#TITLE_ALTERNATIVE#

• Main Author: PRATIWI (NIM : 29107056); Pembimbing: Dr. Ir Mohammad Hamsal, MEng, MBA, NIKEN
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/16694
• Institution: Institut Teknologi Bandung

Telecommunication market in Indonesia has entered into tight competition. As an incumbent, PT. Telkom takes a chance to enter the wholesale business both in traffic and non traffic. The traffic wholesale were defined as an interconnection traffic among operators, on the contrary non traffic wholesale were defined as infrastructure leased with the most dominant aspect is network service. Wholesale business has concept that customer in other words the end-user, was not directly serve by the producer but by the retailer/distributors. <br /> <br /> <br /> Telkom revenue projection until year 2014 indicated declining of wholesale traffic and shifting between <br /> <br /> <br /> non traffic and traffic (60% and 40%). This condition make the new operators interest to provide network <br /> <br /> <br /> service (non traffic) as the new business, so it would be threat to Telkom as the market leader that has <br /> <br /> <br /> decreasing in market share. Telkom need to defining new strategy to face the whole new market share of <br /> <br /> <br /> wholesale business. <br /> <br /> <br /> To determine the suitable strategy in the wholesale business writer conduct an analysis through the market using VRIO (Value, Rarity, Imitability, Organization) for the internal analysis and Porter 5 Forces for the external analysis. In the VRIO the analysis was divided into 2 sub categories which are tangible and intangible resources. On the other hand Porter 5 Forces classified the external forces into 5 categories: threat of new entrants, threat of substitute products, bargaining power of buyer, bargaining power of supplier, rivalry among existing competitors. From the above analysis to sustain the market share, Telkom choose the differentiation as their strategy. This strategy was a perfect choice based on Telkom capabilities as in their existing infrastructure, sophisticated II and a lot of skilled engineer. <br /> <br /> <br /> The differentiation strategy business mentioned earlier then will be translate into the action plan as a <br /> <br /> <br /> competitive advantage. The action plan as the answer from the differentiation strategy by Telkom was being breakdown into several items as follows: addition of the Representative Office (RO), create R&D sub division in the CIS Division, product catalogue development, and OLO Care Centre Development. To achieve maximum result this action plan implementation need the support from human resources, company budget adjustment and technology resources configuration.