Strategic Alliance Of Relational Marketing Up-Down And Off-Taker Marketing Model In Mitigation Of Organic Red Guava Market Risks

(Case Study of the 2nd Phase of the Telaga Pingku Farmers Group and CV Insan Mutiara Perdana Development Garden in Sawangan, Depok)

Abstract

The characteristics of organic fresh fruit horticultural commodities which are highly perishable and vulnerable to Plant Disrupting Organisms (OPT) create a high market risk on the upstream side, especially in the early phases of new land expansion. This study aims to analyze the dynamics of upstream-downstream strategic alliances through a relationship marketing approach and identify the effectiveness of the institutional marketing off-taker model in mitigating market risk in the 2nd stage development garden of organic red guava commodities in Parung Panjang. This study uses a descriptive qualitative design with an exploratory case study method. Determination of informants was carried out deliberately (purposive sampling) involving the management of CV Insan Mutiara Perdana (Depok Organik) as a standby buyer (off-taker), administrators of Gapoktan Telaga Pingku, Internal Control System (ICS) team, and partner implementing farmers. Data collection was carried out through in-depth interviews, passive participatory observation, and documentation studies of pre-harvest contracts (forward contracting) and organic cultivation SOPs based on SNI 6729:2016. The data analysis technique follows the interactive model of Miles, Huberman, and Saldaña which includes data condensation, data display, and drawing conclusions. The results showed that the strategic alliance supported by the pillars of trust, commitment, two-way communication, and conflict resolution became a social governance that minimized opportunistic behavior. The mediation role of Gapoktan as a single collection point and quality gatekeeper was able to reduce the fruit rejection rate in the downstream warehouse and maintain the stability of farmers' income through the contract price guarantee formula (floor/market-linked price) even though in the first year it faced operational challenges in the form of a product rejection rate ranging from 25% - 35%.