EVALUASI STRATEGI BERSAING PT. TELKOMSEL DALAM MEMPERTAHANKAN POSISI MARKET LEADER

Suryanda, Dr. Bambang Riyanto L.S., MBA, Ph.D.

2012 | Tesis | S2 Magister Manajemen

Penulisan tesis mengevaluasi strategi bersaing yang dilakukan PT Telkomsel ditengah persaingan industri telekomunikasi persaingan yang ditandai dengan perang tarif antar operator tantangan operator dalam memasuki mencari bisnis baru (new business) diluar legacy business voice dan SMS. Metode analisis yang digunakan dalam tesis ini adalah analisis eksternalinternal perusahaan, analisis SWOT, serta pilihan strategi terbaik. Karakteristik perusahaan di dalam tesis ini berupa besarnya pasar dan pertumbuhan industri telekomunikasi bergerak, cakupan daya saing pesaing yang makin luas, besarnya investasi layanan new business jika dibandingkan dengan nilai skala ekonomi, didukung oleh tingkat pertumbuhan industri seluler, masih terbatasnya jumlah pesaing kuat, perubahan teknologi, dan kesempatan perusahaan melakukan integrasi vertikal. Sedangkan dari analisis 5-Forces Porter, didapat kesimpulan berupa diketahuibahwaintensitaspersainganterkuatberadapadaintensitaspersainganindustridan kekuatantawarmenawarpembelisedangkanancamanmasuknyapendatangbarudankekua tanpemasokberadapadatingkat yang rendah.Key success factor dalam penulisan tesis ini adalah: adalah pemenuhan 5 parameter pokok kebutuhan pengguna selular di Indonesia yakni: penggelaran jaringan hingga pelosok, menghadirkan jaringan berkualitas didukung teknologi terkini, inovasi produk dan layanan, pelayanan pelanggan berstandar mutu internasional ISO, dan tarif yang wajar Saran dari analisis adalah perusahaan telekomunikasi sudah saatnya melakukan transformasi bisnis, yakni menuju bisnis data dan internet. Hal ini telah dimulai oleh Telkomsel selaku market leader industri telekomunikasi Indonesia. Telkomsel sudah mempersiapkan masuk ke bisnis baru, yaitu bisnis data dan Internet. Persentase kontribusi bisnis baru terhadap total bisnis meningkat. Tahun 2010 persentasenya 7%, tahun 2011 sudah 13%. Hal tersebut menunjukkan Telkomsel sudah mentransformasi bisnis dengan benar, karena telah meningkat dua kali lipat dari tahun sebelumnya.

The study aims to evaluate the competing strategy opted by PT Telkomsel in the midst of the fierce competition in telecommunication industry marked by inter-operator tariff war in penetrating new business apart from its core business, which are voice calls and short text messages. The analysis methods used in this research include the company’s internal-external analysis, SWOT analysis, and selection of best fitted strategy. The company’s characteristic highlighted in this study are the market share and the industry growth, the widened range of rivals' competitiveness, the required investment for new business compared with the value of economies of scale, supported by the cellular industry growth rate, the limited number of strong competitors, technological change, and the opportunities for the company perform vertical integration. From Porter’s 5-Forces analysis, it can be concluded that the the strongest intensity level is in the intensity of industry competition and bargaining power of buyers, while the threat of entry of newcomers and power suppliers are at the lowest intensity level.Key success factorin the writing of this thesis includes the fulfillment of basic five parameters of cellular users in Indonesia, namely: wide range of network deployment, deliver quality network supported by the latest technology, product innovation and service, customer service standards of the ISO international quality, and reasonable rates A suggestion from the analysis is the requirement fro the telecommunication company to undergo a business transformation, ie to data services and internet business. This has been initiated by Telkomsel as the market leader in the Indonesian telecommunication industry. Telkomsel is preparing to enter into a new business, the data services and Internet business. The percentage of the new business contribution to total business has increased. In 2010 the percentage was 7%, in 2011 became 13%. This shows thatTelkomsel has transformed its business properly, because it has more than doubled from the previous year.

Kata Kunci : new business, new wave telecomunications, Telkomsel, broadband, SWOT