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Transformasi kapabilitas dan strategi perusahaan penyedia layanan broadband menghadapi era bisnis digital (studi kasus telkom group)
Get PDFThe growing Information and Communication Technology (ICT) industry leads to the convergence of services. The use of the voice services has a downward trend; on the other hand, the data traffic has an upward trend. Increased data traffic is due to increased internet usage as a result of the changing business environment of broadband services that is the increasingly growing use of application and content businesses. The company business environment has experienced a high turbulence situation, marked by the increasing competition among companies. The latest challenge of global companies is the Over the Top (OTT) service, a service that provides applications and contents. The impact felt by the broadband service provider company with the presence of OTT is the decline in its revenue (voice and SMS services) and increased data traffic.
Based on the above problems, this research had the following objectives: 1) to analyse the situational capability of the broadband service provider company in digital business era, 2) to analyse the factors influencing the transformation of capability of the broadband service provider company in facing digital business era, 3) to formulate the strategy of the provider in facing the digital business era, 4) to design conceptual models related to the broadband provider business in the digital business era, and 5) to formulate some implications in the efforts of the company to survive, grow and sustain.
The field research was conducted at a TIK company in Indonesia, namely, Telkom Group from May 2017 to December 2017. The primary data obtained directly from respondents through questionnaires and in-depth interviews, while the secondary data were obtained from literature studies and other data related to the study. Sampling was conducted by a purposive sampling method and snowball sampling.
The methods used in the situational analysis were the descriptive analysis and quantitative analysis. The descriptive analysis was used in the analyses of gap, structure, conduct, and performance based on the secondary data resources and performances of the broadband service provider companies. The situational analysis was used to determine the company capability gap using the capability diagnosis from Ansoff and Donnel (1990). The Structural Equation Modeling (SEM) method was used in the factor analysis that influenced the transformation of the company capability. The Analytical Network Process (ANP) method was used in the priority analysis on the capability transformation and strategies of the broadband service provider company in facing the era of digital business.
The situational analysis of resources indicates that broadband service infrastructure is not evenly distributed throughout Indonesia, and mobile frequency spectrum allocation is limited, and also data traffic is experiencing high growth. The result of the situational analysis on the company performance shows that the growth of the data traffic was larger than that of the data income. The results of structural, conduct, and performance analyses show that high levels of market concentration for the broadband service industry in Java area and outside Java; therefore, the broadband service provider company should behave collusion behavior, that is by cooperating with its fellow broadband service provider companies. The latest challenges come from the OTT global companies and from the national OTT companies. The other situational analysis results show that the capability of the broadband service provider is not fit to face the challenges in the application and content businesses. It is shown based on the diagnostic results that there is still a gap between the capability of the company with the expected level of future environmental turbulence in the era of digital business.
The results of the analysis on the capability transformation factor show that the broadband service provider company needs to pay attention to the variable of the environmental turbulence, especially the indicator of market turbulence. The company should be able to read market changes that affect its business, and it should focus not only on connectivity business but also on creative efforts leading to digital business. Digital business challenges can be a business opportunity by utilizing the connectivity business advantage by determining management decisions in the form of the appropriate business model and by managing and controlling the implementation. The next attempt is to transform with the execution of management decisions based on the existing process or the existing repair that can produce optimal output. The process of learning and knowledge creation in the transformation process is expected to foster innovation and increase productivity.
The priority analysis on the capability and strategy transformations shows that the highest cluster priority that needs to be considered is dynamic capability. The efforts of the broadband service provider company in coping with the digital business era include the sensing of the business environment to produce sustainable and growing marketing performance by establishing appropriate company management decisions and by conducting the transformation capability process with a collaboration strategy.
A managerial implication that can be formulated is that the company conducts the capability matching toward the environmental turbulence and needs to enhance its profile of management capabilities with their uniqueness. To produce the company optimum performance and to enhance its capability require 3 dynamic capability activities. The efforts to transform the strategy undertaken include the sensing of the business environment to produce sustainable and growing marketing performance by establishing appropriate company management decisions and by conducting the process of capability transformation with a collaboration strategy. The theoretical implications that can be formulated include the efforts to increase the company capability on high turbulence using RBV approach and strategic fit.
Further research on dynamic capabilities in the digital business era shall test the research model on the mobile broadband service provider industry in Indonesia
The impact of branchless banking program on the performance of households micro and small business in rural area a case study in bogor district, west java indonesia
Get PDFOne approach to achieve inclusive financial goals as a form of financial
delivery channels to serve the 'unbanked' and 'underbanked' communities--most of
whom live in rural areas-- is Branchless Banking (BB). BB is limited financial
services provided by financial service providers, such as banks to customers
without having to come to the bank office. To that end, banks use third parties
called agents as an extension of bank services in the rural areas as well as using
information technology. The BB program is the fifth pillar of the National
Strategy for Inclusive Finance (SNKI), which was declared in 2012. Bank
Indonesia (BI) named its program as the Digital Financial Service (LKD) and
Financial Services Authority (OJK) calls it as "Layanan Keuangan Tanpa Kantor
Dalam Rangka Keuangan Inklusif" or "Laku Pandai"—Non-Office Financial
Services in the Framework of Financial Inclusion.
The OJK report of the third quarter, 2016 indicates that the BB program has
been implemented in the community. However, there has been no publication of
the success of the program regarding goals in the Inclusive Finance Strategy. This
study aims: (1) To portrait the implementation of BB program in rural areas, (2)
To analyze the implementation of BB program in accordance with its function to
eliminate price and non-price barriers, (3) To analyze the existence of target
groups (customers) involved in the BB program, in terms of production activities
and financial transactions related to the goals of the Financial Inclusion Strategy,
and (4) To analyze the potential of economic development of target groups
(customers) related to the development of BB program.
Portraits in the field indicate that there are still few micro-small business
actors around the agents involved in the program. The frequency of transactions
conducted by business households on BB agents is relatively low, and tend to use
cash (cash basis). In general, transactions are made for the purposes of payment
transactions.
The evaluation of BB program implementation with principal-agent
approach reveals several problems that occur in the selection process, including
the adverse selection behavior of the (prospective) agent and moral hazard
behavior of the agent. Problems occurring in the selection process such as the
location of the BB agent close to the "Mini-mart", the agents are adjacent to each
other (in one village there are more than one agent from the same bank), the
location of the agent is close to the bank office. Other issues that are also involved
in the selection process are the presence of a passive 'big' agent and caused
reluctance of 'small' people to make transactions with that agent, aside closed on
Sundays. It was revealed that agents brought EDC machines to other locations and
thus become inactive in serving the community at the listed locations.
Related to adverse selection behavior, there are agents who also have
business activities as collector of electricity payment and agent who has business
as operator of financial transaction to surrounding community by using internet (internet banking). Thus, transactions occurring still the transaction in form of
"transferring" and transactions stages do not reflect the growth of the target
number as expected in the Inclusive Finance Strategy. Another issue related to
adverse selection is that there are spouses of agents who have business activities
as informal credit lenders. This type of business is contrary to the program's goal
of creating a formal financial system in the rural areas.
On the other hand, in exercising its role as an extension of bank services in
rural areas, agents have the potential to engage in moral hazard behavior, which is
inconsistent with the bank's objectives as principal. Some kinds of that behaviors
are mark-up the tariffs, prohibition using customer ATM card as well as the
behavior of pseudo transactions. Problems in the process of agent selection and
moral hazard behavior can be a barrier in the form of price and non-price for
achieving inclusive financial goals through the BB program.
This study also conducts an analysis of the behavior of households business
that conducts financial transactions through BB agents. The model explains that
the BB program (value of transactions) affects the economic behavior of
households business through non-food consumption expenditure. In contrast,
households economic behavior does not affect the BB program. The behavior of
investment variables explains that the business characteristics of the households
involved in the BB program are those that are traditional and relatively stagnant.
The model also explains that the savings program is potentially developed through
savings programs for school children.
The simulation results indicate that the development of the BB program in
rural areas has not been linked to production development activities as expected in
inclusive financial policies through the BB program. Furthermore, the simulation
results in the form of a combination of the increase in transaction value and
investment show that with traditional and stagnant business characteristics, in
order to achieve better results that in line with the goals of the Financial Inclusion
Strategy, the development of the BB program needs to be accompanied by other
programs that can increase the business capacity of small micro enterprises in
rural areas
Analisis faktor-faktor yang memengaruhi daya saing dan impor susu bubuk di indonesia periode 2006-2015
Get PDFIndonesian government gives independency to milk processing industry (IPS) to import milk raw materials without the obligation to absorb domestic milk production. Based on data from Directorate General Directorate General of Livestock and Animal Health, Ministry of Agriculture, 70-75% of milk consumed still depends on imports. The use of imported milk raw materials by IPS due to the production and quality of domestic milk has not been able to meet the needs. One of the productions of IPS is powdered milk that requires quality raw materials and economical. The real price of imported powdered milk is more economical with preferably specifications. The condition should encourage the development of domestic cattle and milk powder industry to improve its competitiveness. Therefore it is important to conduct this research aim for (1) Analysis of factors that affecting competitiveness of domestic powdered milk industry; (2) Identification and analysis of factors that become determinants of powdered milk import in Indonesia; and (3) Strategy recommendation formula to improve the competitiveness of domestic powdered milk industry.
The result of descriptive analysis using Diamond Porter model shows that the factors that are considered to determine the competitiveness of domestic milk powder industry are: 1) Government role factor on attribute of government policy in trade 2) Related industrial and supporting industries factor on attribute of Milk Processing Industry (IPS), and 3) Strategy, structure, and competition factor on attribute of corporate strategy. Meanwhile, the factor that are considered less decisive is related industrial and supporting industries factor on cooperative attribute. Meanwhile, the quantitative analysis of Engle-Granger Cointegration and Error Correction Model (ECM) is used to identify and analyze the factors that become determinants of powdered milk import in Indonesia. The type of data used in quantitative analysis is secondary data consists of time series data from 2006-2015. The results of descriptive and quantitative analysis will then be used as information to formulate a strategy recommendation that to improve the competitiveness of domestic powdered milk industry.
The result of descriptive analysis using Porter’s Diamond model shows that in powdered milk industry, natural resources, human resources and capital resources are still weak so they can not compete. Nevertheless, Indonesia still has a great opportunity to compete in producing domestic powdered because the demand for powdered milk continues to increase. Based on the results of the quantitative analysis using the Engle-Granger Cointegration method, factors that significantly affecting powdered milk import in the long term are import real prices, real exchange rate, real income per capita, and import tariff. Based on the ECM analysis, significant factors that affecting powdered milk import in the short term are domestic production, domestic real prices, real income per capita, and import tariff.
Based on the results of descriptive and quantitative analysis, then formulated a strategy recommendation to improve the competitiveness of powdered milk industry. In order to improve the competitiveness of powdered milk the government needs to restrict imports of milk powder and provide incentives to IPS to produce milk. Then IPS needs to improve cooperation with farmers and cooperatives as a supplier of raw milk powder. In addition, AIPS should make their own farms in order to control the quality and price of raw materials. Long-term recommendations include maintaining real exchange rates and reducing the real price of powdered milk by focusing on cost efficiency in the upstream sector and providing incentives in the form of tax allowance or import duties borned by the government on IPS to develop dairy farms. Furthermore, short-term recommendation is to shift production of powdered milk raw materials by mapping of farms location hence control by ministry can be comprehensive and effective
Analisis pemilihan nazhir dalam optimalisasi pengelolaan wakaf uang melalui perbankan syariah
Get PDFThere is a gap between the potency and the real data of cash waqf raising
in Indonesia. So it needs an effective strategy to develop the potential of cash
waqf. On the other side, Islamic Banking in Indonesia needs a breakthrough to
increase its market share and provide benefits aligned with maqashid syariah.
This research aims to analyzing whether the Islamic Bank can be an
alternative to institutional development of cash waqf in Indonesia (Nazhir), and
analyze the strategies needed to optimize the management of cash waqf. This
research uses descriptive quantitative and qualitative approach based on study of
literature, observation, and quetionnaire using analytical network process (ANP)
method.
The alternative selection of cash waqf management strategy through
competent and professional Nazhir is determined by five criteria including
Accountability, Product, Human Resources, Regulation, and Reach (Network). In
nazhir selection’s analysis in optimizing cash waqf management, these five
criteria have an important role in accordance with their respective functions to be
able to produce management strategies and development of cash waqf through the
competent and professional Nazhir. Result show Islamic Banking is the most
recommended Nazhir in determining the potential development strategy of cash
waqf with the highest weighted score. Accountability is the most influential
criteria in determining a cash waqf development strategy with Professionalism of
Management as the most influential sub-criteria
Analisis efisiensi perbankan sebelum dan setelah krisis keuangan tahun 2008
Get PDFBanking sector have important role in the process of development and growth as main indicator economic stability of the country, hence banks become industrial which was very regulated by government. Global financial crisis has given negative effects for economic growth especially banking. Performance measurement of banking efficiency is useful to quantify the growth of banking industries and also to overcome the problems of financial performance that occurred in banking industries. This study aims to measure the performance of banking efficiency and productivity before and after the global financial crisis.
Through purposive sampling the sample obtained 88 conventional banks in Indonesia during the period of 2001 to 2016. The analysis that will be used to find out the efficiency of the bank was Data Envelopment Analyze (DEA) and the Malmquist Index will be used to determine bank productivity.
This study concluded that banking Indonesia was inefficient in its intermediation function. The results showed that the perfomance efficiency score before crisis was 0.806 and score after crisis was 0.812 and there was no significant difference between efficiency performance before and after global crisis. The banks that were efficient are Bank Mandiri (Persero), Tbk; Bank Rakyat Indonesia (Persero), Tbk and Bank Central Asia, Tbk have the highest asset. Banks with high asset have broad market forces and networks that are more efficient than banks with smaller asset. That indicates a strong impact of the total assets to the bank’s level of efficiency. Citibank NA and Standard Chartered Bank which wasnow known as foreign banks also efficient. The productivity of banks after crisis was increasing. Malmquist productivity banks was increasing during the period and the score is 1.002, indicated that technological change index was a major source of productivity. Technological change would force banks to be more efficient and productive
Implikasi oil price shock terhadap return saham tingkat sektoral di pasar modal indonesia
Get PDFThis study investigates the impacts of an oil price shock on sector returns in
the Indonesian stock market. Oil prices and the stock market are both important
elements of the Indonesian economy. This research attempts to characterize the
impacts and causality relationship between oil price shocks and sector returns, with
time segmentation based on structural breaks in oil price data during 1996–2016.
We applied structural-break analysis to oil prices using the Bai-Perron
procedure and identified three break points, thereby dividing the data set into four
regimes. We analyzed the impacts of oil price shocks and sector returns using an
unrestricted Vector Autoregression (VAR) model. The findings indicated that
impacts of the oil price shocks on sector returns vary depending on the regime
wherein the shocks occurred. Generally, during low and stable oil price regimes, oil
price shocks do not impact sector returns significantly, whereas for high oil price
and high volatility regimes, oil price shocks affected some sectors significantly.
The oil price is determined by the supply and demand mechanism. The supply
of crude oil is relatively inelastic with respect to prices because the discovery of
reserves and its development takes a long time, whereas the demand for crude oil
is also relatively ineslastic as petroleum has only few direct substitution products.
Oil price shock is a significant fluctuation of petroleum prices. Fluctuations in the
oil price can be driven by aggregate demand, precautionary demand, and supply
side (Kilian 2009). The combination of these factors is referred to as a "regime", in
this study the prevailing regimes are identified by structural breaks analysis.
Structural breaks analysis of petroleum price data was conducted using Bai-
Perron procedure and successfully identified three breakpoints that divided the
range of data into four different "regimes". Regime 1 in the range January 1996 to
October 2003 had characteristics of lower and relatively more stable petroleum
prices, Regime 2 from November 2003 to July 2008 was a transition from low to
high prices marked by a large price increase, Regime 3 in August 2008 - November
2012 has the characteristic of high and fluctuating petroleum prices, and Regime 4
in December 2012 to December 2016 is a transition from high price to low price
characterized by a negative slope.
The impact of oil price shocks and sectoral returns is analyzed using the
vector autoregression (VAR) model. The oil price data is transformed into the rate
of change and sectors’ indices data are transformed into sectors’ returns. VAR
analysis at the level is performed after unit-root test confirmed the time series data
are stationary. A VAR model is built for each pairs of variable rates of changes in
oil prices and returns of a sector. Lag length of the VAR model for each sector is
selected based on the Akaike Information Criterion (AIC) criteria. Based on the
VAR model, the effect of oil price shock on sectoral return is analyzed by using
impulse response function, variance decomposition, and granger causality.
The analysis results show that the impact of oil price shocks on the return of
each sector varies, depending on which regime the shocks occur. In general, in
regimes where oil prices are low and stable, the impact of oil price shocks on sector
returns is insignificant, while for those regimes where oil prices and volatility are
high, oil price shocks affect several sectors in the Indonesian Stock Market
significantly. In line with Sadorsky’s (1999) study which states that the increase
and decrease in oil prices have different effects. Oil price shock in the form of price
appreciation has a greater effect than the depreciation of oil prices.
In the low oil price regime, Regime 1, causality is not significant for all
sectors. Whereas in the high oil price regime, Regime 3, the causality relationship
is significant for all sectors, except for Miscellaneous Industry Sector. During the
transition from low to high oil prices, Regime 2, the contribution of oil price levels
to changes in the sector's rate of return increased for all sectors. While during the
transition from high to low price, Regime 4, the contribution of the rate of oil price
changes to the return of each sector decreased. Oil price shock can be a signal of
return of a sector depending on which regime oil price shocks occur.
The results of this research can be utilized in investment portfolio
optimization through sector rotation, an investment strategy by reallocating
investments from one sector to another. The effect of petroleum prices on a sector
differs depending on which petroleum price regime is in effect
Strategi peningkatan kinerja bank sumsel babel
Get PDFThe improvement of the economy in South Sumatera and Bangka Belitung Province, followed accompanied by massive infrastructure construction in Palembang city, has become a potential investment for commercial banks to offer more varied products and services.
Bank of Sumsel Babel (BSB) as a regional bank should be a Bank Regional Champion (BRC) in their region and must improve its performance in order to compete with other commercial banks that have a good system. This study aims to 1) identify the performance achieved by BSB; 2) analyze the internal and external factors that affect the performance of BSB; 3) formulating to improve its performance; 4) formulating architecture strategic to improve performance of BSB.
Descriptive method used to identify performance, Internal Factor Evaluation (IFE) Matrix and External Factor Evaluation (EFE) Matrix were used to analyze internal and external factors in BSB, SWOT Matrix is chosen to create and define strategies to be implied and Architecture Strategic used as a process to implementation strategy. SWOT Matrix results in this study yielded 12 alternative strategies chosen as BSB's performance improvement strategy. 12 alternative strategies is a) Market expansion into trade and industry sector, natural resources management and mega project regional b) Adding outlet that has business potential c) E-banking socialization to officer and customer d) Fee based income application maximalist e) Customer Relationship Management (CRM) f) Higher job requirement standard g) Auditor selection for KPI h) Online promoting to community, school i) Align with bank competitor or non-bank institution i) Credit excellent service j) IPO processing to add capital k) Keep government customer.
Based on Architecture Strategic results, the sequence of strategies for the next five periods. Through architecture strategic, BSB can enhance competitiveness by creating an internal strength of the organization among other competitors in the banking industry. The implementation of BSB's architecture strategic begins with internal improvement of the company starting from improving the quality of human resources and IPO for additional capital. This strategy is expected to improve BSB performance
Perancangan pengukuran kinerja pt. gemilang kencana abadi
Get PDFPerformance measurement is one of the most important factors for the company. These measurements can be used to assess the success of a company and can also be used as a basis for future corporate strategy. Traditional performance measurement systems are generally more emphasis on financial aspects, whereas performance measurement based only on financial benchmarks is no longer adequate. Kaplan and Norton (2000) explain that the Balanced Scorecard is a new framework for integrating various measures derived from corporate strategy. The Balanced Scorecard also introduces the drivers of future financial performance. Performance drivers that include customer perspectives, internal business processes, and learning and growth are derived from the process of drafting a firm strategy that is executed explicitly and strictly into real goals and measures.
PT Gemilang Kencana Abadi is a trading company established in 2013. The business run by PT Gemilang Kencana Abadi focuses on selling corn, caramel, salt, popping oil and popcorn machine from united states which will be sold to movie theater / theater in Indonesia. PT Gemilang Kencana Abadi in its business journey increasingly gained big trust from consumers in Indonesia. This is evidenced by the positive growth rate associated with the number of market stores that continue to grow from 2014-2017. So far the company has no experience in building and running the factory. According to Head of Operaton of PT Gemilang Kencana Abadi, things that need to be prepared are big capital, quality human resources both inside and outside Jakarta, preparation of job description and standard of operational procedure more structured, and permission to build factory. During this performance measurement is done based on the increase in total revenue and growth of the number of market stores each year. This shows that the performance measurement conducted by the company has not been implemented thoroughly. By looking at these facts researchers will measure performance that not only covers the financial side and growth of the number of consumers only, but by using the concept of Balanced Scorecard. This research will analyze and measure the performance of PT Gemilang Kencana Abadi based on four perspectives that are financial perspective, customer perspective, internal business process perspective, growth and learning perspective. Data used in this research are primary data and secondary data. Primary data were obtained by direct observation, interview and through questionnaire. While secondary data collected through literature study. Data collection is carried out to obtain the information needed in order to achieve the research objectives. Based on the research results can be formulated into four perspectives, seven strategic goals and twelve key performance indicators to measure the performance of PT Gemilang Kencana Abadi. These four perspectives are financial perspective, customer perspective, internal business process perspective and learning and growth perspective. The strategic targets for a total of twelve are from a financial perspective with one strategic goal, a customer perspective with two strategic goals, an internal business process perspective with two strategic goals and a learning and growth perspective with two strategic goals. Key performance indicators are used to measure the performance of PT Gemilang Kencana Abadi consisting of twelve percentage of profit, percentage of sales volume, percentage of purchase by main customer, number of exhibitions attended by PT Gemilang Kencana Abadi, percentage of purchases by new customers, returns due to defects, percentage of products that can be fulfilled according to schedule, percentage of claims resolved, number of training to develop employees, percentage of employee attendance in training held, percentage of employees who know job description, percentage of understanding and use of new technology by employees.
Furthermore, the weighting of perspective, strategic objectives and key performance indicators with Analytical hierarchy process (AHP) and processed using Software Expert Choice 2011. Customer perspective is a perspective with the highest priority level followed by learning and growth perspective, internal business process perspective, financial perspective. The implementation results show that the performance of PT. Gemilang Kencana Abadi in 2017 is in the medium category with a score of 86.50. Strategic targets in the red category are improving customer relationships and improving employee skills.
Managerial implications that can be recommended based on the results of analysis for PT Gemilang Kencana Abadi is as an effort to improve the performance of the company performance appraisal using Balanced Scorecard is feasible to implement. Balanced scorecard able to measure various aspects in the company that is financial perspective and non-financial perspective. Furthermore, there are some things that need to be done by PT Gemilang Kencana Abadi, so that the company's performance assessment can be done on an ongoing basis. Things that can be done by companies such as making a clear and neat record associated with all matters relating to the activities of PT Gemilang Kencana Abadi. Recording of financial statements, recording of old and new customer data, recording job description of each part and recording of products and other records that are considered important. PT Gemilang Kencana Abadi also should have a target on the performance to be achieved during the next year
Analisis faktor-faktor yang memengaruhi non performing loan kredit konsumer (studi kasus bank xyz: kantor cabang abc)
Get PDFBank is a financial institution that have an important role in an economy of a country that can affect the economy both micro and macro. Banking has large market share of around 80% of the entire financial system in Indonesia. The bank has an important function in the economy matter, namely as a financial intermediary, that is raising funds from the public in the form of deposits and redistributing these funds to the public in the fomr of loan. The role of banks as financial institutions has never been separated from the loan probles. Funds redistribution is the bank’s main activity. The greater the amount of loan distributed, the greater the risk that must be borne by the bank. Therefore, it is important for the banks to pay attention to the quality of loan.
Bank XYZ is one of the banks in Indonesia that has stood for a long time and also known as a bank that is focused and consistent in the micro, small, and medium business sectors. During the last five years from 2013 to 2017 Bank XYZ’s loan growth experienced an increasing trend. However, the growth of the loan accompanied by an increase in NPL, where the highest increase occurred in 2015 at 0.34%.
Bank XYZ took part in the competition in the consumer loan for the first time in 2007 by issuing three types of loans, that is mortgage loans, vehicle loans, and multi-purpose loans. From 2013 to 2017, bank XYZ’s consumer loan recorded a positive growth trend. The smallest growth occurres in 2015 which was 3.78%. However, the growth of the loan was followed by absolute NPL which is also increased. Although in percentage terms the NPL has decreased in the past five years.
This research took a case at the branch ABC of bank XYZ, where the branch ABC office is a special work unit that have the same level as the bank XYZ regional office but operate as operational branch offices (serving public). The branch ABC has the second largest consumer loan portfolio of all bank XYZ work units throughout Indonesia, amounting Rp 3,021 billion. Even though it has the second largest portfolio, it can only generate profits of Rp 1,666 billion, still lower than other regional work units, especially in DKI Jakarta. Judging from the loan quality, the branch ABC NPL showed poor performance compared to the bank XYZ located in the Jakarta area, having the third highest absolute NPL from all offices in throughout Indonesia.
Based on the problems, the objectives of this research are to identify the characteristics of debtors based on the collectability of bank XYZ debtors and analyze the factors that affect non-performing loans. By doing a descriptive analysis of the internal factors of debtors of consumer debtors of bank XYZ, based on the collectibilty and the collectability level and analyzing the factors that affect the NPL consumer loans using logisctic regression analysis. Variables of internal debtor factor include gender, age, marital status, education, employment, tenor, collateral value, and debt burden ratio. The results of the analysis are consumer loans are dominatesd by male (71.3%) with a percentage of NPL 2,4. With a percentage of NPL of 2.4%, age 31 – 40 (39.5%) with NPL of 2.9%, marital status (77.6%) with NPL of 2.6%, S1 education (67.4%) with 2.7% NPL, fixed income work (80.7%) with 2.5% NPL, collateral value at intervals> 150 million - 300 million (29.9%) with 4.9% NPL, and 61 - 120 months tenor ( 40.2%) with 3.3% NPL. Furthermore, modeling is carried out throughloistic regression which can providde information on variables that influence the Bank's XYZ consumer loan NPL at the ABC branch office. Variables that have a significant effect are gender, education, employment, and tenor / credit period at a real level of 10%. Variables information on variables that influence the Bank's NPL consumer loan at the Branch BC office. Variables that have a significant effect are gender, education, employment, and tenor / Bandai 10%
The managerial implications that need to be considered are further model development such as the prediction of the time the debtor's ability to pay credit, the debtor will jam, and other segmentations, in-depth direct review to obtain complete and accurate information from the debtor for the purpose of using credit, and conformity between terms time given with the ability to pay the debtor every month
Perumusan strategi bisnis pt.bprs bina amwalul hasanah depok
Get PDFA report of Indonesian Bank about the growth number of sharia banking in Indonesia from the year 2011 up to the year 2015 only 1 percent. This low growth number of sharia banking industry is related to the asset growth, the third-party fund accumulation, the distributed funding, Finance to Deposit Ration (FDR), and Non Performing Financing (NPF) from the sharia banking situation during those periods.
Based on the data from the year 2011 up to 2015 in PT BPRS Bina Amwalul Hasanah indicates there is a decreased working performance which was reflected from a poor financial ratio; the asset growth value, the value of the third-party fund accumulation, and the value of the company NPF which keep decreasing. The decreased working performance of PT BPRS Bina Amwalul Hasanah is a problem which needs to be identified to determine a good and appropriate business strategy formula for the decision maker (especially the shareholders) to decide a priority step and strategy which should be done to maintain and to develop the business.
Based on those backgrounds, this research is aimed to identify the internal and external factors which will influence PT BPRS Bina Amwalul Hasanah to perform the business, to analyze some business strategy alternatives which PT BPRS Bina Amwalul Hasanah can do refer to the internal and external factors and to formulate the appropriate business strategy fits to PT BPRS Bina Amwalul Hasanah.
This research is carried out by a qualitative method by giving questionnaire to five experts from the management of PT BPRS Bina Amwalul Hasanah and the external side which is intentionally chosen. In the first step, to identify the internal and external factors which the results will be analyzed by using IFE Matrix and EFE Matrix, afterwards the next step is to analyze IE Matrix to identify the currently company situation and the last step is to analyze QSPM to determine the high priority of alternative strategy formulation.
The identification result of internal factor will get the strengths and the weaknesses that PT BPRS Bina Amwalul Hasanah has, which influenced the company working performance. The internal strengths that PT BPRS Bina Amwalul Hasanah has, are the strategic location and the good relationship to some parts. Mean while the internal weaknesses that PT BPRS Bina Amwalul Hasanah has, didn’t have a good organization management, a satisfactory financial ratio, and the bank has a limited financial scheme. The identification of the external factors will get the opportunities and the threats that PT BPRS Bina Amwalul Hasanah has, which will influence the company business growth directly. And the opportunities PT BPRS Bina Amwalul Hasanah have, are the sharia-based market potential, promotion tools, and the easy and rapid product marketing, and information and technology development which is keep developing and more sophisticated in banking business. The threats PT BPRS Bina Amwalul Hasanah that need to be solved are the loss of angkot (a public transport) financial market potential, the slow economic growth in Depok, the competition from other financial institutions and the developing core banking system.
The IFE Matrix analyze is achieved the overall score IFE from PT BPRS Bina Amwalul Hasanah amount of 1.82 and from the EFE Matrix analyze is obtained the overall score IFE from PT BPRS Bina Amwalul Hasanah amount of 2.15. The obtained scores from IFE MATRIX and EFE analyzes are still under the average amount of 2.50. It indicates that PT BPRS Bina Amwalul Hasanah to define the strategy alternative has not made use of its internal potency and to solve its weaknesses to fulfill the opportunities and to face the threats to compete in banking industry, especially to compete with other BPRS. From the analyze result of IE Matrix indicates that PT BPRS Bina Amwalul Hasanah position is in cell diagram VI (divest) which means released strategy or divestment, in that position the strategy should be prepared is defensive strategy. In this divestment position, PT BPRS Bina Amwalul Hasanah should prepare the appropriate strategy alternative based on the internal factors which are the strengths and the weaknesses to face the external factors which are the opportunity and the threats. The alternative strategies which are obtained from the IE Matrix, are the whole divestment strategy, the asset increase strategy, and partly divestment strategy.
Those three strategies has become a relative attraction of experts to decide the main strategy, and the first priority is the whole divestment strategy which amount of TAS score = 5.66, the second priority is the asset increase strategy which amount of TAS score = 5.63 and the third priority is partly divestment strategy which amount of TAS score = 5.43. Referred to the QSPM analyze to define the priority strategy, it seems that the whole divestment strategy is the high priority of PT BPRS Bina Amwalul Hasanah. The managerial implications of whole divestment strategy is to release or to sell all shares to other sides, because the previous shareholders are not interesting anymore and able to carry out the business currently. The asset increase strategy can be another option to increase the company financial ratio. The monitoring and the evaluation should be done thoroughly nowadays, by PT BPRS Bina Amwalul Hasanah management to maximize all potencies and advantages have, and by keeping to respond all weaknesses and threats well from the competitors to reach the company target