Manajemen Bank Syariah.docx

TUGAS MANAJEMEN KOMUNITAS FARMASI “Ritel Manajemen Bank Syariah”

DIAN ASRINI 3351182053

PROGRAM STUDI PROFESI APOTEKER UNIVERSITAS JENDERAL ACHMAD YANI CIMAHI 2018

The development of Islamic banks for almost 20 (twenty years) of their presence in Indonesia shows an increasingly improved performance, both in terms of institutions and financial performance including an increase in the number of Islamic bank customers. However, the challenges of developing the Islamic banking industry are increasing, including the operations and models of Islamic banks that can be developed in the future. For this reason, it is needed ideal, workable and prudent Islamic bank business models that can serve more people, respond to the expectations of various parties, in accordance with the character of the Indonesian Islamic banking business, future oriented and comply with international standards. The Islamic bank business model will be a benchmark for regulators for the development of the Islamic banking industry in the future, becoming a reference for other industry players (rating agencies, takaful, and etc.) in activities and dealing with Islamic banking. In addition to containing the business framework of Islamic banks, this business model also includes linkage efforts and synergies between Islamic banks and non-bank financial institutions taking into account the sharia, economic and social and cultural aspects of Indonesian society. Talking about business, lately there has been a rise in the name of Retail Business or in English called retail is one of the ways of product marketing includes all activities that involve the sale of goods directly to end consumers for personal and non-business use. According to the dictionary, the notion of retail is the sale of goods or services to the public. From this understanding it is seen that retail is not just an activity of selling real goods to consumers. However, the activity of providing services can also be referred to as part of retail activities. Direction of Development of Sharia Bank Retail Business Model. This section begins the dream equation between 4 stakeholders (regulators, academics, banks, and customers). Where are the least stakeholders have the same dream including: 1.

Islamic banks that operate according to sharia compliance

2.

Sustainable Growth Poverty alleviation (financial inclusion)

3.

Alignment to productive real sector activities From the similarities of these dreams will be developed into the target segments of the

community / customer which is the ultimate target of Islamic banking which previously only focused on 3 segments expanded in 5 main segment groups namely: 1.

Government Segment (Government) Potentials that have not been worked on by Islamic banks for this segment include: a. The potential for hajj funds is around Rp 25 T, only 19% is managed by Islamic banks (4.5 T).

b. Infrastructure development funds channeled through the Ministry of Public Works Rp. 75.15 trillion c. The need for infrastructure development funds to support MP3EI up to 2025 is Rp. 1,923 trillion d. Mining Sector 150 T To work on this segment, Islamic banks need to develop business models and improve HR competencies to run the Investment Banking, Development / Infrastructure Banking, Special Purpose Banking for Hajj, Agriculture Banking business models 2.

Corporate Segment (Private) The potential that has not been worked on by Islamic banks for this segment include: a. IDB financing for domestic private companies worth US $ 1.1 billion until 2014. b. Indonesia's High net worth individual (HNWI) in October 2011 reached 112 thousand people (Credit Suisse Research Institute) c. Local investors in Indonesia (June 2012) amounted to 363,094 people or 0.2 percent of

the total population of Indonesia To work on this segment, Islamic banks need to develop and improve HR competencies to run the Infrastructure Banking, Corporate / Wholesale Banking and Investment Banking business models. 3.

Productive Detailed Segments The potential that has not been worked on by Islamic banks for this segment include: a. The business sector in Indonesia is dominated by MSMEs with a 99.9% share (53,823,732 units) b. Banking Credit Share to the MSME Sector 20.7% (481.2 T) To work on this segment, Islamic banks need to develop and improve HR competencies to

run the Commercial Banking and Retail Business Banking business models. 4.

Consumptive Retail Segment The potential that has not been worked on by Islamic banks for this segment include: a. The increase in the middle class (Middle Class) which is characterized by increasing GDP, poverty rates decline, public consumption increases. b. The total housing requirement per year can reach 2.6 million houses (REI) c. Projected car sales in 2012 reached 875,000 units (GAIKINDO) To work on this segment, Islamic banks need to develop and improve HR competencies

to run the Consumer Banking and Retail Banking business models 5.

Unbank and Unbankable Community Segments

The potential that has not been worked on by Islamic banks for this segment include: a. 50% of the adult population does not have formal financial access b. Total KUR Government fund disbursement 2011 20 T c. Target population of domestic and international migrant workers and remote communities To work on this segment, Islamic banks need to develop and improve HR competencies to run Micro Banking, Branchless Banking, Community Banking (for women) business models. For the implementation of this new business model, it is necessary to develop the related Islamic financial infrastructure such as the development of Islamic financial markets that can provide short-term funds with the tabaru contract (qardh, wadiah, etc.). The development of the capital market is dominated by long-term sukuk with investment entitlements (Mudarabah, musyarakah) and complete supporting institutions: takaful, credit rating, sharia capital market authorities, and others. The next step is the preparation of a roadmap (the stages of implementing a new Islamic banking business model) that describes the synergy and the relationship between the Model Businesses which later must be adjusted to Blue print of Islamic banking. Preparation of Islamic banking moved to OJK, a national program for poverty alleviation, issuance of Micro finance laws. Value Proposition offered by Islamic banking through Financing products that have been developed at this time include Consumptive financing (KPR, KKB, Qard), Micro funding and lending services and SMEs with key indicators success is an increase in average value of savings/customer and amount savings account to realize the goal at this stage is proposed for provide incentives to banks sharia in the form of: regulatory incentives directed so that the bank provides cheap savings and micro loans and UKM. Business model developed pursued in line with competitive advantage owned by banks sharia today, namely: Retail banking, micro banking and community banking the more efficient and the service expanding. Integration of financial institutions, where national banking including sharia banking is regulated and supervised under the banner of the Financial Services Authority (OJK). This is a good opportunity given the regulation of banks, financial institutions such as securities companies, insurance and others below the same legal umbrella. During this era MEA for nonfinance was already implemented. Value Proposition offered by Islamic banking through Access and Financial Products + Safetynet Financial Products (Savings + Insurance + Pension). To realize the goal at this stage it was proposed to provide incentives to Islamic banks in the

form of: Incentives directed to retail banks to have productive and consumptive financing products. In this era Islamic banks are expected to start preparing to develop a universal business model of banking and investment banking and increase strategic financing / government financing (Development banking) and still maintain a consumer and productive retail segment (Consumer banking). Banking Synergy and Non-Bank Institutions The main driving factor: Peak Demographic Bonus, meaning that the composition of the population with a productive age of 15-64 years reaches a maximum point, compared to non-productive age 0-14 years and 65 years and over. At the peak of the demographic bonus, the proportion of the productive age population reached 55.5 percent. There is an advantage when the proportion of the population of productive age is greater than the non-productive age. The number of residents who become dependents will be less, so that it is expected that there will be an increase in savings from income of the productive age population. In this era the Financial Sector MEA has begun to be implemented and the implementation of the National Medium Term Long Term Development Plan (RPJPMN) phase II (20172022) Value Proposition offered by Islamic banking through retail investment services products for smart customers, socialization of investment minded programs rather than saving minded and corporate services. To realize the goal on this stage it is proposed to provide incentives to Islamic banks in the form of: Regulatory incentives directed at the bank industry, for HR programs where all officers / bankers who serve the funding department, have investment manager certification. In this era Islamic banks could develop the concept of Universal banking, increase strategic financing / government financing (Corporate / development banking), Consumer Banking to serve the middle class segment in 4 sectors, namely education, housing / vehicles, health, entertainment frame improve national domestic competitiveness. Equitable access to national investment to the real sector Key driving factors: Implementation of the Financial Sector MEA in 2020, the estimated maturity stage of the Islamic banking industry and all Islamic banks are required to be Sharia Commercial Banks (BUS). The Value Proposition offered by Islamic banking through products of smart customers of financial investment must lead to the real sector (Capital Market = Real Sector), productive loan services for all levels (Micro, SME, Corporate Investment, Syndication. To realize the goal on this stage it is proposed to provide incentives to Islamic banks in the form of: Regulatory incentives are directed towards creating securities based on assets and sukuk for the benefit of large projects. Regulatory incentives also direct investors from ASEAN (MEA) to invest in the real sector.

Islamic banking is a financial business that prioritizes morality, ethics, honesty, justice and benefit when compared to its financial advantages, even though as a business entity profit is one of the business objectives. The existence of Islamic banks is expected to provide opportunities for the weak economy groups to be able to participate in accessing the banking industry, especially through financing that can be used for business development so that it can help improve their standard of living.