PROPOSED STRATEGY IMPROVEMENT OF THE NEW GO TO MARKET ALIGNMENT (NGTMA) SCHEME OF TELKOM INDONESIA IN THE ENTERPRISE SEGMENT (B2B)

• Main Author: Pandapotan Samosir, Noski
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/74722
• Institution: Institut Teknologi Bandung

PT Telkom Indonesia (Persero) Tbk, commonly known as Telkom, is a state-owned telecommunications company in Indonesia. It is the largest telecommunications company in the country and operates in four main segments: consumer services, enterprise services, mobile services, and wholesale and international services. In Enterprise segments, Telkom has been implementing the New-go-to-market-alignment (NGTMA) strategy. The revenue from the NGTMA scheme showed that the growth rate declined in 2022, resulting in an overall decrease in total revenue by 16.05%. Therefore, despite the projected growth in the enterprise ICT market, Telkom's revenue within the enterprise segment needed to align with this trend, leading to the investigation potential issues related to the NGTMA scheme. The objectives of this research are to evaluate the NGTMA scheme to enhance revenue in Telkom's enterprise segment while formulating approaches and an implementation plan for improvement. The research methodology utilized a qualitative data approach, collecting primary data through in-depth interviews with 13 respondents representing senior leaders from Telkom's enterprise division, senior leaders from Telkom subsidiaries, and senior leaders from corporate customers. Secondary data sources included internal company data, published documents such as consultant reports, telco operator's reports, government regulations, as well as other resources like books, journals, and internet sources. From the research finding, it was found that the NGTMA scheme requires ongoing development and refinement. The challenges identified include customer preferences for direct contracts with Telkom, the importance of effective engagement with corporate customers through Account Managers, careful planning of performance evaluation and KPIs, obstacles in getting listed on customers' vendor lists, the need for clear policies and guidance, addressing the gap between customer expectations and subsidiary capabilities, ensuring sufficient working capital, and reducing dependency on external partners for product development. This research recommend approaches to improve the NGTMA scheme, including strengthening relationships between Subsidiaries' Account Managers and customers, standardizing capabilities, and vendor presence, aligning policies and performance metrics, improving product and service quality, intensifying customer understanding and project planning, and investing in digital transformation and strategic partnerships for business growth and reduced dependency on external partners. Possible future research directions encompass performing a comprehensive financial analysis of the NGTMA scheme to assess profitability from Telkom's and subsidiaries' standpoints. Additionally, exploring the development of a performance measurement model for the Telkom Account Managers (AM) within the NGTMA scheme in the Enterprise Division presents an avenue for further investigation. The findings of this research offer valuable insights into the NGTMA scheme implementation within the enterprise segment. Through a comprehensive analysis, critical challenges for improvement have been identified. The research provides strategic recommendations to improve the NGTMA scheme based on these insights.