ANALISIS PENYESUAIAN MODEL BISNIS DAN FORMULASI STRATEGI KOMPETITIF PT BINA DANA SEJAHTERA PASCA SPIN-OFF

Abstract

Globalisasi membuka peluang bagi investor asing untuk masuk ke Indonesia, yang berdampak pada PT Bina Dana Sejahtera (BDS) yang mengalami spin-off akibat perubahan kebijakan perusahaan induk. Transformasi bisnis menjadi hal penting agar BDS tetap kompetitif di industri pialang asuransi. Penelitian ini bertujuan untuk mengidentifikasi perubahan model bisnis BDS, menganalisis keunggulan kompetitif internal, serta merumuskan strategi yang sesuai. Pendekatan yang digunakan bersifat kualitatif melalui wawancara dan studi literatur, dengan alat analisis Business Model Canvas, VRIO Framework, Porter’s Five Forces, dan IE Matrix. Hasil penelitian menunjukkan perubahan signifikan pada segmen pelanggan, proposisi nilai, dan kemitraan utama. Analisis VRIO mengungkap dua keunggulan kompetitif berkelanjutan, yaitu jaringan kemitraan dan SDM bersertifikasi. Tantangan eksternal utama berasal dari tingkat persaingan industri dan daya tawar pembeli. Posisi BDS dalam IE Matrix berada pada sel I (Grow and Build), dengan strategi yang disarankan meliputi pengembangan pasar, digitalisasi layanan, serta penguatan sumber daya dan saluran distribusi.

Globalization has opened opportunities for foreign investors to enter Indonesia, impacting PT Bina Dana Sejahtera (BDS), which underwent a spin-off due to changes in its parent company's policy. Business transformation became essential for BDS to stay competitive in the insurance brokerage industry. This study aims to identify changes in BDS’s business model, analyze its internal competitive advantages, and formulate appropriate strategies. A qualitative approach was used through interviews and literature study, employing tools such as the Business Model Canvas, VRIO Framework, Porter’s Five Forces, and IE Matrix. The results show significant changes in customer segments, value propositions, and key partnerships. VRIO analysis identified two sustained competitive advantages: partnership networks and certified human resources. External challenges stem from industry competition and buyer bargaining power. BDS is positioned in cell I (Grow and Build) of the IE Matrix, with suggested strategies including market development, service digitalization, and resource strengthening.