PROPOSED BUSINESS STRATEGY FOR BANK NAGARI IN THE FRAMEWORK OF CONVERTING TO SHARIA COMMERCIAL BANK

• Main Author: Iqbal, Muhammad
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/50109
• Institution: Institut Teknologi Bandung

Banks have a very important role in implementing national development. National development, both in the trade, industry, agriculture, and so on requires sources of funding to achieve its goals such as economic growth, per capita income, employment opportunities, income distribution, and others. At present, the Islamic finance industry globally shows a fairly rapid development. Likewise Indonesia also continues to strive to develop Islamic finance. The establishment of a Sharia Bank in Indonesia can be done in two ways, namely Conversion and Spin Off. Conversion or change is the policy of conventional banks to change their conventional business activities into Islamic banks. This is regulated in Bank Indonesia Regulation No. 11/15 / PBI / 2009 concerning the Change of Business Activities of Conventional Banks to Sharia Banks, so that Conventional Commercial Banks (BUK) will be able to completely change into Sharia Commercial Banks (BUS). The results of Rapat Umum Pemegang Saham Luar Biasa on 30 November 2019 stated that the shareholders of Bank Nagari which consisted of provincial, city and regency governments in West Sumatra unanimously agreed to convert to Sharia Commercial Banks. Therefore, this study intends to find out what stages must be taken by Bank Nagari to change its status from a Conventional Commercial Bank to a Sharia Commercial Bank and what strategies must be undertaken by Bank Nagari to excel in the face of competition in the Islamic banking business. To understand better about the condition of Bank Nagari, an external and internal company factor analysis are needed. External analysis is carried out using PESTEL and Five Forces Analysis, while internal analysis is carried out using analysis of resources, capabilities and core competencies, and value chain analysis. The results of this external and internal analysis will be the basis for determining alternative business strategies described in the SWOT Matrix. The SWOT quadrant calculation results show that the position of Bank Nagari is in quadrant 1 which means that Bank Nagari must carry out an aggressive strategy by optimizing internal strength and exploiting external opportunities by penetrating the market.