SOCIO-ECONOMIC STRATEGY IN OIL PALM PLANTATIONS IN SOUTH KALIMANTAN, INDONESIA
Introduction:
Palm oil as a commodity of plantation sector has advantages compared to other vegetable oils when viewed in terms of production. The share of palm oil production reached 34% worldwide, besides oil palm has a land area of production is more efficient than the source of other vegetable oils such as soybean, rapeseed oil (rapeseed oil), sunflower oil (sunflower oil), corn oil, cotton oil, and coconut oil. This is because oil palm is an annual plant whose fruit throughout the year.
Another advantage is that the palm of the productivity that is able to produce Crude Palm Oil (CPO) of 4 to 5 million tonnes per hectare production costs are relatively cheaper than other competing crops. This became the basis of the reasons why the price of CPO has a more affordable price for consumers the world compared with the price of other vegetable oils.
The development of palm oil business in Indonesia to meet the challenges that must be faced. The existence of negative charges from
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Rangkuti in Marimin (2008) strategic planner must analyze the company's strategic factors (strengths, weaknesses, opportunities and threats) in the conditions that exist today. Based Reihanian et al. (2012) prioritization will be weighted and score on the internal and external factors. No weight number will then determine (level) strategic priorities. The assessment will be done by making strategic assessment tables factors internal and external strategic factors which consists of four columns. Based on observations in the estate later interviews and questionnaires, the internal strategic factor data obtained consisting of factors strengths and weakness factors respectively in Table 1 and Opportunity and theart in Table
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