| Summary: | To realize the vision of the Bank Mandiri to "To be Indonesia's most admired and
progressive financial institution", the bank launched a further transformation
embodied in the corporate plan 2010-2014. Bank Mandiri set 3 (three) main pillars
supporting the business, namely: first, as the best retail bank payment, both as a
wholesale bank transactions and third, the best retail bank financing in Indonesia.
As part of one of the main pillars of Bank Mandiri strategy in 2014, namely retail
financing, Micro Banking Bank Mandiri is determined to become one of the major
players in the industry segments of micro-financing.
This paper aims to evaluate and formulate competitive strategies of micro-credit in
particular segments. The objective of strategy formulation is to increase the market
share of Bank Mandiri Micro credit products so as to become one of the major players
in the segment of micro-credit or a player number 2 (two) in the segment of micro
credit in 2014.
Strategy formulation begins with an analysis of internal and external industry
environment and situation / condition of the market environment / customer that affect
the level of competition in the banking industry in particular segments of microcredit
among others by using a "Competitive Five Forces (Porter's Five Forces)", followed
by a SWOT analysis which includes aspects of products, networks, services and
human resources.
Based on the results of the analysis that has been done, there are several strategies that
must be determined by Bank Mandiri by still relying on the power of forces that have
been owned and improve the weaknesses that exist both in terms of products, network
and that is no less important is the human resources side.
Overall, success in competitive strategy is still to be proven by further research.
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