Analisis strategi PT Bank Rakyat Indonesia (Persero) Tbk :: Studi pada Bisnis Mikro BRI Tanjung Priok

PUSPANINGTYAS, Novera, Ertambang Nahartyo, Dr.,MSc

2007 | Tesis | Magister Manajemen

Terpuruknya perekonomian Indonesia membawa dampak tingginya Non Performing Loan (NPL) industri perbankan, sehingga memperburuk fungsi intermediari perbankan. Saat ini, industri perbankan nasional dapat bernafas kembali, hal ini ditandai dengan semakin membaiknya rasio-rasio kepatuhan mereka, dan terjadinya peningkatan intensitas persaingan yang tampak dari adanya peningkatan pertumbuhan kredit dan semakin maraknya inovasi-inovasi produk perbankan. PT Bank Rakyat Indonesia (Persero) Tbk. adalah salah satu bank umum nasional yang selamat dari krisis 1997, yang saat ini sukses dengan pertumbuhan yang berkesinambungan pada portofolio produk dan jasa keuangannya. Bank BRI memiliki tiga bisnis, yaitu bisnis mikro, ritel, dan menengah. Bank BRI semakin mendapat ancaman dari ketatnya persaingan dalam ketiga bisnisnya tersebut. Dalam bisnis mikro, Bank BRI menghadapi para pesaing terdekat (Bank BNI dan Bank Danamon) yang mulai menggarap bisnis mikro. Persaingan dalam bisnis ritel sangat ketat, mengingat semua bank umum nasional menggarap segmen ini. Bisnis menengah kembali digarap oleh sebagian bank umum besar, setelah banyak dilanda keterpurukan akibat tunggakan portofolio kredit korporasi di masa krisis. Dengan demikian Bank BRI harus memperkuat kembali posisi persaingan di industri perbankan nasional. Penelitian ini mencoba menganalisis strategi Bank BRI menggunakan pendekatan value chimera. Pendekatan ini menjembatani perdebatan antara strategi konvensional dan new imperatives, juga memungkinkan terjadinya strategi cost leadership dan diferensiasi dapat dilaksanakan secara bersamaan. Hasil penelitian ini menunjukkan strategi Bank BRI dengan ketiga bisnisnya telah membentuk value chimera. Dengan demikian Bank BRI dapat menciptakan keunggulan bersaing melalui adanya interkoneksi, interaksi, interstice, dan sharing pada aktivitas di sepanjang value chimera

The downturn in the Indonesian economy led to an increase of Non Performing Loan (NPLs) in the banking industry which worsened banking intermediary functions. Currently, the national banking industry can flourish again as there are signs of improvement in compliance with the obedience ratio and the increasing competition which is evident from the growth in the credit sector and more and more new innovative banking products. PT Bank Rakyat Indonesia (Persero) Tbk is one of the national public banks which withstood the 1997 economic crisis. At present, the success of Bank BRI is derived from continuing growth in its product portfolios and financial services. Bank BRI is involved in three businesses, micro, retail and middle banking. Bank BRI is being threatened by tight competition in its three businesses. In the field of micro business, Bank BRI is encountering serious competition from its closest competitors (Bank BNI and Bank Danamon) which are starting to enter this field. The rivalry in retail business is very intense because all the public banks are already involved in this business. There is re-growth in the middle business after many corporate portfolios collapsed during the crisis. Therefore, Bank BRI has to strengthen its competitive position in the national banking industry again. This research analyses the strategy of Bank BRI using the value chimera approach. This approach sits as a halfway point between the existing conventions of strategy and new imperatives, which also make cost leadership strategy and differentiation strategy able to be applied simultaneously. The result showed that the strategy of Bank BRI with three of its businesses has shaped value chimera. Therefore, Bank BRI can create a competitive advantage through interconnections, interactions, interstices and sharing activities through its value chimera.

Kata Kunci : Strategi Perusahaan,Perbankan,Value Chimera, value chimera, competitive advantage