| Summary: | Abstract
Banking industry experienced many changes and growth every day.
Competition between banks become stronger with many various banking products
and services offered to customer. Goverment have an important role in banking
industry development in Indonesia by implementing banking regulation in order
to achieve a healthy structure through Indonesia Banking Architecture (API). One
of the regulation that is published by the government has enforced all the
impacted banks to perform merger or acquisition, in this case, merger of
Lippobank and Niaga Bank as CIMB Niaga Bank in order to comply with
government regulation about Single Presence Policy (SPP). This merger have
lead the CIMB Niaga to become the fifth biggest bank based on asset. To gain
Indonesian market and succeed the merger process, strategic action is important
for CIMB Niaga to achieve competitive advantage.
The objective of this research is to analyze the post merger competitive
strategy of PT Bank CIMB Niaga in national banking industry. This research uses
descriptive qualitative method analysis on vision and strategy that are identified
by the external analysis based on general environment and industry environment
�Porter�sfive force model� by analyzing the opportunity, threat and key success
factor in national banking industry. Internal analysis using value chain analysis
by analyzing the company strong, and weakness. Based on above analysis, this
research identified that the competitive strategy of Bank CIMB Niaga uses two
competitive strategies, cost leadership and operation excellent to compete in
national banking industry post merger.
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