The research matters because oyster mushroom growers in Sri Basuki still face limited capital, basic production facilities, fluctuating harvests, and weak business administration. At the same time, demand for oyster mushrooms continues to provide opportunities for local agricultural businesses to increase household income and create employment.
Oyster Mushrooms Offer an Alternative Rural Business
Agriculture remains an important source of income and employment in Indonesia. The researchers note that agricultural diversification can help communities respond to fluctuations in conventional agricultural production.
Oyster mushrooms (Pleurotus ostreatus) are considered a promising commodity because they grow relatively quickly, have nutritional value, and have potential markets among households and culinary businesses.
In East Lampung, however, oyster mushroom production has fluctuated sharply. Production fell from 2,697 kilograms in 2022 to 1,577 kilograms in 2023 before rising substantially to 117,655 kilograms in 2024, according to data cited in the article. In Sri Basuki Village, only around half of the 22 oyster mushroom growers remained active, highlighting the challenges faced by small-scale producers.
The researchers therefore examined the business operated by Adi Sumarno to understand its financial performance, internal strengths and weaknesses, external opportunities and threats, and the most appropriate strategy for future development.
Researchers Studied the Business Directly
Eva Yuliana, Diky Angga Hendrawan, and Dina Nadiyah Faiqoh used a descriptive qualitative approach. They gathered information through interviews, direct observation, documentation, and literature studies.
The research was carried out at Adi Sumarno's oyster mushroom cultivation business from May 2025 to January 2026. Key informants included Adi Sumarno as the business owner, two employees, Galih and Sakimun, and mushroom collectors who worked as distribution partners.
The researchers analyzed production costs, revenue, and income before mapping the business's internal and external factors using SWOT, IFAS, and EFAS analysis.
In simple terms, the approach allowed the researchers to compare what the business does well, where it remains weak, what opportunities exist in the market, and what risks could threaten its growth.
The Business Generated IDR 32.03 Million in Revenue
During the June–September 2025 production period, the business produced 2,464 kilograms of oyster mushrooms from a 4-by-19-meter cultivation house. At a selling price of IDR 13,000 per kilogram, total revenue reached IDR 32.032 million over four months.
Average sales were approximately 612 kilograms per month. The mushrooms could begin harvesting at around 45 days and could be harvested three to four times at intervals of approximately seven to eight days.
The article reports IDR 13.15 million in variable costs and calculates income of IDR 18.882 million by subtracting those costs from revenue. However, the paper separately reports fixed costs of IDR 20.59 million and a total-cost calculation of IDR 33.74 million. Therefore, the reported IDR 18.882 million figure should be understood according to the paper's stated calculation rather than automatically interpreted as a fully loaded net profit after all fixed costs.
Loyal Customers Are the Business's Strongest Asset
The internal analysis found that the business's strongest factor was its established customer base, particularly mushroom collectors. This relationship helps the farmer market harvested mushrooms without having to build a completely new distribution network.
Other strengths included a broad market network, the ability to harvest regularly, good cultivation skills, acceptable mushroom quality, a strategic business location, and the potential to increase household income.
The biggest weakness was the simplicity of the production facilities. The business also had not maintained formal financial records, had limited production capacity, faced insufficient development capital, lacked formal business licensing, and dealt with the short shelf life of fresh mushrooms.
Processed Mushroom Products Could Add Value
The external analysis identified product diversification as the strongest opportunity. Fresh oyster mushrooms could be processed into products such as chips, crispy mushrooms, shredded mushroom products, or ready-to-eat foods.
This opportunity is particularly important because fresh oyster mushrooms are highly perishable. Processing part of the harvest could extend its commercial use while creating products with additional economic value.
Growing consumer demand for white oyster mushrooms was another major opportunity. The business also benefits from good relationships with suppliers and could potentially create employment for residents who do not own land for cultivation.
The main external threat was pest infestation. Other risks included changing weather conditions, increasing raw-material costs, and the emergence of new competitors.
SWOT Analysis Supports an Aggressive Growth Strategy
The SWOT analysis placed Adi Sumarno's oyster mushroom business in Quadrant I, a position associated with an aggressive growth-oriented strategy. The researchers concluded that the business has sufficient internal strengths to take advantage of available market opportunities.
Among the four strategy combinations, the Strengths-Opportunities (SO) strategy received the highest score of 3.96, compared with 2.99 for WO, 2.09 for ST, and 1.12 for WT.
The researchers recommend three main actions:
- Use the existing market network and strong relationships with mushroom collectors to increase sales.
- Improve mushroom production quality and quantity while developing innovative food products made from oyster mushrooms.
- Use increased household income from the business to create employment opportunities for local residents.
Eva Yuliana and her colleagues from Universitas Nahdlatul Ulama Lampung argue, in substance, that the combination of an established market network and rising demand gives the business a practical foundation for expansion, provided production capacity and product innovation are improved.
Business Management Must Grow Alongside Production
The recommendations extend beyond increasing mushroom output. The researchers advise Adi Sumarno to reinvest part of the business income in equipment, including a machine for filling mushroom-growing bags, to improve production capacity.
They also recommend keeping daily cash-flow records and obtaining a Business Identification Number (NIB) to strengthen the professionalism and credibility of the enterprise.
For local government, the researchers recommend providing capital support and specialized training, including biopesticide production and temperature-controlled mushroom-house techniques. Such measures could help small growers maintain more stable production under changing weather conditions.
The findings also have broader implications for rural economic development. Oyster mushroom cultivation can provide an alternative agricultural business, generate additional household income, create employment, and support local food-product diversification.
Author Profile
Eva Yuliana, Diky Angga Hendrawan, and Dina Nadiyah Faiqoh are affiliated with the Entrepreneurship Study Program, Universitas Nahdlatul Ulama Lampung. Eva Yuliana is listed as the corresponding author. The article focuses on entrepreneurship and business development strategy, particularly the development of oyster mushroom cultivation enterprises.
The available article does not provide the authors' individual academic degrees or detailed personal fields of expertise. Those details are therefore not added beyond the information documented in the source.
Research Source
Article Title: Business Development Strategy for Oyster Mushroom Cultivation: A Case Study of Mr. Adi Sumarno in Sri Basuki Village, Batanghari District, East Lampung
Authors: Eva Yuliana, Diky Angga Hendrawan, Dina Nadiyah Faiqoh
Affiliation: Entrepreneurship Study Program, Universitas Nahdlatul Ulama Lampung
Journal: Indonesian Journal of Interdisciplinary Research in Science and Technology (MARCOPOLO)
Volume: 4, No. 2, 2026, pp. 119–130
Publication status: Accepted February 26, 2026
Official Journal URL: Indonesian Journal of Interdisciplinary Research in Science and Technology (MARCOPOLO)
DOI: https://doi.org/10.55927/marcopolo.v4i2.14
URL: https://journalmarcopolo.my.id/index.php/marcopolo
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