Strategi Pemasaran Dalam Meningkatkan Brand Awareness dan Akuisisi Pelanggan Bank Digital di Indonesia

Abstract

Perkembangan layanan keuangan digital telah mendorong pertumbuhan industri bank digital di Indonesia sekaligus meningkatkan intensitas persaingan, baik antarbank digital, bank konvensional yang melakukan transformasi digital, maupun fintech dan platform digital lainnya. Meskipun adopsi layanan digital terus berkembang, tingginya tingkat pengenalan terhadap bank digital belum selalu diikuti oleh keputusan masyarakat untuk menjadi nasabah dan menggunakan layanan secara aktif. Kondisi tersebut menunjukkan adanya kesenjangan antara brand awareness dan akuisisi nasabah sehingga diperlukan strategi pemasaran yang tidak hanya mampu meningkatkan pengenalan merek, tetapi juga mendorong konversi calon nasabah menjadi pengguna layanan bank digital. Penelitian ini bertujuan untuk menganalisis faktor internal dan eksternal yang memengaruhi brand awareness dan akuisisi nasabah bank digital di Indonesia, merumuskan alternatif strategi pemasaran berdasarkan faktor internal dan eksternal tersebut, serta menentukan prioritas strategi pemasaran untuk meningkatkan brand awareness dan akuisisi nasabah bank digital. Penelitian menggunakan pendekatan mixed methods dengan melibatkan 124 responden dan tujuh pakar. Analisis dilakukan menggunakan VRIO, Porter’s Five Forces, Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Matriks Internal–External (IE), SWOT–TOWS, dan Analytical Hierarchy Process (AHP). Data sekunder diperoleh dari laporan regulator dan literatur akademik yang relevan dengan industri perbankan digital. Hasil penelitian menunjukkan bahwa brand awareness bank digital berada pada kategori tinggi dengan nilai rata-rata 5,42, sedangkan digital customer acquisition memiliki nilai rata-rata 5,47. Dari sisi faktor yang memengaruhi perilaku nasabah, digital convenience memperoleh nilai rata-rata tertinggi sebesar 5,64, diikuti perceived value sebesar 5,57, customer experience sebesar 5,22, dan trust sebesar 4,35. Analisis VRIO menunjukkan bahwa sebagian besar kapabilitas bank digital berada pada kondisi competitive parity. Namun, customer experience capability, data analytics and personalization capability, serta ecosystem integration capability memiliki potensi sebagai temporary competitive advantage. Kondisi tersebut menunjukkan bahwa teknologi dan kemudahan digital semakin menjadi standar industri, sedangkan pengalaman nasabah, personalisasi berbasis data, dan integrasi ekosistem memiliki potensi lebih besar sebagai sumber diferensiasi. Dari sisi eksternal, peluang utama berasal dari pertumbuhan adopsi layanan keuangan digital, interoperabilitas sistem pembayaran dan integrasi ekosistem, perkembangan teknologi data dan kecerdasan buatan, serta barrier to entry regulatif. Adapun ancaman utama meliputi intensitas persaingan yang tinggi, substitusi dari fintech dan platform digital, tingginya daya tawar nasabah, serta ketergantungan terhadap vendor teknologi dan infrastruktur pembayaran. Hasil Matriks IFE sebesar 2,309 dan EFE sebesar 2,472 menempatkan industri bank digital pada Sel V Matriks IE (Hold and Maintain), dengan arahan strategi market penetration dan product development. Dalam konteks penelitian ini, strategi tersebut diarahkan pada penguatan brand awareness, peningkatan efektivitas akuisisi, serta pengembangan relevansi dan nilai layanan digital. Berdasarkan analisis SWOT–TOWS diperoleh 16 alternatif strategi pemasaran. Hasil AHP menunjukkan bahwa Opportunity memiliki bobot tertinggi sebesar 0,421, diikuti Strength sebesar 0,340, Threat sebesar 0,135, dan Weakness sebesar 0,105. Pada tingkat subkriteria, interoperabilitas dan integrasi ekosistem memiliki bobot global tertinggi sebesar 0,138. Strategi prioritas utama adalah WO2, yaitu pengembangan strategi akuisisi berbasis integrasi ekosistem digital dengan bobot global sebesar 0,104, diikuti SO2 berupa pengembangan layanan berbasis integrasi ekosistem untuk meningkatkan frekuensi transaksi sebesar 0,088 dan ST3 berupa penguatan integrasi ekosistem untuk meningkatkan loyalitas dan switching cost sebesar 0,084. Hasil penelitian menunjukkan bahwa strategi pemasaran bank digital perlu bergeser dari pendekatan yang dominan berbasis promosi menuju pendekatan yang lebih terintegrasi dengan ekosistem digital. Integrasi ekosistem dapat memperluas titik interaksi konsumen dengan bank digital sehingga meningkatkan eksposur dan relevansi merek, sekaligus menciptakan jalur untuk mengonversi brand awareness menjadi akuisisi nasabah. Strategi tersebut perlu didukung oleh data analytics and personalization serta customer experience agar interaksi dan layanan semakin relevan dengan kebutuhan pengguna. Dengan demikian, strategi pemasaran bank digital perlu mengintegrasikan peningkatan brand awareness, akuisisi, penggunaan, dan retensi nasabah untuk mendukung pertumbuhan yang berkelanjutan.

The development of digital financial services has driven the growth of the digital banking industry in Indonesia while simultaneously increasing competitive intensity among digital banks, conventional banks undergoing digital transformation, fintech companies, and other digital platforms. Although the adoption of digital services continues to grow, a high level of awareness of digital banks does not always lead consumers to become customers and actively use their services. This condition indicates a gap between brand awareness and customer acquisition, highlighting the need for marketing strategies that not only strengthen brand recognition but also encourage the conversion of prospective customers into digital banking users. This study aims to analyze the internal and external factors affecting brand awareness and customer acquisition of digital banks in Indonesia, formulate alternative marketing strategies based on these factors, and determine priority marketing strategies to enhance brand awareness and customer acquisition. The study employed a mixed-methods approach involving 124 respondents and seven experts. The analyses included VRIO, Porter’s Five Forces, Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), the Internal–External (IE) Matrix, SWOT–TOWS, and the Analytical Hierarchy Process (AHP). Secondary data were obtained from regulatory reports and academic literature relevant to the digital banking industry. The results show that digital bank brand awareness was categorized as high, with a mean score of 5.42, while digital customer acquisition had a mean score of 5.47. Among the factors influencing customer behavior, digital convenience recorded the highest mean score of 5.64, followed by perceived value at 5.57, customer experience at 5.22, and trust at 4.35. The VRIO analysis indicates that most digital banking capabilities remain at the competitive parity level. However, customer experience capability, data analytics and personalization capability, and ecosystem integration capability have the potential to generate temporary competitive advantage. These findings indicate that technology and digital convenience are increasingly becoming industry standards, while customer experience, data-driven personalization, and ecosystem integration have greater potential as sources of differentiation. From an external perspective, the main opportunities include the growth of digital financial service adoption, payment system interoperability and ecosystem integration, advances in data technology and artificial intelligence, and regulatory barriers to entry. The main threats include high competitive intensity, substitution by fintech companies and digital platforms, strong customer bargaining power, and dependence on technology vendors and payment infrastructure. The IFE score of 2.309 and EFE score of 2.472 position the digital banking industry in Cell V of the IE Matrix (Hold and Maintain), indicating market penetration and product development as the appropriate strategic directions. In this study, these strategies are directed toward strengthening brand awareness, improving acquisition effectiveness, and enhancing the relevance and value of digital services. The SWOT–TOWS analysis generated 16 alternative marketing strategies. The AHP results show that Opportunity had the highest weight of 0.421, followed by Strength at 0.340, Threat at 0.135, and Weakness at 0.105. At the subcriterion level, payment system interoperability and ecosystem integration had the highest global weight of 0.138. The highest-priority strategy was WO2, namely developing a customer acquisition strategy based on digital ecosystem integration, with a global weight of 0.106. This was followed by SO2, developing ecosystem-integrated services to increase transaction frequency, with a weight of 0.088, and ST3, strengthening ecosystem integration to increase customer loyalty and switching costs, with a weight of 0.084. The findings indicate that digital bank marketing strategies need to shift from a predominantly promotion-based approach toward a more integrated digital ecosystem approach. Ecosystem integration can expand consumer touchpoints with digital banks, thereby increasing brand exposure and relevance while creating pathways to convert brand awareness into customer acquisition. This strategy should be supported by data analytics and personalization as well as customer experience to ensure that interactions and services are increasingly relevant to user needs. Therefore, digital bank marketing strategies should integrate brand awareness, customer acquisition, usage, and retention to support sustainable growth.