Strategy for sustainability of the fishery industry during the COVID-19 pandemic in indonesia

Abstract During the 2020 COVID-19 pandemic, Indonesia’s fishery product exports have increased, and Indonesia rose second grade to eighth position as the world’s main exporter of fishery products in 2020. Based on data released by ITC Trademap, the export value of Indonesian fishery products in 2020 reached USD 5.2 billion or 5.7% positive growth compared to 2019. In fact, during this COVID-19 pandemic, most of the world’s main exporters of fishery products experienced a significant decline compared to 2019, such as China, down 7.8%, Norway down 7.5%, Vietnam down 2.1%, India, down 15.1%; Thailand down 2.2% and Ecuador down 1.5%. Analyzing the factors that become strengths, weaknesses, opportunities and threats in the fishing industry company and determine new strategies that must be carried out to overcome the sustainability of the fishing industry during the COVID-19 pandemic. Qualitative descriptive research methods, where the researcher is the key instrument, the data collection technique is done by triangulation using IFAS, EFAS and SWOT analysis, primary data and results from observations, documentation studies and interviews with research informants, namely managers, general managers and business leaders of the Surimi KML Group company. The results of this study indicate that the fishing industry players need to position in quadrant I according to the SWOT analysis, where these findings indicate that the company’s strategy uses and utilizes strengths to take opportunities (Opportunities). Based on this SWOT analysis, the company can also use a Progressive strategy in running its business during the COVID-19 pandemic. This strategy allows the fishing industry to continue expanding, increasing growth, and achieving maximum progress during the COVID-19 pandemic. This research shows the success of the strategy determined by the accuracy and precision of the strategy used by the fishing industry sector company against changes in environmental conditions and the level of business competition caused by the COVID-19 pandemic. Determination of the strategy can be done by SWOT analysis of companies in Indonesia.


PUBLIC INTEREST STATEMENT
This study aims to analyze the factors that become strengths, weaknesses, opportunities and threats in fishing industry companies and determine new strategies that must be implemented to overcome the sustainability of the fishing industry during the COVID-19 pandemic. This research shows that fishing industry players need to occupy quadrant I positions according to the SWOT analysis, where these findings indicate that the company's strategy uses and exploits the power of taking opportunities (Opportunities). Based on this SWOT analysis, companies can also use a Progressive strategy in running their business during the co-19 pandemic. This strategy allows the fishing industry to continue to expand, increase growth, and achieve maximum progress during the COVID-19 pandemic.

Introduction
The World Health Organization (WHO) has made the COVID-19 outbreak a global pandemic because the transmission of this virus is high-speed, and almost all countries are exposed to this virus (Ozili & Arun, 2020). The first time the COVID-19 virus entered Indonesia was on 2 March 2020, was brought by two Indonesian citizens who returned from abroad experiencing early symptoms of Covid-19, which was then carried out with a PCR test. From the results of the PCR test, it was concluded that the two people were confirmed to have the COVID-19 virus. From these results, the government, through the Ministry of Health, gave directions to the public to implement health protocols such as maintaining distance, diligently washing hands with soap, and wearing masks.
In 2020, various countries in the world also experienced a pandemic or disaster due to the spread of the Coronavirus (Covid-19), which was very deadly; this forced almost all countries to take action to protect their people from the spread of the deadly virus, even the number of victims was also increasing every day until hundreds of thousands of people died. As one of the countries also affected by the spread of the Corona COVID-19 virus, Indonesia immediately took various anticipatory actions by suggesting social distancing, to suggestions for working from home, and closing all public service sectors.
The decline in income and several hundred business actors closed their businesses after the government officially announced that people work from home, closed public service agencies, and required people to use masks and social distancing. Even mid-May 2020, the government implemented PSBB (Scale Social Restrictions). large) in Indonesia. Although this policy has drawn controversy, for reasons of securing and handling the spread of the virus, several areas that have been the lifeblood of the economy in Indonesia must also be closed. This makes the economic conditions and business actors in various cities implementing the PSBB, accompanied by fines and criminal sanctions, experience paralysis and bankruptcy.
Currently, all sectors, especially in the Micro, Small and Medium Enterprises (MSME) sector, are faced with significant challenges, namely the COVID-19 virus pandemic and the challenges of Industry 4.0. The MSME sector has also been affected by the COVID-19 virus; based on data from the Ministry of Cooperatives, it was stated that as many as 1,785 cooperatives and 163,713 Micro, Small and Medium Enterprises (MSMEs) were affected by the COVID-19 virus pandemic. According to the research results of Bank Indonesia, the average sales turnover rate for MSME products is only 50%. The reason, as stated by LIPI, was influenced by the decision of 58.8% of MSMEs to lower prices to maintain their business. Therefore, in order to survive, MSME actors need to have good management and organizational skills and ensure that product innovations according to the needs of the community can be implemented (Dwivedi et al., 2021;Malesev & Cherry, 2021;Wohllebe et al., 2021).
Empirical evidence of the impact of the COVID-19 pandemic on MSMEs is found in the results of a study by Lopes et al. (2021) explains that the outbreak of the COVID-19 pandemic (early 2020) has also had a negative impact on businesses in the tourism sector stating that there have been significant changes in the use of public space and the way in which tourist visits are handled, namely: (i) concentration of visit times (shorter visits than usual on certain travel profiles); (ii) spatially limited visiting areas; and (iii) the ability to attract standard tourists from certain countries where stricter lockdown rules are in place. The main implications of this research are reflected in the challenges imposed on local agendas, where traditional concerns are added to responsibilities in crisis management and the ability to build third-order interventions in tourism.
The COVID-19 pandemic has also created many problems for SMEs. In several areas in Indonesia, through several news media, it was reported that almost 100% of MSMEs experienced losses. Business actors, such as packaged food and souvenirs, souvenirs, batik, and various home industries in several regions of Indonesia, were forced to close. However, some business actors in the packaged food sector still survive by utilizing online marketing (Dwivedi et al., 2021). This happened after the government officially announced that people were working from home, closed public service agencies, and required people to use masks and social distancing. Even in mid-May 2020, the government had implemented PSBB (Large-Scale Social Restrictions) in areas throughout Indonesia. Indonesia. Although this policy has drawn controversy, for reasons of securing and handling the spread of the virus, several areas that have been the lifeblood of trade in Indonesia must also be closed.
The COVID-19 pandemic has forced the company's management to try to innovate to survive and run the company's operations well. The company's management can update the company's strategy with a SWOT analysis that is adjusted to the conditions during the COVID-19 period to survive, create new businesses, and compete with other competitors. Several industrial organizations, especially the seafood industry in Indonesia, have done this to survive and maintain their business continuity.
During the 2020 COVID-19 pandemic, Indonesia's fishery product exports have increased, and Indonesia rose to eighth position as the world's main exporter of fishery products in 2020. Based on data released by ITC Trademap, the export value of Indonesian fishery products in 2020 reached USD 5.2 billion or 5.7% positive growth compared to 2019. In fact, during this COVID-19 pandemic, most of the world's main exporters of fishery products experienced a significant decline compared to 2019, such as China, down 7.8%, Norway down 7.5%, Vietnam down 2.1%, India, down 15.1%; Thailand down 2.2% and Ecuador down 1.5%. This increase in the ranking of Indonesian exporters is a remarkable achievement thanks to the result of intensive collaboration between exporters, the government and all stakeholders involved. On the other hand, Indonesia has abundant fishery resources and has moved to supply nutritious fishery products needed by the global community during the COVID-19 pandemic. The United States, Japan and China are still the main export destinations for world fishery products.
During this period, imports from the United States and China tended to be positive, with an increase of 2.5% and 15.5%, respectively, while imports from Japan decreased by 1.4%. The market share of Indonesian fishery products also rose in the three main markets and increased by 4.6%, 1.3% and 6.2%. When viewed based on commodities based on ITC Trademap data, leading export commodities from Indonesia include Shrimp, which is still the leading commodity, then Tuna-Cakalang (TCT) and Squid-Squid-Octopus (CSG), Crab-Crab and Seaweed (See Table 1 and 2 for detail information).
In the January-June 2021 period, the cumulative export value of Indonesian fishery products has increased to USD 2.6 billion (7.3% increase) compared to the previous year in the same period in 2020 with a trade balance surplus of USD 2.3 billion (increased 6.4%). These results show that the marine and fisheries sector can become an economic driver and opportunity during the COVID-19 pandemic in Indonesia.
The activity of the Ministry of Maritime Affairs and Fisheries through the Directorate General of Strengthening the Competitiveness of Marine and Fishery Products in various negotiations on reducing tariff and non-tariff barriers in bilateral, regional and multilateral forums is one of the efforts to encourage increased exports of fishery products from Indonesia. These negotiations include cross-cutting issues of the Indonesia-European Union Comprehensive Economic Partnership Agreement (IEU-CEPA), the provisions of the Marine Mammal Protection Act (MMPA) for Tuna and Crab Commodities, and the Joint Feasibility Study Group (JFSG) Free Trade Agreement. Strengthening the branding of Indonesian fishery products in the global market with the tagline "Indonesia Seafood: Naturally, Diverse, Safe and Sustainable" is also very important as the selling point of Indonesian fishery products to the rest of the world. The results of the data presentation also show that the Gross Domestic Product (GDP) of Fisheries in the second quarter of 2021 soared to 9.69%. The contribution of Fisheries GDP to the national economy in the second quarter of 2021 was IDR 118 trillion, up from IDR 109 trillion in the previous quarter. This increase indicates that the fisheries sector is thriving even though the COVID-19 pandemic is not over yet.
In essence, the industry also needs to use analytical tools to understand internal factors, especially their strengths and weaknesses, and respond to external environmental factors in the form of opportunities and threats to make strategic decisions when facing business competition in this global pandemic (Bismala, 2016;Prajnawati & Hafni, 2019;Sulistiani, 2014). Companies must know their strengths and weaknesses, as well as know their opponents' strengths and weaknesses, to ensure that they survive or win the competition in their industrial market (Fitriadi, 2013). On the other hand, companies also need to know and take advantage of changes in external factors to become a driving force in achieving their goals (Kotler & Armstrong, 2012). This overall evaluation of strengths, weaknesses, opportunities and threats is a SWOT analysis (de Waal et al., 2009;P. KOTLER & SETIAWAN, 2017;Parnell & Brady, 2019). Identifying strengths and weaknesses (internal environment) as well as opportunities and threats (external environment) to formulate the right company strategy can be done through SWOT analysis (Bismala, 2016;Hendriani, 2018;Rahmayati, 2015).  Strength is a unique competency owned by the company, giving the company a comparative advantage in the market. Strength is contained in HR, Finance, Image, Market leadership, and supplier power. Weaknesses are limitations or deficiencies in terms of the company's resources, skills and capabilities that it has an impact on company performance. Opportunities are defined as factors that are beyond management's control. However, their emergence provides opportunities for success for the company if it has sufficient power to adapt. At the same time, threats are outside management factors, but if they arise, they will threaten the company. SWOT analysis compares Internal Factors (Strengths and Weaknesses) and external factors (Opportunities and Threats), and then the results are entered into the SWOT quadrant matrix in the Figure 1 (P. KOTLER & SETIAWAN, 2017;Rachmiarti Kusumah, 2020). This research will be carried out by evaluating the determination of business strategies carried out by descriptive analysis and SWOT analysis to determine the strengths and weaknesses of the company as well as the opportunities and threats that the company must face during the COVID-19 pandemic. This study aims to analyze the factors that become strengths, weaknesses, opportunities and threats in the fishing industry and determine new strategies that must be carried out to overcome the sustainability of the fishing industry during the COVID-19 pandemic (Miharja, 2018;Rachmiarti Kusumah, 2020).
The following explanation concerns the grand theory, which is used as this research's fundamental framework of scientific thinking. This research method will also be presented with several previous references relevant to the flow of problem-solving in this research. The results of this study will also include discussions with discussions, conclusions and novelties that are useful for the fishing industry in other developing countries besides Indonesia.

Theoretical review
An explanation of the theoretical basis used to describe the problem of this research using the SWOT theory (P. KOTLER & SETIAWAN, 2017). SWOT analysis is a strategic planning method used to evaluate a project or business speculation's strengths, weaknesses, opportunities, and threats (P. Kotler & Keller, 2011). This process involves determining the specific objectives of the speculated business or project and identifying the internal and external factors that support and which do not achieve these goals. Weaknesses are limitations or deficiencies in the company's resources, skills and capabilities that impact company performance. Strength is contained in HR, Finance, Image, Market Leadership, and supplier strength. Opportunities are defined as factors that are beyond management's control. However, their emergence provides a chance of success for the company if it has sufficient strength to adapt. At the same time, threats are outside management factors, but if they appear, they will threaten the company.
The foundation of this theory is formed through the inner side of the company, where this step begins when the company is formed through the company's strategic vision and mission (Bereskin, 2013; Ismail & Bangun., 2015;Miharja, 2018;Suwandi & Tjahjadi, 2020). The next step is to formulate the company's goals when facing the COVID-19 pandemic, where this phenomenon is very undetected and suddenly occurs, so company management needs new strength to build the organization so that it can survive and be ready to enter a new competitive market during the covid pandemic. −19 (Gomera et al., 2018;Sadudin Ibrahim, 2014). This is necessary because good company management is a prerequisite in taking advantage of every business opportunity that arises in all situations to produce company performance following its objectives (Dong, 2016;Feng & Johansson, 2018;Schymik, 2018).

SWOT analysis on business continuity during the COVID-19 pandemic
Indonesia is the largest archipelagic country in the world, with a coastline of 81,000 km with more than 17,500 islands. The land area is 1.9 million km 2 , while the water area is 3.1 million km 2 . Indonesia also has relatively large fishery resources. Indonesia's fishery production comes from capture fisheries and aquaculture activities. This makes Indonesia one of the world's largest producers of fishery products, besides China. However, these advantages have not been followed by the ability to increase added value. Indonesia's fishery production exports are still below China and Vietnam. Based on data released from the Food and Agriculture (FAO) in 2020 Indonesia is still not included in the ten exporting countries of fishery products. However, Indonesia is a country that is taken into account in the number of exports of fishery products (FAO, 2022). In the future, Indonesia still has an excellent opportunity to increase exports of fishery products due to a shift in healthy lifestyles that encourage increased consumption of fishery products globally. However, considering the demands of global trade with a high level of competition, Indonesia needs to increase the competitiveness of its fishery products by producing a variety of competitive products with good quality and according to food safety standards.
The current sluggish economy forces entrepreneurs to think hard about how to maintain the existence of their businesses (Bonn & Fisher, 2011). Some entrepreneurs currently forced to go out of business need moral support and capital to re-open their businesses, although with a different marketing system. Several strategies can be used to start a new business during the COVID-19 pandemic, such as a SWOT analysis.
The benefit of the company's SWOT analysis is as a strategy for determining the future of the company's business continuity (Hendriani, 2018). Stakeholders can use this company's SWOT analysis to determine the condition of the company's internal and external factors, so the SWOT analysis is a powerful instrument for analyzing the company's sustainability strategy. This efficacy lies in the ability of the strategic determinants of the company to maximize the role of strength factors and exploit opportunities so that it acts as a tool to minimize the weaknesses contained in the company's body and suppress the impact of threats that arise and must be faced. In addition to being helpful in selecting alternatives, SWOT analysis can make improvements and improvisations by knowing the strengths (strengths and opportunities) and weaknesses (weaknesses and threats) (Basset et al., 2018).
Strengths (strength) is a positive side that comes from within the company; during this COVID-19 pandemic, It is essential to have a network in marketing products and services, so digital mastery is needed from offline to online, which must be done by business actors today. One way to do this is by using the internet. From ordering to payment, it can reach a broad market that is not limited. Means that can help, namely through social media, such as Instagram, Facebook, and other media.Weaknesses(weakness) are an opposing side of internal existence; this must also be considered, such as: developing Human Resources following current needs not to lose to compete with other competitors. Improve harmonious relationships with suppliers so that the production process is not hampered. Opportunities(opportunities), namely external factors that support the success of distributing the resulting product. For example, looking for potential markets on social networks and business networks. Trying to study competitors' products by knowing their weaknesses and strengths and being able to look for opportunities to diversify superior products. Threats(threats), namely external factors that pose a threat to a product to be sold, such as the presence of suppliers to sell at fixed prices or rising prices, technological developments that are constantly evolving and restrictions on the gathering of people in the market due to the COVID-19 pandemic. 19.
The benefit of SWOT for industry players is that they can defend themselves. Also, it can adapt to the ever-changing times. Following the rapid digital development, it is expanding the marketing network to determine customers' needs and always doing creativity and creating innovations for the future. Avoid losses so they can be minimized as early as possible to develop the business continuously. In this COVID-19 pandemic season, it is necessary to look for opportunities that are low risk but still consider the sustainability of the business they are engaged in. The presentation of this statement strengthens the assumption that the business continuity strategy of the fishing industry during the COVID-19 pandemic uses a SWOT analysis.

Research method
Analysis of this research data using research methods descriptive analysis and SWOT analysis. Descriptive analysis aims to obtain a clear picture of matters relating to the object of study (Jaya, 2020). SWOT analysis in this study is used as a strategic planning method to evaluate the strengths, weaknesses, opportunities and even threats in the company (Basset et al., 2018;Suwandi, 2017). The population of this study uses all fishery industry players in Indonesia whose businesses are still surviving during the COVID-19 pandemic, according to data from the Indonesian Ministry of Maritime Affairs and Fisheries in 2020. The number of associations in the Ministry of Maritime Affairs and Fisheries is approximately 25 associations. The sample used is fishery industry players who are members of one of the Ministry of Maritime Affairs and Fisheries associations, namely aquaculture businesses association in Indonesia, namely 25 companies.
Data collection techniques are the most strategic step in research because the primary purpose is to obtain data. The data used consists of primary data and secondary data. Primary data was obtained from observations, both in the form of questionnaires, focus group discussions (FGD), as well as interviews with related parties and documentation. Primary data is more focused on the sustainability of the fishing industry during the COVID-19 pandemic, seen from the economic, social, environmental and institutional sectors as well as the problems faced. This primary data is needed to determine the existing condition of fisheries management in each region. The secondary data used includes data on the growth of the regional fishing industry during the COVID-19 pandemic obtained from official data issued by the Agencies, Institutions and Ministries of the Republic of Indonesia.

Results and analysis
Based on the observations and secondary data collected, it is known that. The problems faced by the fisheries processing MSME industry are related to business continuity, including the quality of the fish caught, quality assurance, customer service, and technological capabilities. The descriptive presentation is as follows.

Quality of fish caught
The influence of the quality of raw materials on the superiority of industrial value is enormous. The characteristics of raw materials significantly affect the processing process and the quality of the final product produced. Several factors that affect the quality of raw materials consist of applying Good Handling Practices in aquaculture or fishing activities, handling in industry, fishery handling facilities supplied to industry, and applying sanitation to workers, fishery handling equipment and the environment.

Export oriented quality assurance
The rejection of Indonesian fishery products in the global market is partly due to the need for careful handling of quality in upstream and downstream production activities. For export-based processing industries, quality assurance of raw materials and products and having a quality certificate and traceability of product information are the main requirements to gain consumer confidence in the quality of the products produced.

Customer service
In free trade, customer trust plays a role in strengthening the company's competitiveness. Increasing customer confidence in producers and their products can be done by meeting customer satisfaction with the desired product. Several things that need to be considered in improving customer service are the suitability of the product with customer demand, the availability of product supply for consumers, and product delivery in the correct quantity and on time.

Technology capability
The role of technology in supporting the operational activities of companies in the fisheries sector to achieve good quality performance in the fish processing industry is enormous. With its technological capabilities, the company will be able to increase its production capabilities, adapt to changes in the business environment and survive in the long term. One of the efforts made is to increase the ability to master technology related to operations and management. This technological capability can provide benefits, namely (1) reducing operational costs to produce more competitive prices, (2) fishing using good technology can also improve the management of marine resources produced, and (3) the ability to use technology related to marketing will also further accelerate and expand product reach to various countries.
Strategies to fix the main causes of problems in fisheries industrialization that must be carried out by the management of companies in the fishing industry, especially companies that are members of the aquaculture businesses association in Indonesia, are also described descriptively as follows (Tables 3 and 4).

SWOT matrix analysis of fisheries industry companies during the COVID-19 pandemic
The SWOT analysis in this study is presented about the analysis as follows.
Internal factors are strengths and weaknesses currently faced by the company are as follows (Table 5 and Table 6): Meanwhile, external factors are opportunities and threats the company is currently facing are as follows: The fishing industry's business continuity strategy during the COVID-19 pandemic is explained as follows.

Company competitive advantage strategy
This research has obtained technical results that will be presented related to the determination of the company's competitive advantage strategy. Selling price competition in the market can be done by increasing production volume to the maximum so that low production costs can be obtained. Comparative advantage is a measure of potential competitiveness (advantage) in terms of competitiveness that will be achieved if the economy does not experience any distortion at all. Commodities with a comparative advantage are also said to have economic efficiency (Fitriadi, 2013;Mort et al., 2006;Sulistiani, 2014). Competitive advantage is a series of strategies in determining the superiority of a company over competition between other companies, and this competitive strategy includes low costs and product differentiation. The results of the research conducted (Miharja, 2018;Pantjadhama, 2015;Yohansyah et al., 2020), which examined the results of the SWOT analysis in determining the company's business strategy, also resulted in the use of product differentiation strategies, product innovation and determining selling prices to be very important. In improving company performance.

Table 3. Strategies to fix the main problems of the fishing industry during the pandemic COVID-19
No.
Problem Type Repair strategy 1.

Problems related to Quality and Quality Assurance of Raw Materials
(1) Provision of appropriate equipment and technology that supports ensuring the quality of fish during transportation, including storing and cooling fish on board, at more affordable prices.
(2) Increased knowledge and awareness of fishermen, Fish Auction Places (TPI) workers and buyers to apply basic feasibility of quality assurance and food safety.
(3) Improving quality assurance and exportoriented food safety at TPI so that the quality of exported fishery products can be accepted by consumers and in accordance with consumer desires (4) Improving environmental sanitation around TPI and fish landing harbor waters to maintain the quality of the waters which are the habitat and breeding grounds for fishThey have increased (5) Increase knowledge and awareness of actors to apply sanitation to handling transported fish.

Problems related to Quality and Product Quality Assurance
(1) Provision of appropriate equipment and production technology that supports improving the quality and safety of food products for small and medium enterprises with limited capital.
(2) Increasing the implementation of export-based product quality assurance for every fishery product that is produced and that will be sent abroad (3) Increased knowledge of business actors on the quality standards of raw materials and products.
(4) Increased understanding of certification in fish processing business actors.
(5) Development of quality certification services for fish processing business actors.
(6) Improved understanding of traceability of information.
(7) Improvement of the system for recording information on products and raw materials in fish processing businesses and the flow of supply sources by parties involved in the fish supply chain (TPI suppliers and managers).

Related issues Customer Service Improvement
(1) Improved market intelligence ability to read customer/potential customer preferences.
(2) They are improving product quality by increasing quality control standards.

Weak Ability Technology
(1) Providing access to better appropriate technology.
(2) They are improving the knowledge and skills of human resources in the small-scale fish processing industry to use better technology or equipment.
(3) Capital assistance for small and medium enterprises.

Opportunities (O) Threats (T)
Strengths : (1) Raw solid material network spread across many regions (2) Supported by a good, loyal and experienced HR organization (3) Empowering the surrounding community so that they can get good support (sustainability) (4) Availability of a good and scalable (reasonable) plant business plan (5) Have a guarantee of product quality that is very good and appreciated by the market (6) The company has a good reputation and international class (7) Products comply with the licensing and regulations of the destination country (8) Having the advantage of product variety and following market demand (9) Freezing machine facilities and infrastructure are pretty complete, and large capacity (10) Machine reliability is good enough so that the production process can be maximized (11) Factory utility is highly optimized (12) Continuous R & D program supported by top management (13) Low-cost products and can compete in the market (14) Have a good and well-documented product trace (15) Promising and long-term business performance.
Weakness : (1) Need to strengthen working capital (2) Production fluctuates due to seasonal raw materials (3) The types of fish raw materials are minimal (4) The price of raw materials is still relatively high (5) Exploiting marine fisheries related to raw material sources (6) Sometimes production costs are still high if not in season (7) High overtime usage due to quantity pursuit (8) Including the category of labour-intensive industry, HR problems (9) Need strict quality control, raw materials and FG (10) Products are only semi-finished, not value-added products (raw materials) (11) Industries that are prone to the surrounding environment (waste and odours) (Continued) Wasik & Handriana, Cogent Social Sciences (2023) Opportunities : (1) The market demand is huge (2) Products are affordable and easily absorbed by the market (3) It has a huge raw material potential (4) Strong buyer trust and loyalty support (5) Brand image support is very well-known in the international market (6) Contracts with long-term buyers (7) Trust and loyalty of raw material suppliers are pretty high (8) Very fast inventory and fund turnover (9) Government regulations are very supportive regarding illegal fishing (10) The 2021 State Budget is sufficient to provide opportunities for businesses in the fishing industry (11) The fast flow of information (digital marketing) (12) Competitors in Indonesia are minimal, so business is more promising.

SO Strategy:
(1) Strategy for strengthening and obtaining raw materials by optimizing the supply chain network of suppliers so that they can produce at maximum capacity (2) Strategy to strengthen and implement marketing well (export & domestic), with STP strategy pattern: segmentation, targeting, positioning and marketing Mix strategy (4P) as well as Product Mix Strategy and digital marketing (3) Maintain good relations, and cooperation, increase business with potential and loyal buyers.
(4) Product quality standard assurance strategy adapts to the market and can compete.
(5) Product innovation strategy, product differentiation and product competitiveness by adjusting market needs with a market-driven approach. Products are made with a focus on the interests and needs of the market. (6) Optimizing utilities oriented to low COGS to create competitiveness in the market (7) Growth strategy, factory development to capture profitoriented business opportunities (8) Maintain good relations with the environment and surrounding communities (sustainability)

WO Strategy:
(1) Strategies to maintain and support sufficient working capital and manage inventory stock turnover more quickly.
(2) Strategy to optimize capacity related to raw materials, production, market and utilities to produce standard costs, more competitive and competitive selling prices (3) Application of digital marketing for searching potential buyers (4) Product differentiation strategy, by creating competitive products through innovation and research programs in R&D (5) Maintain good relations with the environment and surrounding communities (sustainability) (6) Business development for value-added products as a follow-up product from the Surimi business (7) Strategy to guarantee product quality standards by adjusting to market needs and being able to compete (8) Technological engineering and technical changes to be able to carry out production with a cost-effective and efficient concept (9) Strategy to strengthen and implement marketing well (export & domestic), with STP strategy pattern: segmentation, targeting, positioning and marketing Mix strategy (4P) as well as Product Mix Strategy and digital marketing (Continued)

Table 4. (Continued)
Threats : (1) Vulnerable to regulations of export destination countries (covid rules) (2) Vulnerable to employee turnover (seasonal and labourintensive) (3) It depends on the economic situation of the importing country (GDP/purchasing power) (4) Many competitors in various countries (5) Seasonal availability of raw materials (6) Vulnerable to changes in fishing regulations (7) Price competition in the market and offer lower prices (8) When exporting, there is a problem regarding the availability of the container (9) The purchasing power of the global community is declining again (the economy is down) (10) Not yet penetrated the domestic market (11) Longer fishing time affects the quality of raw materials

ST Strategy:
(1) Product differentiation strategy: innovating products and creating new and superior products with efficient costs and competitive prices, and able to be absorbed by the market (2) The marketing management strategy is aggressively applying the STP pattern (segmentation, targeting, positioning) and applying the marketing mix strategy (4P): product, price, promotion, place) for export and domestic markets (3) Adjusting regulations in each export destination country and strengthening SOPs for implementing COVID-19 to ensure product safety (4) Strategies to optimize capacity related to raw materials, production, market and factory utilities to produce standard costs, more competitive selling prices and competitiveness (5) Collaborating with many shipping lines to ensure container availability (6) Cooperation with government agencies and universities for the development of productive and environmentally friendly fishing gear (7) Exploring new raw material alternatives to fulfil raw material capacity and business development (8) Strategy to guarantee product quality standards by adjusting to market needs and being able to compete

WT Strategy:
(1) Strategy to optimize capacity related to raw materials, production, market and utilities to produce standard costs, more competitive and competitive selling prices (2) Strategies to maintain and support sufficient working capital and manage inventory stock turnover more quickly.
(3) Product differentiation strategy, by creating competitive products through innovation and research programs in R&D Like mashed meat products (1) Strategy to guarantee product quality standards by adjusting to market needs and being able to compete (2) Strategy for strengthening and implementing marketing well (export & domestic), with STP strategy pattern: segmentation, targeting, positioning and marketing Mix strategy (4P) as well as Product Mix Strategy and digital marketing and strengthening product branding (3) Collaborating with many shipping lines to ensure container availability (4) Cooperation with government agencies and universities for the development of productive and environmentally friendly fishing gear (5) Exploring new raw material alternatives to fulfil raw material capacity and business development (6) Adjusting regulations in each export destination country and strengthening SOPs for implementing COVID-19 to ensure product safety Source: Data survey results, 2020.    Improving the competitiveness of frozen food products can be done with a development strategy in the concept of ready-to-eat food industrialization as an overall system based on the principles of efficiency and sustainability where the consolidation of the COVID-19 pandemic. The COVID-19 pandemic presents challenges that can be realized through vertical coordination so that products the final product can be guaranteed and adjusted to the preferences of the final consumer so that it can benefit the company (Hendriani, 2018;Miharja, 2018;Yohansyah et al., 2020). who examined the results of the SWOT analysis in determining the company's business strategy, which resulted in innovation and product creation as well as improving product quality is a policy that the company must carry out.
Making a wide variety of products and product quality will be associated with costs, and there are many choices of products in the market that are important for consumers to choose lower prices and quality products. The success, the company must pay attention to and understand consumer needs. Consumers have differences in terms of wants, needs, education, occupations, and income levels, so their behaviour also varies. Consumer behaviour directly expects goods and services, including the process of making decisions about prices (Ye et al., 2017;Yulita Asri & Zhou et al., 2018). Every additional product variation made by the company will increase consumer purchasing decisions. Product diversity will make it easier for buyers to determine the choice of product to buy. The variety of products provided by the company includes the ease of getting products that vary from company to a wide selection of product variations, the company provides a variety of products, and there is a desire to buy from consumers because of the variety of products available.
Product price is a priority for determining product purchases; price is also the basis for consumers to compare the product quality and the value of the benefits provided (Akhtar & Mittal, 2015;Della Vigna & Pollet, 2007;Jo, 2014). Prices provided by companies attract consumers to buy affordable prices, standard prices, and relative prices, which vary in determining product prices, and prices are made stable by fluctuations in the exchange rate system of price increases; prices do not follow dollar fluctuations in the market.
Speed of export fulfilment, distribution speed, and product supply chain availability to reduce wastage of time, certainty and loyalty from buyers. In the marketing concept known as marketing from a macro and micro perspective (Artaya et al., 2014;Nafsiah, 2019), supply chain management is the integration of activities for procuring raw materials and services, converting semifinished goods and final products, and shipping to customers (Huang & Li, 2018;Perez-Franco & Phadnis, 2018). Thus, supply chain management includes all activities that include purchasing and changing the form of goods or products and service functions that are important for the entire relationship between suppliers (suppliers) and distributors to meet customer needs (P. KOTLER & SETIAWAN, 2017). states that product differentiation and service quality differentiation are essential indicators of desire, customer satisfaction and customer value creation. Giving QR Code on the packaging The contents of the QR code provide information related to the product's origin, the company website, and other important information so that end users can find out the traceability of the product.
Technical service handles complaint handling directly and provides solutions quickly and accurately.

Product Mix
Providing mixed products at low and competitive prices with other countries but still prioritizing quality Own forwarding services to make it easier and faster to get containers and export documents Selling bundling products (in one container can contain various products).
Contracts are made with buyers, with large quantities, according to long-term planning.

Product Drive Customer Driven
Selling surimi products with a smaller grammage between 1-2 kilos for household needs.
The product packaging provides additional information regarding the recipe for using surimi.
Surimi is produced from freshwater aquaculture fish as an alternative It is possible to order products online for surimi products for the domestic market with a minimum quantity Selling cheap products in the form of mixed, mashed meat with flour and spices for the domestic market Selling cheap surimi mix products with flour and seasoning for the domestic market Source: Fisheries Industry Survey, 2020.
Promoting products and looking for potential buyers to absorb products in the market (buyers and destination countries), expanding new buyers for new products, and expanding old buyers for new products related to absorption of consumer purchasing power and interest in products consumed. Buyers will see how the product sells in the market or how much interest is in the product being offered to consumers; buyers and consumers have a vital role in the company (Miharja, 2018). who examined the results of the SWOT analysis in determining the company's business strategy, which resulted in a policy that the company had to expand its distribution area and take advantage of existing opportunities in the market so that its products could be better known.
Product innovation continues to be carried out continuously and simultaneously to obtain product differentiation to create competitive competitiveness for the products to be sold. The innovation variable (Adler, 2011;Duygulu et al., 2016;Rondinelli et al., 1999;Viederyte, 2016) as value is based on the value of the buyer and the cost structure used. It has been proven that during a pandemic, the market has great potential and opportunities; it remains only to meet the overall market needs of the KML surimi company.

Corporate differentiation strategy
Related to the company's differentiation strategy, researchers can convey several vital points that serve as a reference for strategy implementation, such as the following Table 7 and Table 8:

Corporate customer value strategy
This research has obtained results related to the determination of the company's customer value strategy, as follows: (1) Continue to prioritize product economics with low costs, large production capacity, a guarantee of good quality and competitive selling prices, with the aim that the company can still be profitable and its sustainability period during the COVID-19 pandemic remains stable. (Beyne, 2020;Cho & Lee, 2019).
(2) Creating a variety of product innovations is an essential factor related to customer value because it becomes an option for buyers to suit the needs of buyers, namely price and product quality. (Bereskin, 2013;Sanchez-Henriquez & Pavez, 2021).
(4) Maintain the excellent reputation of the products produced during the COVID-19 pandemic, to provide customer satisfaction, and trust from consumers.
(5) Reduce costs, such as product quality research and development failures, complaints, product returns, and too-long distribution (Moskovich, 2020).

Conclusions
The results of the field data survey test and technical observations that have been carried out have found evidence that the suggested management strategy is based on an analysis of the company's internal strengths and weaknesses against the opportunities and threats that exist externally in the fishing industry. namely by implementing the SO strategy. Strategy for strengthening and obtaining raw materials by optimizing the supplier chain network in order to be able to produce at maximum capacity. Strategies for strengthening and implementing marketing well (export & domestic), with the STP strategy pattern (segmentation, targeting, positioning) and marketing Mix strategy (4P) as well as product mix and digital marketing strategies.
Fisheries industry players also need to maintain good relations, cooperation, and business improvement with potential and loyal buyers by guaranteeing product quality standards that can adapt to the market, product innovation, product differentiation and product competitiveness with a market-driven approach during the COVID-19 pandemic. 19. The products made must also be following the interests of market needs during the COVID-19 pandemic, perform utility optimization oriented to the lowest cost of the product, to create competitiveness in the market. Fisheries industry players also need to maintain good relations with the environment and surrounding communities in maintaining business continuity during the COVID-19 pandemic by increasing activities that are oriented towards safety working, The limitation of this research, namely the narrative presentation, is due to the type of research included in the descriptive analysis so that the scope of theory and survey data obtained is briefly interpreted to find a strategy for the business continuity of the fishing industry during the COVID-1 pandemic in Indonesia. This allows researchers to make further contributions, hoping to harmonise business continuity strategies in the fishing industry that stakeholders can use to survive the global COVID-19 pandemic. The condition of the fishing industry in Indonesia is different from other developing countries, especially during the COVID-19 pandemic, so it is still necessary to compare different strategies for further research.