Evaluasi strategi biro personalisasi PT X Indonesia

SIROWANTO, Meike, Gudono, Dr., MBA

2008 | Tesis | S2 Magister Manajemen

Penelitian dilakukan di PT X, sebuah perusahaan smartcard yang beroperasi di Indonesia, khususnya pada divisi Banking dan Biro Personalisasi EMV. Penelitian dilakukan untuk mengevaluasi apakah strategi PT X mendirikan Biro Personalisasi adalah strategi yang tepat dan memberikan value bagi keberadaan PT X di pasar finansial dalam industri smartcard di Indonesia. Evaluasi dilakukan dengan menggunakan framework analisa strategi. Analisa dimulai dari lingkungan eksternal yang meliputi analisa karakteristik dan tren industri, driving forces, five forces model of competition, dan analisa pesaing dalam industri smartcard di Indonesia. Analisa eksternal menghasilkan identifikasi kesempatan dan ancaman yang dihadapi. Analisa lingkungan internal dilakukan melalui analisa kinerja PT X menggunakan rasio ROE dan ROI, tingkat kepuasan stakeholders dan nilai R&D by sales, analisa value chain, posisi dan framework VRIO. Identifikasi kekuatan dan kelemahan PT X dilakukan berdasarkan scoring. Kesempatan, ancaman, dan key success factor, bersamasama dengan kekuatan, kelemahan dan core capabilities menentukan pemilihan strategi PT X. Hasil analisa yang dikombinasikan dengan kajian strategi menggunakan matriks IE, TOWS Matrix dan Grand Strategy Matrix menunjukkan kesesuaian strategi outsourcing Biro Personalisasi PT X dengan situasi eksternal dan internal, serta key success factor dan core capabilities PT X. Keberadaan Biro Personalisasi berhasil meningkatkan kinerja PT X. Diferensiasi dalam proses outsourcing personalisasi yang dilakukan PT X berhasil meningkatkan margin serta menjadi sustained distinctive competence PT X. Meskipun masih ada kekurangan yang harus diperbaiki, pengoperasian Biro Personalisasi merupakan strategi yang tepat bagi PT X, dan Biro Personalisasi menjadi sumber bagi sustainable competitive advantage PT X.

This research addresses to PT X, a smartcard company in Indonesia with core business in banking and EMV Personalization Bureau. The research is to evaluate if PT X strategy in building Personalization Bureau is suitable and giving value for PT X existence in financial market in smartcard industry in Indonesia. Evaluation is performed using framework of strategy analysis. Analysis is started from external environment assessment which includes industry characteristic and trend analysis, driving forces, five forces model of competition, and analysis of competitor in smartcard industry in Indonesia. The external assessment leads to the identification of opportunities and threats the company facing in industry. The internal assessment is done through the analysis of company’s performance using ROE and ROI ratio, the stakeholders’ satisfaction score, and R&D by sales, and also using value chain analysis, positioning and VRIO framework. The identification of company’s strengths and weaknesses is performed using scoring method. Opportunities, threats, and key success factors, together with company’s strengths, weaknesses and core capabilities lead to PT X chosen strategy. The analysis result combined with strategy assessment using IE Matrix, TOWS Matrix and Grand Strategy Matrix show that PT X’ outsourcing Personalization Bureau strategy is really suitable and fit with its external and internal situation, key success factors and core capabilities. Personalization Bureau existence is succeeds in raising PT X business performance. Differentiation in outsourcing personalization process has become PT X’ sustained distinctive competence. Even though some adjustment still needed, the operation of Personalization Bureau is already been the right strategy for PT X, and the Bureau is become PT X’ source of sustainable competitive advantage.

Kata Kunci : EMV,Smartcard,Outsourcing,Biro personalisasi,Strategi,Matriks,personalization bureau, strategy, matrix