MATRIX OF

Strengths - Weaknesses - Opportunities -

Threats (SWOT), SPACE AND QSPM
PT. Bank Tabungan Pensiunan Nasional (BTPN) Syariah

By :
Irma Suryani (B1034161007)
Tamara Syva Pratiwi (B1034161017)
Rani Yulianti (B1034161022)
 (Strengths-S)
• Having a high NIM (Net Interest Margin)
• Solid managemement expertise in micro
financing
• Strong culture on unbankable mass market
• Strong support from parents company (BTPN)
• Tapping into technology to increase efficiency
 (Weaknessess-W)
• High cost to provide services
• compared to general service bank
• High rate of loan run-off (avg. maturity <1.5 year).
Any slowdown on loan disbursement may result
in lower financing balance
• There are still a few of NPF occurance
• The lack of informations received by the society
about PT. BTPN Syariah’s detail products.
• The difficulty of finding the competent human
resources in the field of Islamic banking.
 (Opportunities-O)
• The 45 million population of productive low-
income families which becomes the major market
• Higher customer deposits from mass market
• Islamic bank closes to the community because
they have programs to prosper the productive
low-income families
• The development of sophisticated technology
• Conventional bank’s interest expense is too
burdensome
 (Threats-T)
• Competition from new micro financing instituitions
(non bank financial instituitions, Bank Wakaf from
government, etc)
• Competition with conventional banks
• Customer’s behaviour
• Conventional bank’s system is more familiar by the
society
• The lack of understandings received by the
society about Islamic banking and its products
 Opportunities-O
SO Strategy WO Strategy

• Doing a development and • Increase promotion into more

aggressively and make
improvement for the current
promotions that can be
product and services warmly received by the
(S1,S4,S5,O1,O2,O4) customers. (W4, O1, O3)
• Increasing the level of service for • Create vocational training
the customer centers for workers to
• (S2, S3, O2,O3) improve the quality of human
resources and increase the
training and special education
in each period for the
workers. (W5, O1, O4)
 Threats-T
ST Strategy WT Strategy

• Together in one • Create a new policy to reduce

management for being
sensitive to the current
state of banking in order to
maintain the intensity of • Improve human resource
competition with
competitors (S2, T1, T2)
• Develop or update the
culture concept of the
company (S2, S3, T3, T4, T5)
the high costs of providing
services and to control the
rate of loan run-off. (W1, W2,
T1, T2)
qualifications to prioritize the
quality of company
management. (W5, T1, T2)
 SPACE Matrix for PT. Bank Tabungan Pensiunan
Nasional- Syariah (BTPS)
Internal Analysis External Analysis
Financial Position (FP) Rate Stability Position (SP) Rate
1. Return On Investment (ROI) 6 1. Rate of Inflation -5
1. Leverage 6 2. Technological Changes -1
1. Liquidity 5 3. Competitive Pressure -5
1. Working Capital 5 4. Price Range of Competing Products -5
1. Cash Flow 7 5. Barriers to Entry into Market -4
Financial Position Average 5,8 Stability Position Average -4
Competitive Position (CP) Industry Position (IP)
1. Market Share -1 1. Growth Potential 7
2. Product Quality -3 2. Profit Potential 6
3. Customer Loyalty -2 3. Financial Stability 6
4. Technological know-how -2 4. Resource Utilization 4
5. Product Life Cycle -3 5. Productivity, Capacity, Utilization 6
6. Capacity Utilization -5 Industry Position Average 5,8
Competitive Position Average -2,7
 5,8 + (-4) = 1,8 ( Y Axis)
 (-2,7) + 5,8 = 3,1 (X Axis)
 Coordinate : (1,8 ; 3,1)
 Conclusion : Vector points in aggressive quadrant.
 Note :
SPACE MATRIX of BTPS shows that the quadrant points (1,8; 3,1) arise in “Aggressive”
section. This means the company could using some strategies included in aggressive
quadrant such as backward, forward, horizontal integration; market penetration; market
development; product development; and diversification (related or unrelated).
QSPM FOR PT BANK TABUNGAN PENSIUNAN
NASIONAL SYARIAH (BTPS)

Strategy Alternative

1 2 3

Developing the Providing Holding events

Retirement scholarship to to promote
Saving Account support BTPS’
for Specially selected products/servic
Muslim children from es
Teenagers productive (Market
(Product family (Product Penetration)
Development) Development)
 OPPORTUNITY
Key Factors
No Weight AS TAS AS TAS AS TAS
Opportunity
1. The 45 million population of
productive low-income
families which becomes the 0.18 3 0.54 4 0.72 2 0.36
major market

2. Higher customer deposits

0.12 3 0.36 4 0.48 2 0.24
from mass market
3. Islamic bank closes to the
community because they
have programs to prosper 0.08 4 0.24 4 0.24 4 0.24
the productive low-income
families
4. The development of
sophisticated technology 0.06 - - -

5. Conventional bank’s
interest expense is too 0.07 - - -
burdensome
 THREATS
Threats

1. Competition from new micro

financing instituitions (non bank
financial instituitions, Bank Wakaf 0.17 3 0.51 3 0.51 4 0.68
from government, etc)

2. Competition with conventional

0.08 3 0.24 3 0.24 3 0.24
banks
3. Customer’s behaviour 0.08 - - -
4. Conventional bank’s system is more
familiar by the society 0.09 2 0.18 2 0.18 4 0.36

5. The lack of understandings received

by the society about Islamic
banking and its products 0.07 4 0.28 2 0.14 4 0.28

Total 1.00
 STRENGTH
Strength

1. Having a high NIM (Net Interest

Margin) 0.20 - - -

2. Solid management expertise in

micro financing
0.14 - - -

3. Strong culture on unbankable

mass market
0.10 2 0.20 3 0.30 4 0.40

4. Strong support from parents

company (BTPN) 0.08 4 0.32 4 0.32 4 0.32

5. Tapping into technology to

increase efficiency 0.06 - - -
 WEAKNESSES
Weaknesses
1. High cost to provide services
compared to general service bank 0.12 2 0.24 2 0.24 2 0.24

2. High rate of loan run-off (avg.

maturity <1.5 year). Any slowdown
on loan disbursement may result in 0.05 - - -
lower financing balance

3. The lack of informations received by

the society about PT. BTPN Syariah’s 0.04 2 0.08 3 0.12 4 0.16
detail products.

4. There are still a few of NPF

0.07 - - -
occurance
5. The difficulty of finding the
competent human resources in the 0.14 - - -
field of Islamic banking.

Total 1.00 3,19 3,49 3,52

 NOTES
• According to QSPM Matrix shown above, it is
concluded that the market penetration strategy by
“holding events to promote BTPS’
products/services” resulting the highest score of
TAS (Total Attractiveness Strategy) on 3.52 points
compared to others. Means that this strategy is
more possible to be implemented. The strategy
allows the company to be closer to the society as
well as promoting their products/services, and also
promoting predicted other strategies to be
involved indirectly in the highest score’s strategy.