Improvement of Genetic Quality of Livestock

Oct 13, 2025 by orovajewels.com 76 views

Introduction

In the context of the livestock business in Deli Serdang Regency, research conducted by Refli Sofyan Siregar in 2012 focused on financial analysis and strategies for developing beef cattle business, especially within the framework of community direct assistance programs. This research is under the guidance of Prof. Hasnudi MS as chairman and Dr. Diana Nevy Hanafi S.Pt M.Sc as a member of the Supervising Commission. The main purpose of this study is to evaluate the financial conditions of farmer groups that have received assistance from the government for three years, and formulate further alternative development strategies.

The location of this study includes the Tani Jaya Tani group in Hamparan Perak District, Melati Farmer Group in Sunggal District, and the National Awakening Farmers Group in Tanjung Morawa District. The results of the analysis show that financial aspects can be categorized into three farmer groups, where Melati farmer groups show the best performance with the development of 62 beef cattle. More analysis shows a profit of Rp. 437,502,800, with a break even point production at 58 tails and a price of Rp 3,930,239 per head. B/C Ratio obtained is 2, and Return on Investment (ROI) reaches 2.9%.

Evaluation and Mapping of Farmer Group Position

From the data obtained, the external factor evaluation matrix (EFE) produces a total weighted value of 3.296, while the Internal Factor Evaluation Matrix (IFE) shows a value of 2.766. This information indicates that the position of farmer groups is at the stage of growth and development. Thus, this mapping is in line with the internal-external matrix (IE), where strategies that can be applied include intensive and intensive strategies.

The EFE matrix is a tool used to evaluate the external factors that affect the farmer group, such as market trends, government policies, and competition. The IFE matrix, on the other hand, evaluates the internal factors, such as the group's resources, capabilities, and strengths. By analyzing these two matrices, the researcher can identify the strengths, weaknesses, opportunities, and threats (SWOT) of the farmer group.

Development Strategy Based on SWOT Matrix

Further analysis using the SWOT matrix produces eight alternative strategies that can be taken. In addition, the QSPM (Quantitative Strategic Planning Matrix) matrix provides a clear priority sequence for farmer groups. The priority of these strategies includes:

1. Improvement of Genetic Quality of Livestock

Upgrading the genetic quality of beef cattle in order to increase productivity. This strategy is considered a high-priority strategy as it can improve the overall quality of the livestock and increase the group's competitiveness in the market.

2. Improve Facilities and Infrastructure

Provision of adequate facilities to support livestock activities. This strategy is also considered a high-priority strategy as it can improve the efficiency and productivity of the group's operations.

3. Improve Partnerships

Establish good cooperation with the government, especially the Agriculture Office. This strategy is considered a medium-priority strategy as it can provide the group with access to resources and expertise that can help improve their operations.

4. Equation of Perception

Ensuring that all group members have the same view of the vision and mission of the business. This strategy is considered a low-priority strategy as it is more of a soft skill that can be developed over time.

5. Opening Marketing Agents

Creating effective distribution channels for livestock products. This strategy is considered a high-priority strategy as it can improve the group's market reach and increase their sales.

6. Development of New Products

Developing new products that can be sold to the market. This strategy is considered a medium-priority strategy as it can provide the group with new revenue streams and increase their competitiveness.

7. Improvement of Human Resources

Improving the skills and knowledge of the group's members. This strategy is considered a low-priority strategy as it is more of a soft skill that can be developed over time.

8. Development of New Markets

Developing new markets for the group's products. This strategy is considered a high-priority strategy as it can improve the group's market reach and increase their sales.

Conclusion

The results of this study indicate that the community direct assistance program for the development of beef cattle business in Deli Serdang Regency is very potential to be developed further. By implementing the right strategy based on SWOT analysis, as well as improving financial aspects, farmer groups in this area can increase their productivity and competitiveness in the market. Through an ongoing evaluation, it is hoped that the sustainability of the livestock business will be maintained and provide benefits to the local community.

Recommendations

Based on the findings of this study, the following recommendations are made:

The government should continue to provide support to the farmer groups in Deli Serdang Regency through the community direct assistance program.
The farmer groups should implement the strategies identified in this study, such as improving the genetic quality of livestock, improving facilities and infrastructure, and improving partnerships.
The group's members should be trained and developed to improve their skills and knowledge.
The group should develop new products and markets to increase their revenue streams and competitiveness.

By implementing these recommendations, it is hoped that the farmer groups in Deli Serdang Regency can increase their productivity and competitiveness in the market, and provide benefits to the local community.

Introduction

The research on financial analysis and beef cattle business development strategy in Deli Serdang Regency has provided valuable insights into the potential of the community direct assistance program for the development of beef cattle business in the region. However, there are still many questions that need to be answered. In this article, we will address some of the frequently asked questions (FAQs) related to the research.

Q: What is the main purpose of the research?

A: The main purpose of the research is to evaluate the financial conditions of farmer groups that have received assistance from the government for three years, and formulate further alternative development strategies.

Q: What are the locations of the study?

A: The locations of the study include the Tani Jaya Tani group in Hamparan Perak District, Melati Farmer Group in Sunggal District, and the National Awakening Farmers Group in Tanjung Morawa District.

Q: What are the results of the analysis?

A: The results of the analysis show that financial aspects can be categorized into three farmer groups, where Melati farmer groups show the best performance with the development of 62 beef cattle. More analysis shows a profit of Rp. 437,502,800, with a break even point production at 58 tails and a price of Rp 3,930,239 per head. B/C Ratio obtained is 2, and Return on Investment (ROI) reaches 2.9%.

Q: What is the EFE matrix?

A: The EFE matrix is a tool used to evaluate the external factors that affect the farmer group, such as market trends, government policies, and competition.

Q: What is the IFE matrix?

A: The IFE matrix is a tool used to evaluate the internal factors, such as the group's resources, capabilities, and strengths.

Q: What are the SWOT analysis results?

A: The SWOT analysis results show that the farmer group has strengths in terms of its resources and capabilities, but also has weaknesses in terms of its internal factors. The group also has opportunities in terms of market trends and government policies, but also has threats in terms of competition and external factors.

Q: What are the alternative strategies identified?

A: The alternative strategies identified include:

Improvement of Genetic Quality of Livestock
Improve Facilities and Infrastructure
Improve Partnerships
Equation of Perception
Opening Marketing Agents
Development of New Products
Improvement of Human Resources
Development of New Markets

Q: What are the priorities of the strategies?

A: The priorities of the strategies are:

Improvement of Genetic Quality of Livestock
Improve Facilities and Infrastructure
Improve Partnerships
Opening Marketing Agents
Development of New Products
Improvement of Human Resources
Development of New Markets
Equation of Perception

Q: What are the recommendations of the research?

A: The recommendations of the research include:

The government should continue to provide support to the farmer groups in Deli Serdang Regency through the community direct assistance program.
The farmer groups should implement the strategies identified in this study, such as improving the genetic quality of livestock, improving facilities and infrastructure, and improving partnerships.
The group's members should be trained and developed to improve their skills and knowledge.
The group should develop new products and markets to increase their revenue streams and competitiveness.

Conclusion

The research on financial analysis and beef cattle business development strategy in Deli Serdang Regency has provided valuable insights into the potential of the community direct assistance program for the development of beef cattle business in the region. The FAQs addressed in this article have provided answers to some of the frequently asked questions related to the research. We hope that this article has been helpful in providing a better understanding of the research and its findings.