Pengembangan Model Bisnis Berkelanjutan Berorientasi Tata Kelola pada UMKM Perikanan Artisanal: Studi Kasus King Fish

Abstract

Usaha Mikro, Kecil, dan Menengah (UMKM) perikanan artisanal menyumbang hampir 90 persen produk perikanan tangkap nasional dengan 99 persen pelakunya berskala mikro. Meskipun berkontribusi besar, mayoritas beroperasi tanpa sistem tata kelola terdokumentasi, bergantung pada individu kunci, dan tidak mampu mengkomunikasikan praktik keberlanjutan yang sudah berjalan sebagai nilai strategis terverifikasi. Berdasarkan penelusuran literatur pada Scopus dan SINTA, belum ada studi yang mengaplikasikan Triple-Layered Business Model Canvas (TLBMC) pada UMKM perikanan artisanal Indonesia, dan belum tersedia instrumen diagnostik tata kelola yang kontekstual untuk usaha berskala mikro. Penelitian ini bertujuan untuk: (1) mengidentifikasi gap tata kelola dalam model bisnis King Fish melalui pemetaan 27 blok TLBMC × 4 dimensi tata kelola; (2) merancang framework model bisnis berkelanjutan berorientasi tata kelola beserta Governance Readiness Indicators (GoRI); dan (3) merumuskan kondisi implementasi kritis dan peta jalan adopsi yang proporsional dengan kapasitas UMKM. Penelitian menggunakan pendekatan Design Science Research (DSR) Fase 1-4 dengan studi kasus tunggal pada King Fish yaitu kios ikan segar di Cimanggis, Depok yang beroperasi sejak 2006 dan dipilih berdasarkan tipikalitasnya. Data dikumpulkan melalui triangulasi empat sumber: wawancara mendalam pemilik (S1), wawancara terstruktur dengan lima pelanggan (S2) dan dua karyawan (S3), serta observasi lapangan empat area (S4). Pengambilan dan analisis data dilakukan dari bulan Februari sampai Juni 2026. Analisis dilakukan melalui kodifikasi 108 kombinasi blok-dimensi, kategorisasi gap (Kritis/Tinggi/Sedang), dan analisis cross-layer. Keabsahan dijamin melalui kriteria kredibilitas, transferabilitas, dependabilitas, dan konfirmabilitas. Pertama, pemetaan mengidentifikasi 26 gap tata kelola di tiga layer TLBMC: ekonomi (9 gap, 4 Kritis), lingkungan (8 gap, 2 Kritis), dan sosial (9 gap, 3 Kritis), dengan total 9 Kritis, 9 Tinggi, dan 8 Sedang. Teridentifikasi pula tiga cross-layer gaps (CLG) sistemik: CLG1 (talangan tanpa kontrak menciptakan risiko simultan di tiga layer), CLG2 (absennya pencatatan lintas tiga layer sebagai akar 9 gap Kritis), dan CLG3 yang dikonseptualisasikan sebagai sustainability gap in communication dimana ketika praktik keberlanjutan organik tidak dapat dikomunikasikan sebagai nilai strategis terverifikasi. CLG3 merupakan kontribusi konseptual orisinal yang membedakannya dari gap in practice maupun gap in reporting dalam literatur yang ada. Kedua, dirancang framework model bisnis berkelanjutan berorientasi tata kelola melalui tiga prinsip desain yang dioperasionalisasikan dalam tiga mekanisme integrasi: MI-I (Kontrak Talangan + Klausul Responsible Fishing, menyelesaikan CLG1), MI-II (Manual Operasional King Fish =5 SOP, mengatasi single point of failure), dan MI-III (Narasi Keberlanjutan King Fish, menjawab CLG3). Framework dilengkapi GoRI yaitu rubrik diagnostik 14 indikator tiga level (L1 Belum Siap, L2 Berkembang, L3 Siap) dalam kelompok ekonomi (GRI-E1 - E5), lingkungan (GRI-V1 - V4), dan sosial (GRI-S1 - S5), dapat diaplikasikan dalam 60 - 90 menit tanpa sistem informasi formal, berlandaskan ISO 26000 (2010), GRI Standards (2021), OECD (2023), dan UU 20/2008. Profil GoRI King Fish menunjukkan 9 indikator di Level 1 dan 5 di Level 2, tanpa satu pun di Level 3, mengkonfirmasi paradoks kapasitas operasional tinggi namun kesiapan tata kelola sangat rendah. Ketiga, melalui demonstrasi ex-ante (DSR Fase 4), dirumuskan tiga prasyarat implementasi dan peta jalan empat fase (12 bulan): Fase I (Bulan 1 - 2, fondasi zero-cost: buku kas harian + log insiden), Fase II (Bulan 3 - 5, formalisasi relasi), Fase III (Bulan 6 - 9, sistem operasional), dan Fase IV (Bulan 10 - 12, narasi keberlanjutan dan review GoRI). Ketiga prasyarat tersebut mencakup komitmen dan pemahaman pemilik terhadap manfaat formalisasi, keterlibatan aktif istri sebagai penerima delegasi pertama, dan kesediaan nelayan mitra untuk memformalisasikan relasi talangan yang selama ini berbasis kepercayaan lisan. Implikasi manajerial ditujukan kepada tiga penerima. Bagi King Fish, peta jalan empat fase dapat dimulai dari tindakan zero-cost tanpa mengganggu keunggulan kompetitif berbasis kepercayaan. Bagi pembina UMKM dan KKP, GoRI menyediakan instrumen diagnostik lapangan untuk pendampingan tepat sasaran, dengan prioritas pada UMKM di Level 2. Bagi pemangku kebijakan, penelitian merekomendasikan integrasi GoRI sebagai prasyarat KUR perikanan dan operasionalisasi FAO SSF Guidelines 2015 di tingkat kios ikan.

Artisanal fishery Micro, Small, and Medium Enterprises (MSMEs) contribute nearly 90 percent of national capture fisheries products, with 99 percent of actors operating at a micro-scale. Despite their significant contribution, the majority operate without documented governance systems, rely heavily on key individuals, and are unable to communicate their ongoing organic sustainability practices as verified strategic value. Based on a literature review across Scopus and SINTA, no study has applied the Triple-Layered Business Model Canvas (TLBMC) to Indonesian artisanal fishery MSMEs, nor are there contextual governance diagnostic instruments available for micro-scale enterprises. This study aims to: (1) identify governance gaps in King Fish's business model through mapping 27 TLBMC blocks across 4 governance dimensions; (2) design a governance-oriented sustainable business model framework along with Governance Readiness Indicators (GoRI); and (3) formulate critical implementation conditions and a roadmap for adoption proportional to MSME capacity. The study employs a Design Science Research (DSR) approach, Phases 1-4, using a single-case study of King Fish, a fresh fish stall in Cimanggis, Depok operating since 2006 is selected based on its typicality. Data were collected through triangulation across four sources: an in-depth owner interview (S1), structured interviews with five customers (S2) and two employees (S3), and field observations across four operational areas (S4). Data collection and analysis were conducted from February to June 2026. Analysis was conducted through the codification of 108 block-dimension combinations, gap categorization (Critical/High/Moderate), and cross-layer analysis. Validity is guaranteed through the criteria of credibility, transferability, dependability, and confirmability. First, the mapping identified 26 governance gaps across three TLBMC layers: Economic (9 gaps, 4 Critical), Environmental (8 gaps, 2 Critical), and Social (9 gaps, 3 Critical), totaling 9 Critical, 9 High, and 8 Moderate gaps. Three systemic cross-layer gaps (CLG) were also identified: CLG1 (uncontracted bailouts/bridging funds creating simultaneous risks across all three layers), CLG2 (the absence of cross-layer record-keeping as the root cause of 9 Critical gaps), and CLG3, conceptualized as a sustainability gap in communication, wherein organic sustainability practices cannot be communicated as verified strategic value. CLG3 represents an original conceptual contribution distinguishing it from the gap in practice and gap in reporting found in existing literature. Second, a governance-oriented sustainable business model framework was designed using three design principles operationalized into three integration mechanisms: MI-I (Bailout/Bridging Contract + Responsible Fishing Clause, resolving CLG1), MI-II (King Fish Operational Manual with $\ge$5 SOPs, mitigating single point of failure), and MI-III (King Fish Sustainability Narrative, addressing CLG3). The framework is equipped with GoRI, a 14-indicator diagnostic rubric structured across three performance levels (L1 Not Ready, L2 Developing, L3 Ready) categorized into Economic (GRI-E1–E5), Environmental (GRI-V1–V4), and Social (GRI-S1–S5) clusters. GoRI can be administered in 60–90 minutes without formal information systems, grounded in ISO 26000 (2010), GRI Standards (2021), OECD (2023), and Law No. 20/2008. King Fish's GoRI profile revealed 9 indicators at Level 1 and 5 at Level 2, with none at Level 3, confirming the paradox of high operational capacity coupled with extremely low governance readiness. Third, through ex-ante demonstration (DSR Phase 4), three implementation prerequisites and a four-phase (12-month) roadmap were formulated: Phase I (Months 1 - 2, zero-cost foundation: daily cash book + incident log), Phase II (Months 3 - 5, relationship formalization), Phase III (Months 6 - 9, operational systems), and Phase IV (Months 10 - 12, sustainability narrative and GoRI review). These three prerequisites comprise the owner's commitment to and understanding of the benefits of formalization, the active involvement of the owner's wife as the first recipient of delegated authority, and the willingness of partner fishers to formalize their previously verbal, trust-based bailout relationship. Managerial implications are directed toward three recipient groups. For King Fish, the four-phase roadmap can begin with zero-cost actions without disrupting trust-based competitive advantages. For MSME extension officers and the Ministry of Marine Affairs and Fisheries (KKP), GoRI provides a field diagnostic instrument (60–90 minutes) for targeted mentoring, prioritizing Level 2 MSMEs. For policy stakeholders, the study recommends integrating GoRI as a prerequisite for fishery microcredit loans (KUR) and the operationalization of the 2015 FAO SSF Guidelines at the fish stall level.