DAYA SAING
1. Operations and technology
a. As a Bank Payment and transactions
b. Adding payment billers to electronic channels
c. Centralized auto-debit payments d. Developing service media
e. Expanding services and transaction needs through the placement of Laku Pandai agents in all areas of the Bank
f. Optimizing the use of auto banking and the campaign model
g. Implementation of new m-banking
h. Implementation of Cash Management System (CMS) i. Adjustment/review of Company Guidelines (BPP)
and Standard Operating Procedures (SOP) related to Information Technology Risk Management (MRTI)
j. Management Information System (MIS)
k. Reporting Integration (BI Antasena and Apolo OJK)
l. ATM Prima and ATM Bersama reconciliation applications
m. Increase the number of ATMs that use monitoring applications
2. Governance, Risk, Compliance (GRC)
a. Risk monitoring based on the Bank’s Risk Appetite b. Optimization of risk management and
control
c. Increase the composition of retail depositors compared to the portion of core depositors d. Optimization of the Internal Capital Adequacy
Assessment Process (ICAAP)
e. Fulfillment of Accuracy, Submission, and suitability of GCG self-assessment reports f. Implementation and internalization of the Bank’s GRC g. Improvement of Bank Operational Policies and
Procedures
h. Monitor commitments and follow up actions by the bank to the authorities
i. Penilaian Risiko Tindak Pidana Pencucian Uang dan Tindak Pidana Pendanaan Terorisme.
j. Upgrade Treasury System Aplikasi Quantum k. Meminimalisir publikasi negatif pada media l. Penyempurnaan Struktur Organisasi dan Tata
Kerja (SOT)
m. Penetration Test Modul E-Channel
n. Perbaikan infrastruktur jaringan komunikasi unit kantor
Aspek Pemasaran
Strategi Pemasaran Tahun 2020
Bank Riau Kepri akan terus meningkatkan dana pihak ketiga yang berbasiskan low cost fund dengan berorientasi pada peningkatan inovasi produk dan layanan, mendorong perluasan delivery channel dan memperluas sumber fee base income yang dapat meningkatkan kapabilitas produk dan layanan dalam rangka peningkatan hubungan dengan nasabah. Hal ini didukung dengan komunikasi pemasaran yang efektif dan efisien sebagai perwujudan dari citra bisnis yang positif, memberikan edukasi untuk lebih meningkatkan pengetahuan dan engagement nasabah terhadap Bank Riau Kepri melalui event-event terbuka. Inisiatif strategis yang dilaksanakan Bank Riau Kepri antara lain:
a. Meningkatkan inovasi produk dan layanan sesuai kebutuhan segmen melalui Implementasi digital solution diantaranya pengembangan new m-Banking, cash management system, virtual account.
b. Peningkatan kerjasama dengan pelaku usaha dan perusahaan swasta/pihak ketiga lainnya terkait produk dan layanan.
c. Optimalisasi strategi pemasaran dan penjualan produk dan layanan melalui peningkatan peningkatan kerjasama dengan pelaku usaha dan perusahaan swasta/pihak ketiga.
d. Menyiapkan sarana yang berfungsi secara khusus untuk memproses registrasi nasabah dan pembukaan rekening secara mandiri dengan penggunaan e-form.
e. Peningkatan engangement dan customer loyalty melalui layanan priority banking.
f. Optimalisasi fee based income melalui penambahan biller pembayaran pada electronic channel dan sentralisasi auto debet pembayaran.
g. Penyempurnaan produk tabungan melalui rebranding.
h. Peningkatan edukasi literasi keuangan melalui produk tabungan SIMPEL, pemanfaatan otobanking dan memperluas layanan melalui layanan keuangan tanpa kantor dan Tabungan Sinar Laku.
i. Risk Assessment of Money Laundering and Terrorism Funding Crimes.
j. Upgrade Treasury System Quantum Application k. Minimizing negative publicity in the media l. Improvement of the Organizational Structure
and Work Procedure (SOT) m. E-Channel Penetration Test Module
n. Repair of office unit communication network infrastructure
Marketing Aspects
2020 Marketing Strategy
Bank Riau Kepri will continue to increase third-party funds based on low-cost funds with an orientation towards increasing product and service innovation, encouraging the expansion of delivery channels, and expanding the source of fee base income which can increase product and service capabilities to improve customer relationships. This is supported by effective and efficient marketing communications as a manifestation of a positive business image, providing education to further increase customer knowledge and engagement with Bank Riau Kepri through open events. Strategic initiatives carried out by Bank Riau Kepri include:
a. Increasing product and service innovation according to segment needs through the implementation of digital solutions including the development of new m-Banking, cash management systems, virtual accounts.
b. Increased cooperation with business actors and private companies/other third parties related to products and services.
c. Optimizing marketing and sales strategies for products and services through increased cooperation with business actors and private/third-party companies.
d. Prepare a special function for processing customer registration and opening accounts independently using e-forms.
e. Increased engagement and customer loyalty through priority banking services.
f. Optimizing fee-based income by adding payment billers to electronic channels and centralizing auto- debit payments.
g. Improvement of savings products through rebranding.
h. Increasing financial literacy education through the SIMPEL savings product, utilizing auto banking, and expanding services through officeless financial services and Sinar Laku Savings.
Pangsa Pasar
Bank Riau Kepri secara khusus menghadapi persaingan dengan BUKU II dan BPD dalam menentukan penguasaan pasar. Persaingan usaha tersebut antara lain dapat dilihat berdasarkan jumlah aset yang dimiliki, jumlah dana pihak ketiga yang berhasil dihimpun, dan jumlah kredit yang diberikan oleh Bank Riau Kepri.
Market share
Bank Riau Kepri in particular faces competition with BUKU II and BPD in determining market share. This business competition can be seen, among others, based on the number of assets owned, the amount of third party funds that have been collected, and the amount of credit extended by Bank Riau Kepri.
Uraian
(dalam miliar Rupiah)2020 (in billion Rupiah)
Pangsa Pasar Tahun 2020 Bank Riau Kepri terhadap Buku II & BPD
(dalam %) Market Share in 2020, Bank Riau
Kepri (in%)
(dalam miliar Rupiah)2019 (in billion Rupiah)
Pangsa Pasar Tahun 2020 Bank Riau Kepri terhadap Buku II & BPD
(dalam %) Market Share in 2020, Bank Riau
Kepri (in%)
Kenaikan/
Penurunan Pangsa Pasar (dalam %) Increase/Decrease
in Market Share
(in%) Description Bank
Riau
Kepri BUKU II BPD BUKU II BPD Bank
Riau
Kepri BUKU II BPD BUKU II BPD BUKU II BPD
Aset 28.200 897.206 763.879 3,14 3,69 25.452 905.190 717.518 2,81 3,55 0,33 0,14 Asset
Kredit 18.434 539.011 493.422 3,42 3,74 17.396 569.146 469.530 3,06 3,70 0,36 0,03 Credit
DPK 22.143 648.871 590.602 3,41 3,75 19.937 621.089 532.258 3,21 3,75 0,20 0,00 DPK
Tabel Pangsa Pasar Bank Riau Kepri dibandingkan Bank BUKU II dan BPD Table of Market Share of Bank Riau Kepri compared to Bank BUKU II and BPD
Sumber: Statistik Perbankan Indonesia Otoritas Jasa Keuangan (SPI OJK), Desember 2020 Source: Indonesian Banking Statistics, Financial Services Authority (SPI OJK), December 2020
Berdasarkan jumlah aset, kredit dan DPK penguasaan pangsa pasar Bank Riau Kepri terhadap BUKU II tahun 2020 masing-masing mencapai 3,14%, 3,42%, 3,41%
meningkat dibandingkan dengan tahun 2019 yang masing-masing mencapai 2,81%, 3,06% dan 3,21%.
Demikian pula dengan penguasaan pasar Bank Riau Kepri terhadap BPD juga mengalami peningkatan dari sisi aset, kredit dan DPK tahun 2020 mencapai 3,69%, 3,74% dan 3,75%.
Based on total assets, credit, and TPF, the market share of Bank Riau Kepri against BUKU II in 2020 reached 3.14%, 3.42%, 3.41% each, an increase compared to 2019 which reached 2.81%, 3.06%, and 3.21% each. Likewise, Bank Riau Kepri’s market share of BPD also experienced an increase in terms of assets, credit, and deposits in 2020 reaching 3.69%, 3.74%, and 3.75%.
Proyek pembangunan jalan tol ruas Krian-Legundi-Bunder-Manyar
Diagram Pangsa Pasar Bank Riau Kepri dibandingkan dengan BUKU II Tahun 2019 Bank Riau Kepri Market Share Diagram compared to BUKU II Year 2019
2,81%
97,19%
3,06%
96,94%
3,21%
96,79%
AssetAset Kredit
Credit DPK
DPK
Bank Riau Kepri BUKU II Bank Riau Kepri BUKU II Bank Riau Kepri BUKU II
Diagram Pangsa Pasar Bank Riau Kepri dibandingkan dengan BPD Tahun 2020 Bank Riau Kepri Market Share Diagram compared to Local Government Bank of 2020
AssetAset Kredit
Credit DPK
DPK
Bank Riau Kepri BPD Bank Riau Kepri BPD Bank Riau Kepri BPD
3,69%
96,31%
3,74%
96,26%
3,75%
96,25%
Diagram Pangsa Pasar Bank Riau Kepri dibandingkan dengan BUKU II Tahun 2020 Bank Riau Kepri Market Share Diagram compared to BUKU II Year 2020
AssetAset Kredit
Credit DPK
DPK
Bank Riau Kepri BUKU II Bank Riau Kepri BUKU II Bank Riau Kepri BUKU II
3,14%
96,86%
3,42%
96,58%
3,41%
96,59%
AssetAset Kredit
Credit DPK
DPK
Bank Riau Kepri BPD Bank Riau Kepri BPD Bank Riau Kepri BPD
3,55%
96,45%
3,70%
96,30%
3,75%
96,25%
Diagram Pangsa Pasar Bank Riau Kepri dibandingkan dengan BPD Tahun 2019 Bank Riau Kepri Market Share Diagram compared to Local Government Bank of 2019
Tinjauan Operasi Per Segmen Usaha
Segmen usaha adalah sekelompok aset dan operasi yang menyediakan barang atau jasa yang memiliki risiko serta tingkat pengembalian yang berbeda dengan segmen usaha lainnya. Dalam menjalankan kegiatan usaha, Bank Riau Kepri menjalankan segmen operasinya berdasarkan peraturan kebijakan akuntansi.
Bank telah menyajikan segmen operasi berdasarkan PSAK 5 (Revisi 2009) mengenai “Segmen Operasi”.
Segmen operasi dilaporkan sesuai dengan laporan internal Bank yang disiapkan untuk mengambil keputusan operasional yang bertanggung jawab untuk mengalokasikan sumber daya ke segmen tertentu dan penilaian atas performanya. Bank mengungkapkan segmen operasionalnya berdasarkan segmen usaha yang meliputi perbankan konvensional dan syariah.
Segmen geografis meliputi penyediaan jasa di dalam lingkungan ekonomi tertentu yang memiliki risiko serta tingkat pengembalian yang berbeda dengan segmen operasi lainnya yang berada dalam lingkungan ekonomi lain. Segmen geografis Bank adalah Provinsi Riau dan selain Provinsi Riau.
Operations Review Per Business Segment
A business segment is a group of assets and operations that provide goods or services with risks and returns that are different from other business segments. in carrying out business activities, Bank Riau Kepri carries out its operating segments based on accounting policy regulations. The Bank has presented operating segments based on PSAK 5 (Revised 2009) regarding
“Operating Segments”. Operating segments are reported by the Bank’s internal reports which are prepared to make operational decisions that are responsible for allocating resources to certain segments and assessing their performance. The bank discloses its operating segments based on business segments which include conventional and sharia banking. Geographical segments include the provision of services in certain economic environments that have risks and rates of return that are different from other operating segments in other economic environments. The geographic segment of the Bank is Riau Province and apart from Riau Province.
Segmen Usaha Business Segments
Segmen Operasi
Operational Segments Segmen Geografis
Geographical Segments
Penghimpunan Dana
Fund Raising Penghimpunan Dana
Fund Raising Pembiayaan
Financing
Jasa Layanan Syariah Sharia Services Penyaluran Dana
Fund Distribution Jasa Layanan Services Konvensional
Conventional Syariah
Sharia
Selain Provinsi OtherRiau Provinsi
Riau