A BUSINESS STRATEGY PROPOSAL FOR RURAL BANKS POST-COVID 19: A CASE STUDY OF BPRS AL SALAAM
BPRS Al Salaam is a rural sharia financing bank that was founded in 1991 in Cinere, Depok. Currently, it has 9 branch offices and 273 employees. The financial performance was so good that it won the award for 3 consecutive years as the best BPRS in Indonesia at the Infobank Sharia Award in 2017-2...
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| Format: | Theses |
| Language: | Indonesia |
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| Online Access: | https://digilib.itb.ac.id/gdl/view/69898 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | BPRS Al Salaam is a rural sharia financing bank that was founded in 1991 in Cinere, Depok.
Currently, it has 9 branch offices and 273 employees. The financial performance was so good that
it won the award for 3 consecutive years as the best BPRS in Indonesia at the Infobank Sharia
Award in 2017-2019. Since the COVID-19 pandemic, the performance of BPRS Al Salaam has
decreased quite sharply. Assets, third-party funds, and financing deposit ratios decreased in 2020
and 2021. Total financing decreased from 198 billion to 182 billion in 2021 compared to 2020.
This research was conducted qualitatively by studying primary data and secondary data. Primary
data was obtained through interviews and secondary data was obtained from literature studies,
analysis of financial statements, journals, books, and website information. To see the factors that
influence the financing performance of BPRS Al Salaam, an external analysis was carried out using
PESTEL, Porter’s five forces, competitor analysis, and external factor evaluation. Internally, the
analysis is carried out by means of financial analysis, VRIO, and internal factor evaluation.
Based on the analysis of internal and external factor evaluation, an alternative strategy was
developed using the Internal External (IE) matrix. Based on the values obtained from the EFE and
IFE matrix weighted scores, the grand strategy for BPRS Al Salaam is included in Grow and Built
with market penetration, and market development strategy. To get a more detailed strategy, the
TOWS matrix analysis was carried out and resulted in 4 alternative strategies, namely digitalizing
bank services, improving the quality of human resources, developing digital marketing, and
collaborating with sharia fintech.
Based on the analysis using QSPM, the most priority sequences of strategy to be implemented are
digitalizing bank services, improving the quality of human resources, developing digital marketing,
and collaborating with Sharia Fintech. |
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