OPTIMIZING TRADITIONAL MARKET FUNCTIONS FOR CULINARY MSMES IN YOGYAKARTA CITY

: The research about optimizing the function of the traditional market for Culinary Small and Medium Enterprises in Yogyakarta aims to explore the condition of thirty traditional markets in Yogyakarta and to explore Culinary Small and Medium Enterprises guided by Departments of Industry Cooperative and Yogyakarta Small and Medium Enterprise. This research usedthe exploratory qualitative method. Qualitative research aims to understand the phenomenon that is happening in the traditional market, which is experienced by the research subject such as trader, market headman, market association, and government policy in market management. The exploratorymethod’s purpose is to describe an object deeply and do a search, particularly in concept stabilization that will be used in the wider scope of research with a bigger conceptual reach. The analysis tool is using Strength, Weakness, Opportunity, and Threat (SWOT). The data is collected by using observation, interview, documentation study, and Focus Group Discussion (FGD). The informants are determined through purposive sampling. Data analysis is using the Miles and Huberman model, doneinteractively and continuously to produce saturated data. Explorations result found that 8 traditional markets are recommended in optimizing the function of the traditional market. Eight traditional markets are Ngasem, Kranggan, Karangwaru, Pujokusuman, Legi, Tunjungsari, Gedongkuning, and Gading. However, only three traditional markets which will be tested to sell together, both off-line or online are Kranggan, Ngasem, and Tunjungsari. Afterward, the three traditional markets are given brands suitable with the morning market brand on each traditional market. Kranggan market with brand food court millennial, Ngasem market with a brand food court of Mataram food, and Tunjungsari market with a brand food court of Nusantara food.


Introduction
One of the beneficial impacts of Yogyakarta's reputation as a city of education and tourism is that it has given rise to a variety of alternative non-formal sector economic activities carried out by persons from high, middle, and poor social strata (Sugiyanto, 2004). Tourists, students, and

Strenght (S) Strategi SO
Create a strategy that uses strengths to take advantage of opportunities.

Strategi ST
Creates a strategy that uses strengths to address threats.

Weakness (W)
Startegi WO Creating strategies that overcome weaknesses by taking advantage of opportunities.

Strategi WT
Create a strategy to minimize weaknesses and avoid threats.
Data for this study were gathered using four methods: in-depth interviews, in-depth observations, documentation studies, and focus group discussions (FGD).Meanwhile, the research instruments were the Yogyakarta City Trade Office, the Yogyakarta MSME Cooperative Industry Service, and the Yogyakarta City Regional Development Planning Agency.
Informants in this study were determined using purposive sampling. These informants are subjects who can supply complete information to researchers, and because the qualitative research sample is small enough that it does not need to be representative of the population, it is selected or determined according to purpose (Creswell, 2016). Based on this, the researcher determined the informants in his research, consisting of: the Head of the Department of Trade; the Head of the Industry Service of Cooperatives for Micro, Small, and Medium Enterprises; the Head of Economic Affairs of the Yogyakarta City Bappeda; the Head of the Market Division, Head of MSMEs, the Market Village Head, and market sellers and market association managers.
Data analysis in this study used the Miles and Huberman model. In this regard, Miles and Huberman in Sugiyono, (2016) say that "in qualitative data analysis, it is carried out interactively and takes place continuously so as to produce saturated data." The qualitative data analysis technique used by Milles & Huberman, (1992) is shown below.

Research Framwork
A framework is a concise map that acts as a description of the research process and can be easily studied by researchers and by other interested parties. Based on this, it is important for researchers to describe the framework of this research, as presented in Figure 4 in the following diagram.

Literature Review Market
The market is a meeting place for sellers and buyers to conduct transactions, so that the meeting can be direct or indirect. Given the nature of the market, some are open and some are closed. The meeting between sellers and buyers can be represented by intermediaries or services. So, the market is a mechanism that brings together buyers (consumers) and sellers (producers) so that both can interact to form a price agreement, so that sellers can be interpreted as an industry and buyers as markets (Lin, 2002).

Optimizing
Optimizing here is directed at a policy program that is carried out jointly between interested parties and the person in charge of the government as the host. This is in accordance with the opinion expressed by (K Adimihardja & Hikmat, 2001), that "development includes activities to activate resources, expand opportunities, recognize success, and integrate progress." Through the fulfillment of certain requirements, it is hoped that the market can function productively for 24 hours, contributing to the economic activities of the people of Yogyakarta.

UMKM
According to Micro, Small, and Medium Enterprises (MSMEs) Law Number 20 of 2008, the clustering of micro, small, and medium enterprises is based on aspects of business ownership, amount of capital, and total wealth.According to the law, the difference between micro, small, and medium enterprises is seen in the value of the assets and the annual turnover they have.
The development of culinary MSMEs in the city of Yogyakarta is through the stages of learning, training, investigation, enlightenment, ideation, and execution. This condition is in accordance with the opinion of Guilford, (1950), that the success of idea development is due to four creative dimensions, namely the personal dimension, the process dimension, the push/pressdimension, and the product dimension.
Regarding the development of market functions, it can be directed as an effort to expand to bring a situation or situation in stages to a better and more complete and stronger situation so that development is directed at a better program. This is in line with the opinion of Kusnaka Adimihardja & Hikmat, (2004) that "development includes activities to activate resources, expand opportunities, recognize success, and integrate progress." Sales of culinary products and services have not been stable, such as sales of handicrafts and fashion. Based on this, the proposal to develop the idea of a traditional market function specifically for culinarily MSMEs is based on this. In addition to the basic reasons mentioned above, there are other reasons why culinary products must be marketed for which marketing needs to be developed, since most culinary entrepreneurs in the city of Yogyakarta have a limited area of residence, so that the house is a place to live as well as a place for culinary production. Thus, culinary MSME actors find it difficult to carry out the production process because of the limited location for production, especially when getting culinary orders with large capacities. On the other hand, traditional markets in Yogyakarta City after 12.00 WIB tend to be empty and not used. Therefore, it is possible that some of these traditional market locations are used as Jogja culinary kitchens. Due to the limited location, it is possible that the government, through the Small and Medium Enterprises Cooperative Industry Service, the Trade Service, the Health Service, and the Tourism and Culture Office, has not or cannot control the hygiene and sanitation of products to the standards of the Food and Drug Administration (BPOM). With a centralized location, it is possible for the relevant OPD/Department to carry out intensive supervision.

Results and Discussion
The data collected from 30 traditional markets has been researched through observation, interviews, and FGDs with various stakeholders, then integrated with secondary data, profiles of traditional markets in the city of Yogyakarta, and several reports of previous research results, resulting in content analysis. The research results are presented in a SWOT model to explore internal and external aspects. In this regard, the internal aspects consist of strengths and weaknesses, while the external aspects consist of threats and opportunities.
The 30  Among the thirty traditional markets mentioned above, there is one that is well managed, and the market functions from morning to night, namely the Condronegaran market. However, this market is not managed by the Yogyakarta City Trade Office but is managed by the local community so that the Trade Office does not immediately intervene in its management. Through an overall business approach, the thirty traditional markets can be observed internally and externally as a material for consideration for market development.
Through the integration of internal and external aspects, focusing on 30 traditional markets in Yogyakarta City, it is possible to identify the strengths, weaknesses, opportunities, and threats in each of these markets. The results of the integration of the two aspects are presented in Table  1, below. Source: Primary Data processed, 2021.
After the internal and external factors of traditional markets are integrated, 10 nomination markets are obtained to be developed. Furthermore, the data were analyzed using a SWOT tool, and the results are shown in Table 2 below. Source: Primary data processed, 2021.
Among the 10 markets that have opportunities for CULINARY MSMEs to sell, 8 markets are recommended for the development of these CULINARY MSMEs, as presented in Table 3 below.

Table 3. Optimizing Selected Market Function
Tunjungsari markets, while Gading and Gedongkuning markets need to be held for physical changes. Furthermore, for the Kranggan market, it is necessary to issue an MoU among the stakeholders, considering that the market has its own internal problems, particularly the problem of managing traders and associations. In addition, an MoU also needs to be issued for the Ngasem market, namely between the Trade Office and the PKU Office. As for the Legi market, it is not used for selling culinary SMEs for the following reasons: 1) the sidewalk in front of the market has been used for culinary sales from the afternoon until dawn so that there are no empty locations, and 2) if SMEs sell in the market, there are health problems related to hygiene and sanitation, such as rats, in the market. Because cooking necessitates cleanliness and hygiene.On the other hand, Legi market does not have a parking lot, so visitors always park on the side of the road. This is very risky for security, both for visitors and for people who pass by.
Based on the data from the first and second FGDs, triangulation of the results was carried out with the three market heads whose markets were chosen by Culinary MSMEs as trial places for selling culinary, namely the Kranggan market, Ngasem market, and Tunjungsari market. Characteristics and brands in the three selected traditional markets: a. The Ngasem Market Brand for the Ngasem market was agreed to continue brands , namely brands , such as: apem, krecek porridge, brongkos, "don't moringa", oseng-oseng genjer. b. Kranggan Market Kranggan market already has brands jengkol, buntil, mangut, carang gesing, garang asem, cap jay, mentho and gudeg. In principle, if the Culinary MSMEs are going to sell together at the Kranggan market, they can continue brand their morning brand new c. Tunjungsari Market It is proposed that the upper floor of the Tunjungsari market be used for selling culinary at night with Nusantara cuisine. Brands can be made by adding complements to attract consumers. Gudeg Tunjungsari market brand is the brand + Pelangi coffee so that brand that can be used for the Tunjungsari market is Indonesian cuisine, one of which is the brand Gudeg To implement the research results optimizing the function of traditional markets in the city of Yogyakarta, it is necessary to discuss together to equalize perceptions and share roles and responsibilities between Bappeda and the Yogyakarta City Trade Office and the Yogyakarta City Small and Medium Enterprise Cooperative Industry Office to formulate a policy. The policies made by the three OPDs are socialized to the market head, market traders, and the MSME community (especially Culinary MSMEs) with instructions for implementing joint selling so that market parties and Culinary MSME actors understand and comply with their obligations and know their respective rights.