namely optimizing strengths and opportunities through the development of processed products such as shredded meat, crackers, and smoked catfish and utilizing social media as a marketing tool.
The ST strategy encourages the creation of a distinctive brand for Tapan catfish products.
the WO strategy is directed at training in processing and digital marketing.
while the WT strategy emphasizes the formation of sharia cooperatives and policy advocacy.
The conclusion of this study confirms that the creative economic approach can increase the added value of catfish products, support the strengthening of farmer institutions, and encourage sustainable local economic growth.
Opportunities.
Threat.
serta matriks IFAS dan EFAS untuk menentukan posisi dan arah strategi.
Hasil penelitian menunjukkan bahwa strategi yang tepat adalah strategi SO, yaitu mengoptimalkan pengembangan produk olahan seperti abon, kerupuk, dan lele asap serta pemanfaatan media sosial sebagai sarana Strategi ST mendorong penciptaan merek khas produk lele Tapan.
strategi WO diarahkan pada pelatihan pengolahan dan pemasaran digital.
sedangkan strategi WT menekankan pembentukan koperasi syariah dan Kesimpulan penelitian ini menegaskan bahwa pendekatan ekonomi kreatif dapat meningkatkan nilai tambah produk ikan lele, mendukung penguatan kelembagaan peternak, serta mendorong pertumbuhan ekonomi lokal secara berkelanjutan.
Keywords: Optimization Strategy.
Catfish.
Kata Kunci: Strategi Optimalisasi.
Ikan Creative Economy.
SWOT.
Pesisir Selatan.
Lele.
Ekonomi Kreatif.
SWOT.
Pesisir Selatan.
Introduction Local economic potential is an important foundation in supporting sustainable development and improving community welfare.
Every region has its own uniqueness and advantages which, when managed properly, can provide a positive impact on economic growth.
The creative economy has become one of the strategic approaches in managing this potential because it combines creativity, innovation, and technology to create added value, open business opportunities, and expand employment opportunities (Howkins, 2.
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The creative economy is a new economic concept based on the interaction between creativity, ideas, and the intellectual property produced, which can then be monetized to create economic value.
This concept not only focuses on creativity but also includes aspects of culture, digital media, and the preservation of cultural heritage.
As a new economic wave, the creative economy shows significant potential in the global economy, with UNCTAD data in 2018 recording that the global market for creative goods increased from 209 billion dollars in 2002 to 509 billion dollars in 2015 (Putra Perdana, 2.
The concept of the creative economy emphasizes the utilization of ideas, knowledge, and technology in producing products and services with high economic I Gusti Bagus Arjana describes the creative economy as a modern economic concept that integrates creativity and information in the production process, while Mari Elka Pangestu refers to it as a form of sustainable development based on renewable resources (Arjana, 2018.
Pangestu, 2.
The Ministry of Tourism and Creative Economy of the Republic of Indonesia states that the creative economy is a system that relies on individual creativity as a renewable resource that must be developed in a planned manner (Kemenparekraf, 2.
The concept of the creative economy describes how creativity can be used to achieve sustainable economic development.
It emphasizes the utilization of resources that are not only renewable but also unlimited.
these include creativity, ideas, thoughts, skills, and talents.
In the creative era, the economic value of a product or service is no longer determined by raw materials or production systems as in the industrial era, but rather by the use of innovation and creativity through technological advancements.
Industries must compete in the global market by using creativity, innovation, and imagination rather than relying on price or product quality.
Pasar 60 Village in Nagari Batang Arah Tapan is an area that has a superior local potential in the form of catfish cultivation.
However, its management is still carried out This is an open acces article under the CC-BY-SA lisence .
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traditionally, has not yet been integrated with a creative economy approach, and faces many challenges such as water salinity, high rainfall, limited capital, and low utilization of technology.
The long distance from major cities such as Padang and Painan worsens access to markets and public services, while harvests tend to be sold raw to middlemen at low prices (Interview, 2.
Based on interviews with farmers such as Mr.
Firdaus.
Elmadi, and Mrs.
Rismawati, it was found that limited knowledge in processing catfish-based products and a lack of understanding of digital marketing are the main obstacles in developing their businesses.
Farmers also struggle to obtain financing because there is no Islamic cooperative or microfinance institution that supports local enterprises.
In fact, some of them possess creativity in pond and feed management, but they have not received adequate strategic support (Interview, 2.
Research Method This study uses a qualitative approach with a descriptive method through a case study, which aims to formulate strategies for optimizing the potential of local catfish based on a creative economy approach in Pasar 60 Village.
Nagari Batang Arah Tapan.
Basa Ampek Balai Tapan Sub-District.
Pesisir Selatan Regency.
This approach was chosen because it allows the researcher to understand social phenomena in depth based on the experiences of the subjects and the actual conditions in the field.
The research location was determined purposively, namely Pasar 60 Village, which is known as one of the centers of local catfish cultivation in the coastal area.
The research subjects consisted of active local catfish farmers, community leaders, and representatives of local economic institutions.
The number of main informants in this study is 7 people, selected using purposive sampling techniques based on their direct involvement in the cultivation and distribution activities of local catfish.
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The main instrument in this study is the researcher himself as the key instrument, supported by interview guidelines and observation sheets.
The data collection techniques include participatory observation, in-depth interviews, and documentation such as photographs and other supporting documents relevant to creative economy practices in the village.
To ensure data validity, this study employs source and method triangulation techniques.
Data analysis was conducted through the stages of data reduction, data presentation, and conclusion drawing.
The data obtained from the field were analyzed using the SWOT approach to formulate appropriate optimization strategies.
The process of identifying strengths, weaknesses, opportunities, and threats was carried out based on the results of interviews and observations, which were then formulated into a strategic matrix as the basis for action recommendations.
Results and Discussion This study involved 18 catfish farmers in Pasar 60 Village as the main informants, selected based on their experience and activities in catfish cultivation.
Table 1.
Data of Catfish Farmers in Pasar 60 Village FarmerAos Name Age Firdaus Suherman Elmadi Samsul Bahri Yendison Rismawati Syafruddin.
Doni Putra Nurbainir Andi Robi 45 yrs 69 yrs 43 yrs 81 yrs 49 yrs 50 yrs 71 yrs 29 yrs 63 yrs 45 yrs 25 yrs Years of Business 6 yrs 5 yrs 4 yrs 5 yrs 8 yrs 5 yrs 7 yrs 3 yrs 4 yrs 6 yrs 3 yrs This is an open acces article under the CC-BY-SA lisence .
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Number Ponds 3 ponds 3 ponds 2 ponds 4 ponds 7 ponds 5 ponds 4 ponds 2 ponds 3 ponds 4 ponds 3 ponds of Estimated Harvest 700 - 3.
000 fish 700 - 3.
000 fish 800 - 2.
000 fish 000 - 3.
500 fish 500 - 6.
800 fish 700 - 5.
000 fish 600 - 4.
000 fish 600 - 1.
800 fish 500 - 2.
700 fish 300 - 3.
500 fish 500 - 2.
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Ali Nuar 55 yrs 2,5 yrs 2 ponds 800 - 2.
000 fish Darmadi 56 yrs 6 yrs 3 ponds 700 - 3.
000 fish Sahriadi 49 yrs 4 yrs 2 ponds 800 - 2.
000 fish Zainuri 40 yrs 7 yrs 5 ponds 500 - 5.
000 fish Yanto.
48 yrs 6 yrs 3 ponds 700 - 3.
000 fish Fauzi Ani 50 yrs 4 yrs 4 ponds 200 - 3.
500 fish Pariadi 47 yrs 3,5 yrs 2 ponds 800 - 2.
000 fish Source: Data from researcherAos observations and interviews, 2025 Based on the table of catfish farmers above, the characteristics of the informants can be seen as described according to their age, years in business, number of ponds, and estimated harvests.
SWOT Analysis This study uses a descriptive qualitative approach, with its data analysis technique employing SWOT analysis to identify the strengths, weaknesses, opportunities, and threats faced by catfish farming entrepreneurs in Pasar 60 Village.
The following are the results of the analysis based on in-depth interviews with catfish farmers in Pasar 60 Village.
Strengths .
Creativity in managing feed and ponds .
Fast capital turnover .
hort production cycl.
Strong economic motivation and years of experience .
Readiness to adopt simple technology Weaknesesses .
Limited business capital .
Minimal innovation in processed products This is an open acces article under the CC-BY-SA lisence .
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Limited digital literacy and online marketing .
Lack of training and access to information Opportunities .
Opportunities for processed catfish products in local and outside markets .
Increasing popularity of catfish consumption .
Pasar 60 Village is located near the four-way intersection of the three-province route (West Sumatra Ae Jambi Ae Bengkul.
Low competition for processed catfish products in local markets Threats .
Dependence on middlemen and local markets .
Weather and environmental fluctuations .
Lack of access to formal financing .
Fear of innovation risks Matriks Internal Factors Analysis Summary (IFAS) and Matriks External Factors Analysis Summary (EFAS) Table 2.
Matriks Internal Factors Analysis Summary (IFAS) Internal Factors Weight Strengths Creativity in feed and pond management Fast capital turnover Strong economic motivation and years of 0.
Years of experience in cultivation Total Weaknesses This is an open acces article under the CC-BY-SA lisence .
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Rating Score
1,95
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Limited business capital Minimal innovation in processed products Limited digital literacy and marketing Lack of training and access to information Total Overall Total Source: Processed data, 2025 Rating Scale Description:
1 = Very Weak 2 = Weak 3 = Moderately Strong 4 = Very Strong Based on Table 2 above, the total score obtained from the IFAS analysis is 2.
which indicates that the internal strengths of the catfish farmers are more dominant than their weaknesses.
Strength factors such as creativity in pond management, fast harvesting cycles, strong economic motivation, and extensive experience serve as the main drivers of business sustainability.
Meanwhile, weaknesses such as limited innovation, marketing constraints, and lack of training, although still present, can be addressed through external strategies.
The high score reflects internal readiness for business development based on the creative The next step is to review the external factors that may influence the development of catfish farming businesses.
This analysis is important because, although farmers possess strong internal readiness, business sustainability is also heavily determined by external conditions such as market opportunities, policy support, competition threats, and environmental changes.
Therefore, these external factors are summarized in the External Factors Analysis Summary (EFAS) Matrix presented in Table 3.
Table 3.
Matriks External Factors Analysis Summary (EFAS) This is an open acces article under the CC-BY-SA lisence .
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External Factors Weight Opportunities Processed catfish products have potential in local 0.
and outside markets Increasing popularity of catfish consumption Low competition for processed catfish products 0.
in local markets Located near the four-way intersection of the 0.
three-province route Total Threats Dependence on middlemen and local markets Weather and environmental fluctuations Lack of access to formal financing Fear of innovation risks Total Overall Total Source: Processed Data, 2025 Rating Score Rating Scale Description:
1 = Very Unfavorable 2 = Unfavorable 3 = Moderately Favorable 4 = Very Favorable Table 3 shows that the EFAS score reaches 2.
74, which means that the external opportunities available are far greater than the threats faced by the farmers.
Opportunities such as the wide-open market for processed catfish products, increasing consumption trends, and low competition indicate strong potential for Although threats such as dependence on middlemen, weather conditions, and limited capital still exist, these threats are not yet significant enough to hinder development efforts.
SWOT Quadrant Analysis This is an open acces article under the CC-BY-SA lisence .
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Based on the results of the previous IFAS and EFAS Matrix analysis, the scores obtained are as follows:
Total IFAS Score (Internal Factors Analysis Summar.
: 2.
Total EFAS Score (External Factors Analysis Summar.
: 2.
Determination of strategic position in the SWOT quadrant is carried out by referring to the total IFAS and EFAS scores.
In this study:
IFAS Score > 1.
95 Ie Indicates that Strengths are more dominant than Weaknesses.
EFAS Score > 1.
94 Ie Indicates that Opportunities are greater than Threats.
Thus, the business development position of catfish farming in Pasar 60 Village falls into Quadrant I, which is the AuAggressiveAy position (StrengthAeOpportunity / SO Strateg.
Quadrant i Table 4.
Four-Quadrant SWOT Diagram Condition Strategy Strong strong Aggressive Strategy (SO) Strong strengths, strong threats Diversification Strategy (ST) Strong weaknesses, strong Turn-Around Strategy (WO) Strong weaknesses, strong Defensive Strategy (WT) Source : rangkuti .
This condition indicates that the catfish farming activities in Desa Pasar 60 possess strong internal strengths, such as creativity in feed and pond management, fast capital turnover, high economic motivation, and extensive experience in aquaculture.
On the other hand, external opportunities are also highly promising, particularly due to the growing market for processed products, increasing consumption trends, readiness to adopt simple technologies, and the low level of competition for similar products in the local market.
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Given these conditions, the most appropriate approach is the Aggressive Strategy (SO)Aia strategy designed to maximize internal strengths in order to optimally capture external opportunities.
Recommended SO Strategies:
Developing value-added processed catfish products such as shredded catfish .
, nuggets, crackers, and smoked catfish to enhance product value.
Utilizing local creativity for packaging and branding to reach consumers outside the Conducting training and technical assistance, especially in product innovation and digital marketing.
Establishing collaborations with the village government and relevant institutions, such as the Fisheries Department or local MSME organizations, to support creative economy programs and market access.
Taking advantage of social media trends and e-commerce platforms to market products more widely at low cost.
SWOT Matrix and Development Strateg Based on the analysis of internal factors .
trengths and weaknesse.
and external factors .
pportunities and threat.
, the following SWOT Matrix can be formulated:
Table 5.
SWOT Matrix Peluang (Opportunitie.
Ancaman (Threat.
Processed products have strong potential in both local out-of-village 2.
The trend of catfish This is an open acces article under the CC-BY-SA lisence .
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Dependence middlemen and the local market.
Weather Al-Sharf Jurnal Ekonomi Islam Vol.
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Kekuatan (Strength.
Limited access to increasingly popular.
formal financing.
Low competition for 4.
Fear of innovation products in the local Pasar 60 Village is located near a strategic crossroads connecting three provinces (West Sumatra Ae Jambi Ae Bengkul.
Strategi S-O Strategi S-T Creativity in feed 1.
management and pond maintenance.
Fast Strong economic long-term Readiness to adopt Developing catfish products .
uch as shredded catfish, crackers, and catfish Organizing processing techniques, digital marketing, and attractive packaging.
Expanding Facebook.
WhatsApp, and community-based village social media Selling products to shops along the threeprovince route by utilizing the strategic location of Pasar 60 Village near Maximizing the use of This is an open acces article under the CC-BY-SA lisence .
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Establishing farmersAo cooperative to reduce dependence on middlemen.
Arranging staggered harvesting schedule to avoid Optimizing farmersAo experience in dealing with extreme weather Encouraging experienced farmers to begin independent marketing efforts.
Promoting development of a village-based sharia cooperative to reduce Al-Sharf Jurnal Ekonomi Islam Vol.
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alternative feed and management to reduce production costs and attract a wider market.
Kelemahan (Weaknesesse.
Strategi W-O Strategi W-T Organize Limited business programs on product Minimal product packaging design.
Improve Limited literacy and strengthen literacy and online marketing skills Lack of training 3.
Connect fish farmers and access to programs and MSME Facilitate MSME village media, or local Encourage record-keeping systems to ease access to funding.
Meningkatan literasi digital dan promosi Source : Processed data, 2025 Form joint business groups to reduce costs and minimize Provide education on risk mitigation and climate adaptation.
Encourage establishment of local Islamic microfinance institutions (BMT).
Facilitate training to build farmers' confidence in managing their Create a collective marketing network to reduce dependence distribution channel.
Development Strategies This is an open acces article under the CC-BY-SA lisence .
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The development strategies were formulated based on interviews with 18 catfish farmers in Desa Pasar 60 and analyzed using the SWOT Matrix.
These strategies are classified into four main categories:
SAeO Strategy (StrengthAeOpportunit.
Utilizing internal strengths to capture external opportunities:
Developing value-added catfish products such as shredded catfish, crackers, nuggets, and chili paste to meet the needs of both local and external markets, thereby increasing product value.
Distributing products to shops along the three-province highway route by taking advantage of the strategic location of Desa Pasar 60 near the four-way intersection, which provides wider market access.
Maximizing the use of alternative feed and innovative pond management techniques to reduce production costs while improving harvest quality.
Utilizing local creativity in packaging and branding, enabling catfish-based products to have a distinctive identity and greater appeal in the market.
Developing digital promotion, particularly through Facebook.
WhatsApp, and community-based social media platforms, to expand market reach at low cost.
SAeT Strategy (StrengthAeThrea.
Using internal strengths to overcome external threats:
Scheduling harvests in a rotational system to prevent oversupply during periods of extreme weather.
Forming farmer groups or associations to strengthen bargaining power and reduce dependence on middlemen.
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Utilizing years of farming experience to enhance adaptation strategies in facing unpredictable weather conditions.
Integrating simple technologies to maintain production stability during unfavorable .
Encouraging the development of a sharia-based village cooperative, which can help reduce the influence of middlemen and provide fairer market access.
WAeO Strategy (WeaknessAeOpportunit.
Overcoming internal weaknesses by taking advantage of external opportunities:
Organizing training programs on product processing and digital marketing for farmers who have not yet developed innovative products.
Connecting farmers with micro-financing and MSME support programs to reduce dependence on personal capital.
Facilitating product promotion through MSME bazaars, village media platforms, and local events to expand market reach.
Encouraging the use of simple bookkeeping and financial recording systems to improve financial management and ease access to funding opportunities.
WAeT Strategy (WeaknessAeThrea.
Minimizing internal weaknesses to avoid external threats:
Forming joint business groups to reduce production costs and share risks among .
Providing education on risk mitigation and climate adaptation to strengthen farmersAo resilience against environmental uncertainties.
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Encouraging the establishment of local cooperatives or Islamic microfinance institutions (BMT) to improve access to capital and reduce dependence on informal .
Facilitating basic entrepreneurship training to build farmersAo confidence and capacity in managing their businesses independently.
Developing collective marketing networks to decrease reliance on a single market channel and create wider, more stable market access.
Total Weighted Score Analysis To determine priority strategies, the weighted scores from IFAS and EFAS for each strategy combination were summed as follows:
Table 6.
Recapitulation of Total SWOT Strategy Scores Peluang/ Opportunity (O) Ancaman/ (T) Kekuatan/strengths (S) Kelemahan/Weaknesses (W) Strategi S-O Strategi W-O 95 1.
94 = 3.
94 = 2.
Threats Strategi S-T 95 0.
80 = `2.
Strategi W-T 698 0.
80 = 1.
Sumber : Data olahan, 2025 Based on the results in the table above, the SAeO Strategy (StrengthAeOpportunit.
obtained the highest score of 3.
This indicates that the aggressive strategy is the most dominant and recommended approach for developing the catfish farming business in Desa Pasar 60.
The high score reflects that internal strengths of the farmersAisuch as creativity in pond and feed management, fast capital turnover, strong economic motivation, and long experience in farmingAican be optimally utilized to capture external opportunities.
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including the expanding market for processed catfish products, rising consumption trends, readiness to use simple technologies, and low competition in the local processed fish product sector.
Conclusion Based on the results of this study and the discussion, the author concludes that the most appropriate strategy for optimizing the potential of catfish through a creative economy approach in Desa Pasar 60 is the SAeO Strategy (StrengthAeOpportunit.
This aggressive strategy leverages farmersAo internal strengthsAicreativity in pond and feed management, rapid capital turnover, economic motivation, and extensive experienceAi to seize external opportunities such as increasing catfish consumption trends, expanding processed fish markets, the villageAos strategic location, and low competition in local processed product sectors.
This strategy includes developing value-added products such as shredded catfish, nuggets, and catfish crackers, implementing digital marketing through social media, and fostering cross-sector collaboration for training, mentoring, and market access.
implementing this strategy, catfish farming is expected not only to increase community income but also to encourage the growth of independent and sustainable creative economy enterprises.
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