STRATEGI PENGEMBANGAN BISNIS LAYANAN MOBILE BANKING PT. BANK NAGARI DENGAN PENDEKATAN ANALISIS SWOT DAN BUSINESS MODEL CANVAS

MAHARANI, ADILLA (2023) STRATEGI PENGEMBANGAN BISNIS LAYANAN MOBILE BANKING PT. BANK NAGARI DENGAN PENDEKATAN ANALISIS SWOT DAN BUSINESS MODEL CANVAS. Masters thesis, Universitas Andalas.

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Abstract

STRATEGI PENGEMBANGAN BISNIS LAYANAN MOBILE BANKING PT. BANK NAGARI DENGAN PENDEKATAN ANALISIS SWOT DAN BUSINESS MODEL CANVAS Thesis oleh Maharani Adilla, Pembimbing Dr. Hafiz Rahman, SE, MSBS, dan Dr. Ma’ruf, SE, MBus, M Phil ABSTRAK Transformasi digital telah merubah pola transaksi di masyarakat sehingga mendorong perbankan untuk menjadikan layanan berbasis digital sebagai bagian dari strategi bisnisnya. Hal ini mendorong meningkatnya persaingan di industri jasa keuangan. Untuk itu, PT. Bank Nagari perlu menyusun strategi agar layanan Nagari Mobile Banking dapat menjadi competitive advantage. Metode yang digunakan adalah Analisis SWOT untuk menentukan Internal Factor Evaluation (IFE) dan External Factor Evaluation (EFE) yang akan menjadi dasar dalam perumusan alternatif strategi menggunakan MatriksInternal External (IE Matrix) dan Matriks SWOT. Strategi prioritas kemudian dipilih menggunakan Quantitative Strategic Planning Matrix (QSPM). Hasil analisis IE Matrix menunjukkan bahwa skor IFE dan EFE adalah 3,1707 dan 2,7432 yang menempatkan Nagari Mobile Banking pada quadran IV dengan jenis strategi Grow and Build. Hasil analisis SWOT kemudian diintegrasikan ke dalam Business Model Canvas sebagai dasar dalam pengembangan model bisnis pada blok Value Proposition, Customer Relationship, Customer Segment, Channel, Key Activities, Key Partner, dan Key Resources, sementara blok Cost Structure dan Revenue Streams tidak mengalami pengembangan. Gabungan analisis Matriks Internal-External, Matriks SWOT dan Business Model Canvas menghasilkan 9 (sembilan) alternatif strategi, dimana hasil perhitungan QSPM menunjukkan bahwa strategi prioritas yang perlu dijalankan dalam mengembangkan Nagari Mobile Banking adalah melakukan Pengembangan Fitur Nagari Mobile Banking. Kata Kunci:Strategi, SWOT, QSPM, IE Matrix, Business Model Canvas, Mobile Banking 4 BUSINESS STRATEGY OF MOBILE BANKING PT. BANK NAGARI USING SWOT AND BUSINESS MODEL CANVAS APPROACH Thesis byMaharani Adilla, Supervisor Dr. Hafiz Rahman, SE, MSBS, and Dr. Ma’ruf, SE, M.Bus, M Phil ABSTRACT Digital transformation has changed the pattern of transactions in society, thus encouraging banks to make digital-based services part of their business strategy. This encourages increased competition in the financial services industry. For that, PT. Bank Nagari needs to develop a strategy so that Nagari Mobile Banking services can become a competitive advantage. The method used is SWOT Analysis to determine Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) which will become the basis for formulating alternative strategies using the Internal External Matrix (IE Matrix) and Matriks SWOT. Priority strategies are then selected using the Quantitative Strategic Planning Matrix (QSPM). The results of the IE Matrix analysis show that the IFE and EFE scores are 3.1707 and 2.7432 which place Nagari Mobile Banking in quadrant IV with the Grow and Build strategy. The results of the SWOT analysis were then integrated into the Business Model Canvas as a basis for developing business models in the Value Proposition, Customer Relationship, Customer Segment, Channel, Key Activities, Key Partners, and Key Resources blocks, while the Cost Structure and Revenue Streams blocks did not experience development. The combined analysis of Internal External Matrix, Matriks SWOT and Business Model Canvas produces 9 alternative strategies, where the QSPM calculation results show that the priority strategy that needs to be implemented in developing Nagari Mobile Banking is developing Nagari Mobile Banking Features. Keywords:Strategy, SWOT, QSPM, IE Matrix, Business Model Canvas, Mobile Banking.

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