Skenario Pengembangan Koperasi Rumput Laut Mina Agar Makmur dengan Pendekatan Cooperative And Mutual Enterprise Business Model Canvas

Abstract

Rumput laut merupakan salah satu komoditas perikanan utama di Indonesia, namun produksinya masih didominasi oleh pembudidaya skala kecil dengan keterbatasan modal, teknologi, dan akses pasar. Koperasi memiliki peran penting dalam mendukung pembudidaya, tetapi juga menghadapi tantangan berupa ketidakpastian kebijakan, inefisiensi rantai pasok, fluktuasi harga, dinamika regulasi, serta tekanan ekologis yang memengaruhi keberlanjutan usaha. Penelitian ini menggunakan studi kasus tunggal pada Koperasi Mina Agar Makmur yang menjalankan usaha hulu–hilir melalui produksi rumput laut Gracilaria dan diversifikasi produk turunannya. Kinerja bisnis dan tata kelola koperasi yang belum optimal memerlukan pengembangan model bisnis yang adaptif agar kegiatan usaha hulu–hilir dan tata kelola koperasi dapat dioptimalkan sehingga koperasi dapat berperan secara maksimal dalam mendukung pembudidaya dan rantai nilai rumput laut. Tujuan penelitian ini adalah (1) mengidentifikasi model bisnis koperasi saat ini, (2) mengidentifikasi kondisi lingkungan eksternal serta sumber daya dan kapabilitas internal koperasi rumput laut, (3) merancang skenario dan opsi strategis dalam pengembangan koperasi rumput laut, dan (4) mengembangkan model bisnis koperasi rumput laut pada setiap skenario. Pengumpulan data pada penelitian ini dilakukan melalui wawancara mendalam, studi pustaka dan kuesioner yang dilakukan pada 14 orang partisipan pakar. Pemetaan dan evaluasi model bisnis dilakukan dengan Cooperative and Mutual Enterprise Business Model Canvas, sedangkan identifikasi kondisi lingkungan eksternal dan sumber daya kapabilitas internal dilakukan dengan analisis PESTEL dan analisis VRIO. Ketiga analisis ini kemudian disintesis ke dalam analisis SWOT untuk merumuskan strategi berdasarkan kekuatan, kelemahan, peluang, dan ancaman yang relevan. Selanjutnya dilakukan Perencanaan Skenario dengan tahapan identifikasi isu atau fokus utama (Key Focal Issue), Identifikasi faktor pendorong utama (Key Driving Forces), Pembuatan Skenario (Matriks dan Narasi), Identifikasi Implikasi dan Opsi Skenario, serta pengembangan Early Warning Signals dan evaluasi strategi. Penelitian ini diakhiri dengan perancangan model bisnis koperasi rumput laut baru pada setiap skenario yang disesuaikan dengan opsi strategis. Hasil pemetaan model bisnis koperasi rumput laut saat ini menunjukkan keselarasan dengan prinsip koperasi melalui tujuan ekonomi dan sosial, proposisi nilai anggota yang kuat, struktur permodalan, tata kelola demokratis-transparan, proses serta sumber daya hulu–hilir terintegrasi, dan formula keuntungan berbasis konsolidasi rumput laut, diferensiasi, efisiensi, serta SHU. Meskipun telah menghasilkan kinerja ekonomi dan sosial, masih sejumlah aspek yang belum optimal pada berbagai blok CME-BMC yang perlu diperkuat seperti penguatan kelembagaan, mekanisme SHU, harga khusus anggota, permodalan, kapasitas produksi, perizinan dan sertifikasi, struktur organisasi, penguatan pasar, serta digitalisasi dan akuntabilitas.

Identifikasi lingkungan eksternal memperlihatkan peluang dari dukungan kebijakan, pembiayaan, prospek pasar, legitimasi sosial, perbaikan perairan, teknologi, dan tren pangan sehat, namun juga ancaman dari keterbatasan lahan, regulasi hilir yang belum sesuai, fluktuasi harga, kebijakan perdagangan, serta risiko iklim dan bencana pesisir. Sejalan dengan itu, identifikasi sumber daya dan kapabilitas menunjukkan keunggulan berkelanjutan pada fasilitas pascapanen, SDM dan jejaring, tata kelola bereputasi, dan kapabilitas inovasi; keunggulan sementara pada lahan, dapur kreatif, workshop biostimulan, permintaan pasar, tenaga terampil, serta investasi eksternal; sementara paritas kompetitif terdapat pada modal internal, standar mutu yang belum lengkap, dan digitalisasi pelaporan serta pemasaran. Penelitian ini merancang empat skenario masa depan koperasi rumput laut berdasarkan tiga faktor pendorong utama yaitu kebijakan revitalisasi Pantura, regulasi hilir berupa KBLI biostimulan rumput laut, serta persyaratan SKP serta HACCP untuk Unit Pengolahan Rumput Laut, dan akses permodalan. Dalam perencanaan skenario, koperasi diarahkan menjadi holding agribisnis rumput laut terintegrasi hulu–hilir melalui corporate farming, perluasan lahan, dan hilirisasi (Mie Crystal Agar, biostimulan, serta rumput laut kering) untuk memenuhi pasar domestik dan ekspor dalam lima tahun ke depan. Matriks kebijakan dan permodalan melahirkan empat skenario dengan implikasi dan opsi pada aspek hulu (budidaya dan bahan baku), aspek hilir (pengolahan dan pemasaran), serta aspek permodalan, dan kelembagaan. Model bisnis pada Skenario 1 menekankan integrasi hulu–hilir dengan dukungan modal besar, legalitas lahan kuat, jejaring strategis, tata kelola digital modern, serta kelembagaan Koperasi Multi Pihak untuk mengakomodir investor. Skenario 2 menekankan pada perluasan lahan dan keanggotan di sentra produksi rumput laut Jawa Barat untuk penguatan pasokan dan modal kolektif, serta hilirisasi bertahap melalui biostimulan berizin dan Mie Crystal Agar skala terbatas dan menjaga loyalitas anggota dan mempersiapkan sertifikasi ekspor. Skenario 3 model bisnis difokuskan pada penguatan hilirisasi Mie Crystal Agar, biostimulan dan biochar didukung kelembagaan Koperasi Multi Pihak, intensifikasi lahan milik pembudidaya (SHM), serta tata kelola digital dan layanan anggota. Sementara itu, Skenario 4 model bisnis diarahkan pada strategi bertahan dengan modal minimum, fokus pada produk hilir dengan skema B2C, pengelolaan loyalitas anggota yang memiliki lahan (SHM) lewat harga khusus anggota, serta tata kelola transparan untuk menjaga kesinambungan.

Seaweed is one of Indonesia’s main fisheries commodities; however, its production remains dominated by small-scale farmers who face constraints in capital, technology, and market access. Cooperatives play a critical role in supporting these farmers, yet they also encounter challenges such as policy uncertainty, supply chain inefficiencies, price fluctuations, regulatory dynamics, and ecological pressures that threaten business sustainability. This study examines the Mina Agar Makmur Cooperative through a single-case approach, focusing on its integrated upstream–downstream activities involving Gracilaria cultivation and the diversification of derivative products. The cooperative’s current business performance and governance have not reached an optimal level, indicating the need for an adaptive business model that can strengthen both operational activities and institutional management. Enhancing the cooperative’s organizational and business capacity is essential for maximizing its contribution to small-scale farmers and the broader seaweed value chain. The objectives of this study are: (1) identifying the cooperative’s current business model; (2) analyzing the external environment along with the cooperative’s internal resources and capabilities; (3) developing scenarios and strategic options for cooperative development; and (4) formulating a future business model for the seaweed cooperative under each scenario. Data collection for this study was conducted through in-depth interviews, a literature review, and questionnaires administered to 14 expert participants. The business model was mapped and evaluated using the Cooperative and Mutual Enterprise Business Model Canvas, while the external environment and the cooperative’s internal resources and capabilities were assessed using PESTEL and VRIO analyses. These three analytical components were subsequently synthesized into a SWOT analysis to derive strategies that reflect the cooperative’s relevant strengths, weaknesses, opportunities, and threats. Scenario planning was then undertaken through several stages: identifying the key focal issue; determining the key driving forces; constructing scenario matrices and narratives; identifying scenario implications and strategic options; and developing early warning signals along with strategy evaluations. The study concludes with the design of a new business model for the seaweed cooperative under each scenario, aligned with the strategic options generated through the scenario planning process. The mapping of the cooperative’s current seaweed business model demonstrates clear alignment with cooperative principles, reflected in its combined economic and social objectives, a strong member value proposition, an appropriate capital structure, democratic and transparent governance, integrated upstream– downstream processes and resources, and a profit formula built on seaweed consolidation, product differentiation, efficiency, and deviden. While the cooperative has generated both economic and social outcomes, several components of the CME-BMC remain suboptimal and require strengthening, including institutional capacity, deviden mechanisms, preferential member pricing,, capital

structure, production capacity, licensing and certification, organizational structure, market development, as well as digitalization and accountability. The identification of the external environment reveals opportunities arising from supportive policies, access to financing, promising market prospects, strong social legitimacy, improvements in coastal water conditions, technological advancements, and growing trends in healthy food consumption. At the same time, it also points to threats such as limited cultivation areas, misaligned downstream regulations, price volatility, trade policy constraints, and increasing climate and coastal disaster risks. Correspondingly, the identification of resources and capabilities shows sustained competitive advantage in post-harvest facilities, human resources and networks, reputable governance, and innovation capability; temporary competitive advantages in cultivation areas, the creative kitchen, the biostimulant workshop, market demand, skilled labor, and external investment; and areas of competitive parity in internal capital, incomplete quality standards, and the digitalization of reporting and marketing. This study formulates four future scenarios for the seaweed cooperative based on three key driving forces, namely the Pantura revitalization policy, downstream regulations which include the seaweed-based biostimulant KBLI codes and the GMP and HACCP requirements for seaweed processing units, and access to capital. Within the scenario planning framework, the cooperative is positioned to evolve into an integrated upstream–downstream seaweed agribusiness holding through corporate farming, land expansion, and downstream product development such as Mie Crystal Agar (Seaweed Noodles), biostimulants, and dried seaweed in order to serve domestic and export markets over the next five years. The combination of policy and capital conditions produces four scenarios that generate implications and strategic options for the upstream domain which comprises cultivation and raw material supply, the downstream domain which comprises processing and marketing, and the capital and institutional domains. The business model in Scenario 1 emphasizes upstream and downstream integration supported by substantial capital, secure land tenure, strategic partnerships, modern digital governance, and a Multi-Stakeholder Cooperative structure designed to accommodate investor participation. Scenario 2 prioritizes the expansion of cultivation areas and membership in seaweed production centers across West Java to strengthen raw material supply and collective capital, accompanied by gradual downstream development through licensed biostimulant production and small-scale Crystal Agar Noodle processing, while maintaining member loyalty and preparing for export certification. In Scenario 3, the business model is oriented toward strengthening downstream activities, particularly Crystal Agar Noodles, biostimulants, and biochar, supported by a Multi-Stakeholder Cooperative framework, land intensification on farmer-owned plots, and enhanced digital governance and member services. Scenario 4 positions the business model as a survival strategy with minimal capital, focusing on downstream products through a business-to-consumer approach, managing member loyalty who hold private land ownership through preferential member pricing, and ensuring transparent governance to maintain operational continuity.