Meningkatkan daya saing melalui manajemen strategi di sektor perbankan
Abstract
Increasing competitiveness is an important step for banks to remain relevant in a competitive market. This can be achieved through the implementation of planned strategic management, including analysis of the business environment, appropriate strategy formulation, and effective implementation. In addition, technological innovation and digitalization, as well as human resource development, are key factors in creating competitive advantage. However, banks are also faced with challenges, such as rapid regulatory changes, digital transformation, and increasing competition from fintech and digital banks. For this reason, flexible and adaptive strategic management is needed so that banks can face these challenges and improve their performance and competitiveness. The implementation of effective strategic management has been proven to have a significant effect on revenue growth, customer satisfaction and operational efficiency. In addition, a deep understanding of the implications of banking regulations is also essential, where banks must adapt their strategies to regulatory changes to maintain operational sustainability. With these steps, banks can maintain their position in an ever-changing industry and increase their competitiveness in a sustainable manner.
Downloads
References
Agniya, M., & Asnaini, M. A. (2023). Manajemen Strategi Dalam Meningkatkan Daya Saing Perbankan Syariah. CV Brimedia Global.
Ahmadi, M. A. (2024). Manajemen Strategi Dalam Meningkatkan Loyalitas Nasabah Bank. Jurnal Manajemen Perbankan Keuangan Nitro, 7(1), 15–25.
Azmy, A. (2015). Mengembangkan human resource management yang strategis untuk menunjang daya saing organisasi: Perspektif manajemen kinerja (performance management) di bank syariah. Binus Business Review, 6(1), 78–90.
Budianto, E. W. H., & Dewi, N. D. T. (2023). Pemetaan penelitian rasio Dividend Per Share (DPS) pada perbankan syariah dan konvensional: Studi bibliometrik VOSviewer dan literature review. Al-Mal: Jurnal Akuntansi Dan Keuangan Islam, 4(1), 109–126. http://repository.uin-malang.ac.id/15317/
Diana, I. N., Segaf, S., & Safitri, R. (2021). Strategi mencapai good university governance melalui manajemen risiko. 000315259. http://repository.uin-malang.ac.id/11025/
Dwiwijaya, K. A., Badruddin, S., Suprapto, A. T., Safari, B., Dewi, R., Prabowo, P. K., Lukito, D., Sugihartanto, M. F., Waty, E., & Boari, Y. (2024). Buku Ajar Pengantar Manajemen. PT. Sonpedia Publishing Indonesia.
Fajri, R. (2024). Manajemen Strategis dalam Usaha Kecil: Meningkatkan Daya Saing Ekonomi Indonesia. Innovative: Journal Of Social Science Research, 4(4), 2518–2525.
Fatmawati, N. L., & Hakim, A. (2024). Analisis Tingkat Profitabilitas Perbankan Syariah di Indonesia. Jurnal Baabu Al-Ilmi: Ekonomi Dan Perbankan Syariah, 5(1), 1–15.
Gunawan, C. I. (2024). Strategi Manajemen Sumberdaya Manusia. Book of Open Source (BOS), 1–65.
Husna, F. (2020). Wajah Ekonomi 4.0: Perbankan Syari’ah Digital, Peningkatan Daya Saing dan Strategi Dakwah Islam. Idarotuna, 3(1), 59–70.
Kusumawati, R. (2025). Blockchain untuk inovasi bisnis dan keuangan. CV. Seribu Bintang, Malang, Jawa Timur. http://repository.uin-malang.ac.id/23523/
Mashuri, M., & Nurjannah, D. (2020). Analisis SWOT Sebagai Strategi Meningkatkan Daya Saing. JPS (Jurnal Perbankan Syariah), 1(1), 97–112.
Sitorus, V. D. H. (2024). DAMPAK REGULASI PERBANKAN SYARIAH DI INDONESIA TERKAIT PEMISAHAN BANK BRI DAN BANK BNI DENGAN BSI (STUDI KASUS OJK PEMEGANG IZIN DAN HAK HUKUM SPIIN OFF). Musytari: Neraca Manajemen, Akuntansi, Dan Ekonomi, 4(2), 128–138.
Syahfitri, I. (2024). Relevansi Single Presence Policy dalam Menjaga Kesehatan, Ketahanan, dan Daya Saing Perbankan Indonesia Menghadapi Resesi. Journal of Law and Administrative Science, 2(1), 1–13.
Copyright (c) 2025 Muchammad Romadhoni
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work’s authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal’s published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
