USULAN STRATEGI BISNIS PADA CONSUMER FINANCING BUSINESS CENTER (CFBC) BAGIAN DARI DIVISI PEMBIAYAAN KONSUMER PT BANK SYARIAH MANDIRI

• Main Author: ERVAN SETIAWAN (NIM: 29109421), ARI
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/18052
• Institution: Institut Teknologi Bandung

The development of consumer financing PT Bank Syariah Mandiri until the end of 2011 reached Rp16 trillion, where achievement is increased by 58.23% compared to the end of 2010. An increasing number of consumer financing is also accompanied by his other achievements is a stable value of NPF. <br /> <br /> <br /> <br /> <br /> <br /> <br /> NPF stable makes management feel confident with the performance of existing financing, so that the target management positions consumer financing in 2015 amounted to Rp50 trillion (according to AT Kearney). Determination of the target is based on management's assessment of the performance of the consumer finance division of Bank Syariah Mandiri today. To be able to realize that it is very necessary to have a proper strategy to achieve these targets given the position in 2011 consumer financing only Rp16 trillion. <br /> <br /> <br /> <br /> <br /> <br /> <br /> The final task is to formulate a strategy for Consumer Financing Business Center (CFBC) which is part of the Consumer Banking Division. The strategy formulated by external analysis through STEEP (sociocultural, technological, economic, ecological, and political-legal environmental forces); industry analysis porter five-force, and industry matrix. While an internal analysis conducted by analysis of quality of service, with a SWOT analysis of the root of the problem. The results of the external and internal aspects of SWOT then summarized in SFAS (Strategic Factor Analysis Summary). Strategy formulation derived from the TOWS matrix. <br /> <br /> <br /> <br /> <br /> <br /> <br /> SWOT analysis showed CFBC is in the area grow and build with alternative strategies include intensive strategy (market penetration, market development, and product development) or integration strategies (backward integration, forward integration, and horizontal integration). Effort needs to be done is to optimize the acquisition of CFBC application from developer (cooperation agreements) with a way of making a scheduled visit CFE (Consumer Financing Executive) are always monitored directly by CSM (Consumer Sales Manager). Implement a comprehensive B2B collaboration to potential developers. Optimizing referrals from the branch, that branch proposed to deposits that provide referral incentives on KPI (Key Performance Indicator), so that the branches are encouraged to approach the developers. Create and develop talent management. Increase promotion through various media and how.