Analisis Strategi Bersaing PT XL Axiata Tbk dalam Industri Telekomunikasi Segmen B2B di Indonesia

Abstract

Transformasi digital menjadi potensi besar bagi industri telekomunikasi, terutama pada segmen Business-to-Business (B2B). Di sisi lain, persaingan di industri telekomunikasi Indonesia semakin ketat sehingga XL Axiata memerlukan strategi bersaing. Tujuan penelitian ini yaitu mengidentifikasi faktor internal dan eksternal, menentukan alternatif strategi berdasarkan kondisi perusahaan, dan merumuskan prioritas strategi bersaing. Penelitian ini menggunakan metode Porter’s Five Forces, analisis PEST, matriks IFE, EFE, IE, SWOT dan QSPM. Hasil identifikasi internal menunjukkan kekuatan utama perusahaan adalah kondisi keuangan stabil dan meningkat, sedangkan kelemahan utamanya adalah waktu pemenuhan permintaan produk cukup lama karena proses yang panjang. Pada sisi eksternal perusahaan memiliki peluang utama yaitu ancaman pendatang baru rendah, sementara ancaman utamanya yaitu persaingan industri tinggi. Matriks IE menyarankan perusahaan untuk melakukan strategi intensif dan integrasi. Matriks SWOT menghasilkan 11 strategi alternatif, dengan prioritas strategi adalah menambah saluran pemasaran dengan kanal digital, menambah infrastruktur jaringan di wilayah potensial, dan mempertahankan loyalitas pelanggan.

Digital transformation has great potential for the telecommunications industry, especially in the Business-to-Business (B2B) segment. On the other hand, competition in the Indonesian telecommunications industry is getting tighter, so XL Axiata needs competitive strategy. The aim of this research is to identify internal and external factors, determine alternative strategies based on company conditions, and formulate competitive strategy priorities. This research uses the Porter's Five Forces method, PEST analysis, IFE, EFE, IE, SWOT and QSPM matrices. The results of internal identification show that the company's main strength is its stable and improving financial condition, while its main weakness is that the time to fulfill product requests is quite long due to the long process. On the external side, the company has a main opportunity, namely the threat of new entrants is low, while the main threat is high industrial competition. The IE Matrix advises companies to carry out intensive and integration strategies. The SWOT matrix produces 11 alternative strategies, with the strategic priorities sequentially being increasing marketing channels with digital channels, increasing network infrastructure in potential areas, and maintaining customer loyalty.