Model bisnis bank bni dalam mendukung inklusi keuangan bagi segmen mikro dan kecil

Edi, Wicaksono Sarwo (2019) Model bisnis bank bni dalam mendukung inklusi keuangan bagi segmen mikro dan kecil. Doctoral thesis, Institut Pertanian Bogor.

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Abstract

Indonesia is ranked 4th in the country with the largest population in the world in 2017, below China, India and the United States. According to the IMF and World Bank, Indonesia is also ranked 16th in the country with the largest gross domestic product (GDP) more than USD1 trillion. With such a large GDP and population, Indonesia is a potential market target for neighbouring countries and other major countries. If Indonesia does not have strong competitiveness, then Indonesia will not be able to host in its own country. Based on World Bank data, Indonesia succeeded in increasing financial inclusion, for instance the percentage of account ownership from 36.06% (2014) to 48.86% (2017), still below the average world financial inclusion of 68.52%. The level of financial inclusion shows access to services in formal financial institutions, especially for low-income people. The government continues to encourage financial inclusion through several programs, including: (1) KUR Mikro lending, KUR Kecil and KUR TKI, (2) national non-cash movement (GNNT) and distribution of non-cash food aid (BPNT), (3) encouraging BI and OJK launched digital financial services (DFS) programs and financial services without offices in the context of inclusive finance (Lakupandai). As one of the BUMNs, Bank BNI must act as a development agent. This role has been carried out with other state-owned banks. However, there are still things that can be improved. The view of some parties who assume that by carrying out the role as an agent of development the bank will not produce profits, it needs to be straightened out. If the business model used is appropriate, financial inclusion businesses can generate sustainable profits. This study aims to produce the appropriate business model for Bank BNI in supporting financial inclusion for micro and small segments. In the process of finding the business model, several steps are taken to map and evaluate the existing business model. Data is collected from internal sources and external benchmarks through reports, journals and other sources. The research for the development of the financial inclusion business model is carried out with a soft system methodology (SSM) framework, which contains seven steps starting from finding problems to suggestions for improvement. The Bank BNI business model is mapped using nine blocks business model canvas (BMC) so that conditions can be identified on each block. The process of developing this business model relies heavily on science, knowledge and experience of experts through focus group discussions and expert judgment. Output and analysis include rich picture, root definition, input-output diagram, situational analysis, analysis of interpretive structural modeling (ISM), strategic surfacing and testing (SAST) assumptions, operational business models, and analytic network process (ANP). Rich picture produces a clearer picture of the problem, continued with root definition which defines the root of the problem more directed. Through situational analysis, it is known that the problems and improvements that can be made from each BMC block, among others: lending in the micro segment is low, distribution channels are limited and not spread, limited relationships, less familiar customer services, vision and collaboration that inconsistent, partners who need to be better managed, managing income and costs that need to be developed. ISM and SAST analysis produces a conceptual business model, which is then compared with the real world. In addition, ISM analysis produces key sub-elements, and becomes the main leverage point in the business model, namely: (1) shared vision and collaboration between Units, (2) benchmarking opportunities and relevant knowledge and ideas, (3) IT support in terms of funds, credit, and transactions, (4) meeting customer expectations - easy, cheap, fast, and not complicated, (5) SOP for fair performance recognition, (6) elimination of silo mentality, (7) bank directors, (8 ) customer. The results of the comparison of conceptual models with the real world are operational business models. This model is analyzed by ANP to get a change that is desirable and feasible. In addition to prioritizing clusters and sub-elements in the operational business model, ANP also produces a choice of execution strategies. Among the four BMC blocks, "Infrastructure Management" (29.26%) as the highest weight, with the rater agreement (WT) = 0.531. In the Customer Relationship cluster, the highest weight is "Expanding the credit market to the micro-segment" (22.99%), followed by "Extending the distribution channel" (19.09%) with WT = 0.277. In the Value Proposition cluster the highest weight is "Easy, user-friendly, the application according to customer HP" (24.03%) followed by "Electronic credit process or through an agent" (14.04%) with WT = 0.429. In the Infrastructure Management cluster, the highest weight was "Vision Equation, and Unit collaboration" (20.61%), followed by "IT Support" (16.37%) with WT = 0.500. In the Financial cluster, the highest weight aspect "Shifts fixed costs to variables" (29.58) with WT = 0.620. The execution strategy chosen from Alternative Strategy is "Forming a financial inclusion management division" (33.03%) with WT = 0.652. The output of this research is a business model with the following characteristics: (1) integrating loan solutions, savings and payment transaction services in a closeloop concept, (2) cheap, easy, and not complicated services are built from the understanding of customer journey, (3) bank agents playing a role as the cells nulceus of cashless community, (4) the segment expanded through development of the micro segment, (5) hi-tech applications that can be accessed by customers mobile phone will be develop to increse service for faceless and paperless communities with high stickiness, (6) shared vision, colaboration and coordination that supported by Directors as the energy of implementation, and (7) the establishment of special divisions involving financial inclusion.

Item Type: Thesis (Doctoral)
Uncontrolled Keywords: analytic network process, inklusi keuangan, interpretive structural modeling, model bisnis, soft system methodology, strategic assumption surfacing and testing, ISM, SAST, BMC, ANP. analytic network process, business model, financial inclusion, interpretive structural modeling.
Subjects: Manajemen Agribisnis
Depositing User: SB-IPB Library
Date Deposited: 10 Dec 2019 04:08
Last Modified: 10 Dec 2019 04:08
URI: http://repository.sb.ipb.ac.id/id/eprint/3443

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