ANALISIS STRATEGI BERSAING BANK MANDIRI DI SEGMEN KREDIT MIKRO

• Main Authors: , RONI SETYABUDI, , Drs. Saefuddien Hasan, MBA.
• 格式: Theses and Dissertations NonPeerReviewed
• 出版: [Yogyakarta] : Universitas Gadjah Mada 2012
• 主題: ETD
• 在線閱讀: https://repository.ugm.ac.id/99699/; http://etd.ugm.ac.id/index.php?mod=penelitian_detail&sub=PenelitianDetail&act=view&typ=html&buku_id=55914
• 機構: Universitas Gadjah Mada

To realize the vision of the Bank Mandiri to "To be Indonesia's most admired and progressive financial institution", the bank launched a further transformation embodied in the corporate plan 2010-2014. Bank Mandiri set 3 (three) main pillars supporting the business, namely: first, as the best retail bank payment, both as a wholesale bank transactions and third, the best retail bank financing in Indonesia. As part of one of the main pillars of Bank Mandiri strategy in 2014, namely retail financing, Micro Banking Bank Mandiri is determined to become one of the major players in the industry segments of micro-financing. This paper aims to evaluate and formulate competitive strategies of micro-credit in particular segments. The objective of strategy formulation is to increase the market share of Bank Mandiri Micro credit products so as to become one of the major players in the segment of micro-credit or a player number 2 (two) in the segment of micro credit in 2014. Strategy formulation begins with an analysis of internal and external industry environment and situation / condition of the market environment / customer that affect the level of competition in the banking industry in particular segments of microcredit among others by using a "Competitive Five Forces (Porter's Five Forces)", followed by a SWOT analysis which includes aspects of products, networks, services and human resources. Based on the results of the analysis that has been done, there are several strategies that must be determined by Bank Mandiri by still relying on the power of forces that have been owned and improve the weaknesses that exist both in terms of products, network and that is no less important is the human resources side. Overall, success in competitive strategy is still to be proven by further research.