Evaluasi strategi bersaing PT Bank Mandiri (Persero) Tbk dalam meningkatkan Fee-Based Income

YASIR, Muhammad, Supriyadi, Dr.,M.Sc

2007 | Tesis | Magister Manajemen

Situasi bisnis perbankan yang makin kompetitif memaksa Para banker lebib jeli mengenali diri dan lingkungannya, serta rnelengkapinya dengan strategi yang cocok agar bisa memenangkan persaingan. Perang terhadap pendapatan fee based, yang mulai agresif sejak persaingan menyalurkan kredit justru relatif longgar karena bank lebih hati-hati, disamping kondisi lingkungan ekonomi makro kurang kondusif karena melambatnya perkembangan sektor riil. Persaingan dalam perolehan fee based income, makin keras seiring dengan bertarnbahnya bank-bank asing rnasuk ke Indonesia atau banyaknya bank-bank lokal yang dibeli oleh bank-bank asing. Dapat dimaklumi, bank-bank asing yang berjumlah 11 (sebelas) bank membawa inovasi-inovasi teknologi yang sangat kreatif, Begitu juga bank-bank lokal yang mereka beli, biasanya mengadopsi teknologi dan strategi dan bank induk hist. Marker share yang liras didukung pula oleh tren rnmyarakat yang burial skirt kemudahan„ keeepatan, dan efisien. Jana pclayanarAtur produk u.rituk rnenclaratkan fee hosed income, sr ngat berkaitan dengan produk-produk. Jana (funding) scperti. Giro dan Tabungan_ Untuk tetap kornpetilii, bank hares mengintegra.si proses bisnis mercka dengan pclangganinasababi. supplier, dan mitra b 'mak_ Setiap perusahaars khususnva perbankan harus m emi I iki keunggulan kornpotitir agar etap bertahan, bahkan unggul da.larn persaingan. Strateginya hams suswinable_ clan bagairnana agar tidak rnu.dah did.ru olch bank-bank pesaing. Sebinua natitinya dapat rriernberikan superior performance_ Dalarn menghadapi sciiap tekanan dari pelaugani nasabah., pars pesaing„ dan regulator, Industri perbankan khususnya Bank Mandiri., harus mernberikanitheriyediakan irivesMsi teknologi yang up to date. Transaksi perbankan suds tidalc lagi bcrhadapan muka (face lo face) dengan nasabahr sera sernakin tidak ada lagi pernbatas (borders s), riantin.ya akan rnernungkinkan periumbuhan bisnis yang efigien, yakni dengan: integrasi dan customer focus. Untuk mcrriadi erektif, customer focus gitategies memerliikan koruhinasi SDM, peruhahan budaya, dan perubaban tettadap proses hi sn is. Sernuanya harus bed Man herirnigan.

To remain competitive, enterprises have to integrate their business processes with their customer, suppliers and business partners. Increasing collaboration includes not only global multi national enterprise, but also an organization with its relationship ,to and business processes with its business partners. Standards and technologies permit business partners to exchange information, collaborate,. and can out business transactions. Every company Gras to have sore degree of competitive advantage in order to Survive. Ideally. competitive advantage should be sustainable irr that the strategy that provides it cannot be imitated by competitors. Creating and sustaining competitive advantage is necessary in developing a strategy that can provide .superior performance. Sources of competitive advantage are discussed, ond several companies' competitive advantage strategies are examined Achieving and sustaining competitive .advantage is necessary in developing a strafe& that can provide superior performance. Creating and Sustaining Superior Performance, Michael Porter of Harvard Universily identified the three basic sources of competitive advantage. These, which ire refer to as generic strategies, are: Cost leadership: Have ihe lowest costs in the industry, However, cost Leadership is effective only if the company can command prices close to the industry average, and does not hence to give awcry ifs cost advantage by discounting prices. Differentiation: Making a product or service ainique so as to be obfe. to charge a higher price and attract a COP151.310011, high sales volume. The diferentlotion can be in the product characteristics. its deliver.), system., guilty of service„ and its channel of distribution. Focus.- Focus is based on adopting a narrow competitive scope in on iNdustlyr These segment opportunities can arise from ,r2roduct specificatio,P2s, bigyUr characteristics and even geography. Focus can bebased on differentiation that targets a specific segment of the market', Facing ever-increasing pressures flaw customers competitors and regulators, the banking industry must deliver on prior-year technology investments. The security and safety of transacting over- the Internet has become a top concern, where transactions are no longer ftirt to filce- Three strategic. themes will dominate the 2007 Iragerula with the goal of enabling efficient biatness growth.' leverage, integration and customer focus. To be effective, customer feel a strategfes require a challenging combination of people, cultural change and changes to business processes. Using the foundation of IT integration and leverage, banks can make if easier for custonteo-s to do business with them. New environment, newer technology. and Parnd technological change provides an avenue far reducing human and equipment resources that do not fir with a COMpany'S Stralegie direction ,for meeting the !atom needs with ap_ro_dcne resources at cool:pos.1.AT ✓ate.s by outsourcing those business. processes. Every company has to have some degree of competitive advantage. in order to sw-vjve. If thi's advantage is minimal. as is the cose in industries in which the products or services ore virtually identical, the companies usually struggle to remain profitable and grow, In formulating strategy. there OH three basic areas where, a company look for ciwnPetitive advantage- These are cwercooning industry constrairnti. estabfiniung 6r,lavotorable position In the market and cwhieving operational effectiveness.

Kata Kunci : Strategi Bersaing,Fee Based Income