| dc.description.abstract | Micro, Small and Medium Enterprises (SMEs) have a role in the national development strategy. Due to most of the people involved in the activities of SMEs and cooperatives, both in the traditional and modern sectors. Therefore, in addition to a role in economic growth and employment also play a role in improving the welfare of society. The purpose of this study was to determine the general strategy used by Bank ABC in improving people's business credit (KUR) in Pangkalpinang. In particular, this study aims to (a) examine patterns KUR Bank ABC Branch Pangkalpinang; (b) identify and analyze internal and external factors in KUR Bank ABC Branch Pangkalpinang and (c) developing alternative business strategies for the selected priority KUR ABC Bank Branch Pangkalpinang. Research form of case studies conducted in Bank ABC Branch Pangkalpinang Bangka Belitung province. The method used is descriptive sample sampling method to address existing problems. The primary data obtained from questionnaires and interviews with the Head of Branch, Credit Managers and Department of Cooperatives and SMEs and secondary data obtained from the annual report of Bank ABC and relevant agencies or institutions such as Bank Indonesia, Central Bureau of Statistics (BPS) and others, as well as company as a kind of comparative study. The data obtained were processed using appropriate analytical tools, namely the descriptive analysis, internal and external analysis, internal-external matrix (IE), matrix Strengths, Weaknesses, Opportunities and Threats (SWOT) and Quantitative Strategic Planning Matrix (QSPM). results are descriptive and analytical study of the KUR improvement strategy at Bank ABC in Pangkalpinang found that the things that can accelerate disbursement of KUR, namely (a) KUR is a product of the Bank ABC loan ceiling to Rp500 million for small business feasible, but not bankable. Bank ABC distributed to KUR with three distribution patterns, which are channeled directly to the debtor, channeled through cooperatives, and distributed through the company's core business for plasma/target; (b) Based on the results of the calculation on an internal analysis of the factors that the credit requirements quite easily and quickly recognized as a factor The most important events and activities KUR loan process can only be done at the Branch Office (not served in branch offices) be a weak factor ABC Bank. Support local governments to KUR is an opportunity that can be achieved by the company in improving the KUR. The company also has a threat, namely regional banks that participated in the KUR; and (c) Based on the analysis of marketing strategies that have been performed using the IE Matrix, an increase KUR position at Bank ABC located in quadrant II box which is described as the area grow and build, which has the power and opportunity is greater than the weaknesses and threats, as well as Bank ABC marketing strategies to the changing environment is still relevant today. The strategy is applied in the future strategy of intensive or aggressive growth (Growth Oriented Strategy) by using force to take advantage of the opportunity, through the maintenance of the quality of service products, loan officers upgrades, networking and the development of the target group. Based on the analysis QSPM matrix, it can be seen that the best strategy is to be done is to maintain the company's interest installment loan and the length of time the value of Total Attractiveness Score (TAS), the highest (7.380). The entire strategy can be graded following alternatives: (1) maintain interest installment loan and the length of time (7.380), (2) maintaining a commitment to quality service products and socialize to all employees (7,126), (3) maintaining and ABC Bank to maintain the quality of service (6.896), (4) expand and maintain existing markets (6.866), (5) improve marketing performance in analyzing market demand (6.762), (6) improve the marketing network (6.761), (7) promoting the effective and efficient (6.696) and (8) improve collaboration with cooperatives and kernel companies (6.199). | en |
