PROPOSED GROWTH STRATEGY FOR SMALL BUSINESS LOAN IN RESPONSE TO THE COVID-19 PANDEMIC CASE STUDY: PT BANK NEGARA INDONESIA (PERSERO) TBK

• Main Author: Fitria, Yuni
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/57704
• Institution: Institut Teknologi Bandung

The Covid-19 pandemic affected PT Bank Negara Indonesia (Persero) Tbk, particularly in business lending activities. There was an increase in Non-Performing Loan debtors from 2% to 4% and Loan at Risk (LaR) debtors from 9% to 12% yearly during the pandemic. PT Bank Negara Indonesia (Persero) Tbk must minimize the impact of the Covid-19 pandemic. 19 and continues to strive to grow in its performance. This study aims to formulate a small business loan growth strategy for PT Bank Negara Indonesia (Persero) Tbk to earn potential profits during the pandemic. The authors use qualitative and quantitative methods to conduct an internal and external analysis. Internal and external analysis is useful for identifying strengths, weaknesses, opportunities, and threats (SWOT). Next, the researcher formulates an alternative corporate strategy consisting of the input stage, the matching stage, and the decision stage. The input stage is the SWOT quantification stage from the results of the internal and external combination analysis. The matching stage connects the SWOT quantification results and the Grand Strategy Matrix (GSM) by considering the rating assessment of each resource person. The researcher uses the Quantitative Strategic Planning Matrix (QSPM) to choose the best alternative corporate strategy in the decision stage. Furthermore, the company's strategy is derived into business strategy and functional strategy. In this study, the determination of business strategy uses Porter's Generic Strategy analysis, while at the functional level using TOWS matrix analysis. The input stage is the SWOT quantification stage from the results of the internal and external combination analysis. The matching stage connects the SWOT quantification results and the Grand Strategy Matrix (GSM) by considering the rating assessment of each resource person. The researcher uses the Quantitative Strategic Planning Matrix (QSPM) to choose the best alternative corporate strategy in the decision stage. The company's strategy is then adjusted to the business and functional levels—determination of business strategy using Porter's Generic Strategy analysis, while functional strategy uses TOWS matrix analysis. Based on the results of the analysis, the company can choose an intensive strategy with the highest score (7.29), compared to Integrative (7.17) and Concentric Diversification (7.05). At the business strategy level, BNI must choose an integrated cost leadership/differentiation strategy that results in 8 strategic choices that align with the company's intensive strategy. The business-level strategy is divided into four functions: banking, finance, human resources, and technology. This alternative growth strategy can be applied to overcome and minimize the impact of the Covid-19 pandemic and provide a competitive advantage for the company in the future.