*3.3. Respondent Characteristics*

One of the respondents in this study was the owner of a fish processing company; thus, the sample consisted of one small business and 29 microbusinesses. Both characteristics are mentioned in Table 2. In addition, 50% of respondents in small businesses were between the ages of 41 and 50. This age group was regarded as still being capable and ready for the workplace. Most of them possessed either a bachelor's degree (37%) or senior high school degree (37%) as their last degree. Moreover, 87% of business units have been in operation for five to ten years. The respondent who owned the small business was 61 years old and had completed senior high school. In addition, the business had been in operation for more than 20 years. The respondent characteristics are shown in Table 4.

**Table 4.** Respondent Characteristics.


Source: Compiled by the author.

#### *3.4. Descriptive Analysis of Strategic Entrepreneurship*

Descriptive analysis was used to examine how entrepreneurs regarded the implementation of strategic entrepreneurship management in Bogor Regency's women-owned fish processing unit MSMEs based on three input variables: environmental factors, organizational resources, and personal resources. The process variables, namely resource orchestration and output variables, were composed of competitive advantage, value creation, performance generation, and benefits.

Three criteria—dynamics, munificence, and complexity—were used to assess environmental elements as external determinants. A good grade of 4.467 was used to estimate the variable's average value. This outcome demonstrated the superior environmental support provided by the MSME Business System for fish processing units in Bogor Regency. The least favorable average, which was nonetheless seen favorably, indicated capital support from banks and investors. Several business owners chose to borrow money privately instead of applying for bank loans because banks require guarantees, or have challenging application processes and onerous rules. Table 5 displays the descriptive analysis findings.


**Table 5.** Descriptive Analysis of Strategic Entrepreneurship.

Source: Compiled by the author.

A mean value of 4.397 for the organizational resource variable suggests that entrepreneurial leadership and entrepreneurial culture fall into the excellent category. Entrepreneurial leadership is the capacity to persuade others to pursue their objectives, search for possibilities, manage resources strategically, and foster an entrepreneurial environment that will help them stay competitive (Fontana and Musa 2017). Entrepreneurial culture is the term used to describe a company's culture that values not only seeking opportunities but also making money (Utoyo et al. 2020). On the other hand, the indicator of business owners providing opportunities had the lowest average value, indicating that MSMEs were still unable to adequately inform their employees.

The individual resource variable, which had an average of 4.487 responses, can demonstrate an entrepreneur's entrepreneurial attitude toward the opportunities directed to business development with the commitment, decisions, and actions to pursue the opportunities in dynamic environmental conditions (Gillin et al. 2019). This result gave the rating 'excellent'. On the other hand, the average for the entrepreneurial agility score was the lowest. It might be said that Cibinong District's fishery product processors continually adjust to market conditions in an effort to maintain the continuity of their businesses.

The capability to manage resources (structure), resources that turn into capabilities (bundling), and capabilities to provide value for customers were all included in the resource orchestration variable, which similarly had a mean value of 4.489 (leveraging). This placed it in the excellent category. Strategic entrepreneurship management demonstrated a great ability to give MSMEs a competitive edge, create value, and deliver performance and benefits for businesses, people, and society.
