Strategi Bank BNI meningkatkan portepel Kredit Ritel Produktif

LAGO, Imam Rasyidi Serio, Gudono, Dr.,MBA

2006 | Tesis | Magister Manajemen

Strategi Bank BNI melakukan penambahan sentralisasi proses kredit (SKC) menjadi 45 unit di tahun 2005 belum dapat meningkatkan portepel kredit ritel produktif secara signifikan. Selama 2 tahun terakhir pertumbuhan kredit ritel produktif menunjukkan trend menurun yaitu tahun 2003 tumbuh 34,6%, tahun 2004 tumbuh 9,2% dan tahun 2005 tumbuh 3,4%. Selama tahun 2005 sebanyak 290 debitur dengan outstanding Rp. 183,6 miliar pindah (take over) ke bank lain. Rendahnya ekspansi kredit dan cukup banyaknya debitur Bank BNI yang pindah ke bank lain menunjukkan bahwa strategi pengelolaan dan pengembangan kredit ritel produktif belum berjalan seperti yang diharapkan. Hasil analisis eksternal dengan tools analisis lingkungan industri, driving forces, competitive forces dan key success factors menunjukkan bahwa lingkungan bisnis masih kondusif bagi Bank BNI untuk melakukan ekspansi kredit ritel produktif. Hasil analisis internal dengan tools analisis kinerja menunjukkan bahwa Bank BNI masih menghadapi permasalahan rendahnya ekspansi kredit ritel produktif dan lambatnya proses kredit yang disebabkan oleh faktor pricing/rate yang tidak kompetitif, masalah sistem dan prosedur, kompetensi sumber daya manusia dan teknologi informasi yang belum mendukung walaupun Bank BNI sudah mempunyai visi, misi dan strategi baru. Penulis memberikan saran kepada Bank BNI untuk memperbaiki strategi pengelolaan dan pengembangan kredit ritel produktif dalam hal sistem dan prosedur kredit disederhanakan, pengelolaan sumber daya manusia sesuai kompetensinya, penetapan pricing/rate yang menarik dan bersaing serta perbaikan teknologi informasi sehingga menunjang percepatan bisnis yang diharapkan manajemen.

The strategy of Bank BNI in expending the number of credit processing central unit to a total 45 units in 2005 could not be able to increase retail productive credit significantly. During the last 2 years, the growth of retail productive credit has shown a declining trend, with a 34,6% in 2003, 9,2% in 2004 and 3,4% in 2005, a total of 290 debtors with outstanding fund of 183,6 billion rupiah moved to other banks (taken over). The low rate of credit expansion in addition to a number of debtors that moved to other banks showed that the bank BNI’s strategy in managing and developing retail productive credit did not work as expected. The result of external analysis by using tools analysis toward industry environment, driving forces, competitive forces and key success factors showed that business environment still conductive for Bank BNI to continue expanding its retail productive credit. The result of internal analysis by using tools analysis performance showed that Bank BNI still faced the problems of low expansion of credit and the slow credit processing. It was caused by low competitive pricing or rate, system and procedure problems, the lack of human resources competency and information technology advancement despite Bank BNI’s has new vision, mission and strategy. The writer recommends Bank BNI to fix the strategy of management and development retail productive credit by simplifying the system and procedure credit, managing human resources based on competency, setting up competitive pricing or rate and advancing information technology to support business expansion as expected by the management.

Kata Kunci : Kompetensi Sumberdaya Manusia,Kredit Ritel Produktif,Bank BNI,Key Success Factor, key success factors, performance, pricing, system and procedure, human resources competency, information technology