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RESEARCH BACKGROUND
Pos Indonesia is a State-owned enterprises (SOE) engaged in the courier services,
logistics, and financial transactions. The name of Pos Indonesia (Persero) is officially used in
1995, having previously used the name dinas PTT (Posts Telegraaf end Telefoon Diensts) in
1906; then turn into Djawatan PTT (Post Telegraph and Telephone) in 1945; then changed
status to Posts and Telecommunications State Corporation (PN Postel) in 1961; and became a
PN Post & Giro in 1965, and later became Post and Giro Public Corporation in 1978.
Historically, Pos Indonesia is one of the oldest STATE-OWNED COMPANIES in Indonesia.
Its existence in the archipelago originated from Netherlands East Indies trading company or
Dutch East Indies Company (VOC) which established a Post Office on 26 August 1746 in
Batavia (Jakarta) in order to facilitate the delivery of mail, especially in trading activity.
The ups and downs has been coloring a long journey for two and a half centuries of
Pos Indonesia. The golden age of postal industry was in the years 1970 to 1980 s. The postal
services community customers were very loyal in utilizing its services. But rapid
development of information and communication technology, lifestyle changes, as well as the
trend of liberalisation of postal service businesses has made Pos Indonesia experiencing a
very significant business shifts. As also experienced by many of the worlds postal
companies, Pos Indonesia has experienced a decline in its business performance in 2000
2007. Mail Business in those years was dropped dramatically. The use of short messages
through mobile phones and the internet replacing the role of individual postal mail. Likewise,
competition with private courier companies has made market share of Pos Indonesia rushes.
These conditions have forced Pos Indonesia to change and transform the business.
Company management announced the revival of the company in 2009 and compiled a new
vision and mission as well as long-term planning to build the company to be more adaptive
competencies against the development of the times. Through a variety of programs and
internal transformation of the companys business revenue, Pos Indonesia in 2013 have
reached more than 4 (four) Trillion rupiah or increased nearly three times that of the 20062007 period. The next five years the whole management of Pos Indonesia targeting the
companys revenue growth tripled from now on, be 11 (eleven) Trillion rupiah.
CHAPTER I
CURRENT SITUATION
1.1 Strategic Performance
1.1.1 Finance Analysis
billion. Realization of 2013 revenue increased by 13% compared to the year 2012 which was
realized of Rp 522.81 billion.
Logistic Post Revenue
PT Pos Logistik Indonesia is a subsidiary which was established on 5 January 2012. Logistics
revenue realised by 2013 amounting to Rp 178,65 billion, compared to earnings of logistics
in 2012 there is growth of 167,36%. As for the income consists of transportation income of
Rp 71,93 billion, freight forwarding Revenue of Rp 65,38 billion and revenue of warehousing
is Rp 41,34 Billion.
Financial Services & Financial Revenue
Remittance Revenue
Remittance service revenues by 2013 amounting to Rp 741,06 Billion or 128,53% of the CBP
2013 amounting to Rp 576,55 billion. Realization of 2013 increased by 67,67% if compared
to the realization by 2012 amounted to Rp 441,97 billion.
Postal Giro Revenue
Giropos service revenues by 2013 amounting to Rp 50,97 Billion or 814,44% of the target
CBP 2013 amounting to Rp 6.26 billion. Realization of 2013 increased by 731,46% if
compared to the realization by 2012 amounted to Rp 6,13 billion.
Bank Channelling Revenue
Bank Chanelling services revenue in 2013 amounting to Rp 40,87 Billion or 81,73% of the
CBP target of IDR 50.00 billion in 2013. Realization of 2013 increased by 4,13% if compared
to the realization by 2012 amounted to Rp 39,25 billion. Revenue Service Channelling Bank
2013 amounting to Rp 40,87 Billion or 81,73% of the CBP target of IDR 50.00 billion in
2013. Realization of 2013 increased by 4,13% if compared to the realization by 2012 which
amounted to Rp 39,25 billion.
Fund Distribution Revenue
Fund Distribution Service income 2013 amounting to Rp 6,21 Billion or 6,94% of the CBP
amounted to Rp 89,54 billion. Realization of 2013 down by 91,67% if compared to the
realization by 2012 amounted to Rp 74,61 Billion, a decrease was solely due to the
channelling of funds using your account and system applications remittance institutional
although its nature is the channeling of funds.
Pos Pay Revenue
The revenue the Postal Pay Service in 2013 realized amounted to Rp 609,77 Billion or
80,46% of the target 2013 CBP which amounting to Rp 757,85 billion. Realization of 2013
increased by 188% over realization by 2012 amounted to Rp 584,08 billion.
Retail Revenue
Retail service revenues by 2013 amounting to Rp 231,29 Billion or 77,69% of the 2013target
CBP which amounting to Rp 297,71 billion and is experiencing growth 49,64% compared to
the year 2012 realization of Rp 154,56 billion.
Property Revenue
Property income is realized amounting to Rp 46,33 Billion by 2013 or 65,06 per cent of the
target CBP 2013 which amounting to Rp 71,21 billion and is experiencing growth of 4.88%
compared to the year 2012 realization of Rp 44,17 billion.
Information Technology Revenue
This income in 2013 is income from its subsidiaries engaged in the virtual network of PT
Bhakti Wasantara Net.
Other Revenue
Up to the end of 2013, other income realized amounted to Rp 85,49 Billion or 25,75% of the
CBP 2013 which amounting to Rp 30,12 billion. The realization of this other income decrease
of 38.20%, when compared to the realization by 2012 amounted to Rp 41,67 billion.
Up to the end of 2013, the businesses cost budget realized Rp 3,858.61 Billion or 89,63% of
the targets set in the CBP 2013 amounting to Rp 4,304.93 billion. Realization of the expenses
in 2013 increased by 22.40% compared to actual expenses in year 2012 Rp 3152 .45 billion.
By 2013 there is realisation of the business expenses group that goes beyond the budget has
been set at the CBP, namely: administration expenses amounting to 319,11% and 124,60%
general expense.
The highest percentage growth rates of expenses when compared to the realization by 2012
among other things happening on the cost of administration of 103,79% or Rp 23,70 billion,
operating expenses rose by 35,58% or Rp 312,39 billion, and the General expense of 42,83%
or Rp 102,72 billion.
Employee expenses and operating expenses are still a component of business expenses with
the largest contribution on the composition of the realization of the expense on 2013, i.e. each
amounting to Rp 2.097,49 Billion or 53,56% and Rp 1.190,41 Billion or 30.40% as shown in
the diagram below:to IDR 2097.49 billion or 53.56% and 1190.41 billion IDR or 30.40% as
shown in the diagram below:
1.1.2
1.1.3
Market
Internal Process Business
1.1.3
1.2.3
continues to grow.
d. Committed to contributing positively to the community.
e. Committed to behaving transparently and trustworthy to all stakeholders.
Corporate Objective
In accordance with the Changes in Companys Articles of Association of PT Pos
Indonesia No. 18 on September 12, 2011, goals and purpose of Pos Indonesia is
doing business in the field of organizing postal business for the community both
within and outside the territory of Indonesia, as well as the optimization of
resource utilization of Pos Indonesia to produce high-quality products and strong
competitive power. It is intended to make profit so that it can increase the value of
the company. To achieve these goals and purpose, Pos Indonesia can implement
major business activities in the form of written communication, parcel service,
logistics service, financial services, postal services agency, postal giro service, and
other services that support the implementation of the main business activities. In
addition to the main business activities, Pos Indonesia can perform other business
activities in order to optimize the utilization of resources in include website
management, retail services, printings, archives management, and property
management.
In the scope of the country of Indonesia, Pos Indonesia as an asset of the nation and
the country has obligations to efficiently utilize its own resources for the benefit of
the development of the country. Related to this, Pos Indonesia has a Public Service
Obligation or PSO in postal service, namely implementing the delivery of standard
mail and parcel in Indonesia with an affordable rate for the entire community of
Indonesia. This designation will expire on December 31, 2014. The above Public
service obligation has social principles as follows.
1. All residents can easily obtain the postal service.
2. A uniform postal service rate and affordable by the majority community.
3. This postal services that support the Government program.
4. Reach out to countries around the world as the embodiment of the principle of
the Universal Postal Union (UPU), namely the freedom of transit and the single
postal territory. Pos Indonesias commitment to contribute the maximum for the
nation and States are reflected from the Indonesia Postal roles as follows :
1. Community Center, which became a center of services for the community, in
particular in the field of retail, logistics, communications and financial transactions.
2. As an arm of the government in serving the public ( payment of fuel subsidy ,
direct cash assistance , the School Operational Assistance, etc.) .
3. As junction communication between citizens, states, and organizations /
businesses and non-profit institutions.
4. Being one of the nations infrastructure, particularly in the field of
1.2.4
new post office. The number of additions would be done largely through thirdparty investment including the management. Property business focused on the
optimization of some property assets which currently not optimal usage through the
development of a hotel, offices and others in accordance with the best used their
respective assets.
The transformation of the company elaborated into the focus of the agenda of the
companys development strategy as follow: The companys Transformation
Roadmap outlines further the focus of the annual agenda starting in 2014 to 2018
as the follow:
1.2.5
Polices
One effort to improve the performance of a company / organization is to implement
Good Corporate Governance (GCG). Implementation of Good Corporate
Governance (GCG) is a guideline for the Commissioners and the Board of
Directors in making decisions and perform actions with based on high moral,
compliance with legislation and regulations, and an awareness of the social
responsibility of the company to the interested parties (stakeholders) consistently ,
Implementation of Good Corporate Governance the company has produced
important matters as follows:
Decision of the Board of Directors of PT Pos Indonesia (Persero) On September 9,
2009 Number: KD. 52 / CEO of / 0909 on Procedures for State Officials' Wealth
Report (LHKPN) in Environmental PT Pos Indonesia (Persero).
Joint Decree of Commissioners and Directors On December 30, 2009 Number KD
74 / CEO of / 1209 and 649 / Dekom / 1209 concerning Implementation Guide of
Good Corporate Governance in PT Pos Indonesia (Persero).
Joint Decree of Commissioners and Directors On December 30, 2009 Number KD
75 / CEO of / 1209 and 650 / Dekom / 1209 of the Board Manual PT Pos Indonesia
(Persero).
OF
GOOD
CORPORATE
GOVERNANCE
Government as the owner of SOEs very interested to know the condition of the
application of good corporate governance in SOEs over the years. PT. Pos
Indonesia (Persero) in collaboration with the BPKP to evaluate the implementation
of Good Corporate Governance for the year 2012 with a yield of 78.07%.
CHAPTER II
STRATEGIC MANAGEMENT
2.1 Board of Directors
Based on the Decision of the Minister of State-Owned Enterprises of the Republic of
Indonesia Number KEP-100/MBU/2011 date may 2, 2011 jo Number KEP-416/MBU/2012
November 21, 2012, about the Dismissal and the appointment of Members of the Board of
Basuki
Yusuf
Iskandar
Ph.D
was
graduated
from
Systems
and
Procedures
Partnership
of
Bureau
Director
of
the
Separated
Wealth
of
Nations,
2013,
he
also
served
as
Acting
Deputy
Policy,
IMF
Institute,
Washington,
Fiscal
Board of Directors
Based on the Decision of the Minister of State-Owned Enterprises of the Republic of
Indonesia Number KEP-167/MBU/2009 dated August 12, 2009; KEP-172/MBU/2011 July
25, 2011; SK- 316/MBU/2013 date June 26, 2013; KEP-323/ MBU/2013 date August 13,
2013; and SK-425/ MBU/2013 20 December 2013 on Dismissal and Appointment of
members of the Company Board of Directors of PT Pos Indonesia, directors PT Pos
Indonesia (Persero) per 31 December 2013 are as follows:
from
the
UniversitasKrinadwipayana.
Pos
Higher
Education
in
Singapore
and
Malaysia,
Organization
Transformation,
Business
Process Analyst,
The
position
of
professional
CHAPTER III
External Environment
3.1 Natural Environment
3.1.1 Analysis of Regulation and Permit
Changes the status of Jawatan (office) PTT of the Republic of Indonesia became the
State Enterprises (PN) of Posts and Telecommunications. These changes are based on
Government Regulation No. 240 in 1961
Based on Government Regulation No. 4 of 1978, the status of the PN Post and Giro was
converted into a Public Company (Public Corporation) Post and Giro.
Changing the status of Post and Giro Public Corporation into PT Pos Indonesia (Persero)
with the Foundation of the following laws:
Act No. 1 of 1995 about the Corporation of the Company;
The Government of Indonesia Regulation No. 5 of 1995 on the Transfer Form
from Public Company (public corporation) Post and Giro into Corporation
(Persero);
The Aticle of the company of Pos Indonesia (Persero) in a deed of Notary
Sutjipto, SH No. 117 dated 20 June 1995 regarding the Establishment of the
Company Refines Pos Indonesia, as amended last by deed of Notary Sutjipto, SH
number 18 on 12 September 2011.
The Minister of State Owned Enterprises No. : Per - 01 / MBU/2011 dated August 1,
Director. Members of the Board of Commissioners who are also becoming Chairman /
Member of the Audit Committee are not given additional income other than income
as a Member of the Board of Commissioners.
Based on the decision of the Board of Directors of PT Pos Indonesia (Persero) on
November 10, 2006 number: KD 65/Ceo/1122 conducted organizational realignment of
PKBL Units while in 2007 based on the decision of the Board of Directors of PT Pos
Indonesia (Persero) on August 31, 2007 number: KD 45/Ceo/0807- PKBL Unit turned into a
division of PKBL, in line with the regulations of the Minister of STATE-OWNED
ENTERPRISES dated 27 April 2007 number: Per-05/MBU/2007 about the Partnership
Program between State- Owned Enterprises with Small Businesses and Community
Development Program.
3.1.2 Responsibility
Small Medium Enterprise and Community Development Program
Social and environmental responsibility is one of the Strategic policy of the company, as the
companys commitment to account for the impact of its operations in the dimension of social,
economic, and environment, as well as constantly to keep the impacts contribute benefits to
society and the environment.
Social responsibility of the Company is currently the greatest concern in the community.
BOC has always stressed that the companys social responsibility (CSR) is not limited to the
favor (goodwill) per se, but reflects all the activities of the Company. With the aim to achieve
something more than just a voluntary contribution, Pos Indonesia continues to share
knowledge and technology by providing entrepreneurial training / business, marketing
scholarship and postal services.
Social and environmental responsibility is one of the Strategic policy of the company, as the
companys commitment to account for the impact of its operations in the dimension of social,
economic, and environment, as well as constantly to keep the impacts contribute benefits to
society and the environment. Pos Indonesia has run one of social responsibility in the form of
community development and Partnership Program, in order to carry out the Regulations the
Minister of SOE No. PER- 05/MBU/2013 September 13, 2013 with Four Changes on the
regulation of the Minister of State-owned enterprises no. PER-05/MBU/2007 about the
Partnership Program State-owned enterprises with small businesses and Community
Development Program through the utilization of the funds from the Division of profits of the
company.
The issuance of Law (UU) No. 38/2009 regarding the liberalization of the postal
sector which would put an end to the era of monopoly PT Pos Indonesia. These laws reduce
the level of entry barriers in the postal services business and provides flexibility to the private
sector to provide postal services. But that PT Pos Indonesia is able to compete in the era of
liberalization, Article 51 of Law No. 38/2009 set to include PT. Pos Indonesia to be repaired
Law on Limited Liability Companies stating that a PT must generate a profit from its
operations. Changing the status of PT. Pos Indonesia from the State Company into a limited
company requires PT. Pos Indonesia to continue performing positively contribute consistently
growing profits.
2010, then since 2010, KPCLK who received compensation from the Government only
KPCLK (outside the town post office branch) that suffered losses only. While that already
makes a profit will not be compensated PSO (Public Service Obligation). This decision led to
a reduction of income PT. Pos Indonesia for the support of PSO compensation fund.
2. Economical
Factors influencing that:
Business letters and packages still have a huge market potential, especially in the
National logistics cost is about 16% of Gross Domestic Product (GDP), given the
value of Indonesia's GDP is large enough, then the greater the costs incurred by the
Indonesian economy to move goods from one place to another, save and take care of
turnover.
A consulting firm, Frost & Sullivan, predicts that Indonesia's logistics industry will
grow by 14.2% to Rp 1.408 trillion (US $ 153.54 billion) in 2012 compared with growth
forecast in 2011 from Rp 1.233 trillion (US $ 134.46 billion) , thanks to strong economic
growth fueled by high domestic consumption.
Financial services business also has a very bright prospects for the Indonesian people
who have a bank account approximately 20% of the entire population of Indonesia
(Padmosukarso, 2012). Thus, there are still about 80% of Indonesia's population who do not
have bank accounts. It is appropriate all Indonesian people can be covered by the financial
system so that they can perform various financial transactions.
3. Social Cultural
Factors influencing that:
Ownership mail free of charge, as provided by yahoo and google or other provider
communication through the use of hand phone with a variety of interesting writing and cheap,
even without the cost burden at all.
All network owned by PT Pos Indonesia has been connected virtually, meaning that
or long term bargaining power of buyers to the PT. Pos Indonesia will crawl on
medium position and continues to rise.
B. Rivarly Among Existing Competition
Liberalization of the postal business and the loss of monopoly PT. Pos Indonesia and
the changing status of the company in the form of the company, encourages
companies to clean themselves into enterprises that have a long-term industrial
competitiveness is high, has a growing and stable business development in order to
profit the company can still be obtained and grown as consistent.
.Challenges to be faced by PT. Pos Indonesia, certainly not from local players alone
but foreign players or local players who collaborate with foreign players. It is
estimated that there are approximately 950 businesses and logistics business postal
services throughout Indonesia.
Back on the power network that is owned by PT. Pos Indonesia, the intensity of
competition for the postal industry's market share in the city will be very high, but
because of the vast geographical areas in Indonesia, the intensity rivalry postal
industry for rural areas is still relatively low because of the small number of industry
players who have a network to remote villages like those of by PT. Indonesian Post.
In conclusion, the intensity of competition in the industry is owned by PT. Pos
Indonesia is still moderate (medium), but probably within the next 5 years where the
competitors who together more and more and more extensive network infrastructure
preparation, then this industry will gradually have a higher level of competition from
day to day.
C. Bargaining Power of Suppliers
PT. Pos Indonesia currently actively jealous make changes and perform strategic steps
by way malakukan process of modernization and empowerment such as improvement
of business processes and business models, awareness for the brand and company
image and to develop infrastructure such as business infrastructure "ICT"
(information communication technology) , These strategic moves not only requires
commitment and consistent effort and continuous but also required no small amount
of funding from the supplier of investment funds.
Source of funds required by PT. Pos Indonesia can be derived from internal or
external companies. Seeing the condition of PT. Heading the losers fairly old and new
makes a profit in 2009 and 2010 with a profit structure that is relatively less stable,
then the supply will be much expected funds from banks. The acquisition of funds
from banks, especially banks with SOE status is not relatively difficult because the
a. SMS and Internet usage with social networking tools are used as a medium for
marketing the product. This happens because many business software that offers a list
of the company's corporate email address and personal data base of credit cards.
b. The use of push SMS facility, to remind the bill in installments. Features internet
banking features that can be used to determine the amount of PLN bills, electricity,
credit cards and others, as well as payment of the bill the bill.
c. The number of mailing and delivery process data between companies is done
through the medium of email, not just between companies in Indonesia even to the
whole world.
Maybe just a letter or a package of documents that require the presence of the original
domuken (legal documents) who is still a market PT. Indonesian Post. In conclusion
the threat of product substitution services for letters and packages is high.
E. Threat of substitute New Entrants
The field of postal liberalization will provide opportunities fairly easy for competitors
to enter the core business of PT. Pos Indonesia especially for business mail and parcel
service products - "entry barrier getting ketch", even strengthened by the Law no.39 /
2009 on the postal monopoly systems remove universal postal mail delivery services
which had been occupied by PT. Pos Indonesia (Persero).
According to information obtained from Asperindo (Association of Indonesian
express delivery service company and PKPU that companies are struggling in
business courier service ranges from 500-945 companies.
Of the competitors, the main competitor PT. Pos Indonesia, TIKI, TNT, DHL and FedEx. The rise of the travel agency unofficially also be a package delivery agent. For
financial services, in particular pay-post useful products as container installment
payments for finance companies, PT. Pos Indonesia will experience many challenges
of the Pawnshop with a network of 5,000 points throughout Indonesia and has been
operating on line, as well as a mini-market Alfamart network that has an online
network of 5000 points which focused on the island of Java. Based on the number of
competitors who engaged in the business of postal and financial services, the level of
threat to the arrival of new players is high
CHAPTER IV
INTERNAL ENVIRONMENT
4.1 Corporate Structure
Code of Business Ethics developing company which is a standard of behavior in business and
guide the Company as an entity, in interacting and dealing with stakeholders. Application of
business ethics is expected to help companies to improve performance by taking into account
the interests of shareholders and stakeholders are ethical and based on applicable laws and
regulations.
Standards of business ethics such as regulating how every individual has Pos integrity in
conducting all business activities and work, equal treatment and fulfillment of the rights of
stakeholders, coaching and employee development, conflict of interest, disclosure of
information, environmental management, and others.
2. Governance Standards of Behavior
Governance standards of behavior must be owned by every member of Post and became a
guide in interacting and relating, in doing all business activities and daily work.
Implementation of codes of conduct is expected to make the post man with integrity, fairness,
justice and put the Companys interests above personal interests.
Governance standards of behavior such ashow to behave towards fellow beings
Pos,superiors, subordinates, to maintain the confidentiality of the data and company
information, avoiding conflicts of interest and abuse of office, maintaining the Companys
assets, involvement in politics, gratuities,entertainment, and others.
4.3 Corporate Resources
According to the study of IBIS World, postal mail service industry in Indonesia experienced
growth from 2009 to 2013, amounting to Rp 11.1 Trillion in 2009 and reached Rp 11.7
Trillion in 2013. The biggest growth and contribution during the period 2009-2013 is derived
from corporate to individuals letters (business-to-consumer-B2C). Currently, the mail and
parcel delivery service providers in Indonesia consists of approximately 3,400 companies
with majority market share held by 3 major players, namely Pos Indonesia, Tiki and Tiki
JNE. In this case, the majority of mail and packages delivery activities are in the area of Java
and that area controlled by private courier companies. The following are portraits of the
market share of the mail and parcel service provider in Indonesia during 2013.
Finance
Indonesias economic growth which is characterized by an increase in income per capita is
driving the level of demand for the products of the financial services business. The growth of
the financial services business in the segment of remittance products internationally and
domestically is driven by the growth rate of the number of Indonesias labor (TKI) abroad.
Remittance inflows to Indonesia in 2011 had reached US $ 6, 92 Billion with average growth
of 20.8% since 2000. Powered by global economic growth, the remittance market is expected
to continue to expand.
Growth of the PosPay products segment (SOPP) offered Pos Indonesia bolstered by the
growth rate of the two industries that became a major force in this product segment, which is
subscription-based industry and financing industry. Subscription growth industry can be seen
from the number of credit card ownership in Indonesia which has reached 14.8 million with
an average growth of 8.89% from 2007 to 2011.
Human Resources
HR functions in a company is one of the support functions is crucial to the smooth process of
corporate performance management. As the spearhead of the company, the performance and
productivity of all employees will largely determine the success of the company in the future.
Therefore, the current Pos Indonesia has launched initiatives based employee performance
appraisal as one focus of the development of its human resources. The initial steps are now
being carried out related to the focus of the development is the establishment of standards of
performance in the presence of individuals and units. Currently, PosIndonesia has adopted a
performance standard Individual Performance Management System (ISMS) and Performance
Management Systems Unit (SMKU). Through ISMS and SMKU, expected individual and
unit performance assessment will be more objective and measurable in subsequent years.
The focus of human resource development through performance based assessments need to
be supported by the scheme management remuneration / rewards competitive as it has been
implemented by leading companies in order to encourage potential, performance, and
productivity of employees. Currently, remuneration schemes / reward is applied not
specifically designed based on objective performance standards and measurable targets
associated with each business unit or units supporters. This is a concern of HR functions in
fixing remuneration system / rewards to encourage employees to meet performance standards
and achieve targets unit.
The number of employees of PT Pos Indonesia ( Persero ) until the end of 2013 was as much
as 19.502 people, has decreased 3.31 % compared to the number of employees at the end of
2012 as many as 20 170 people. With respect to the crucial role of employees in the
sustainability and development of the company, the HR function has a central role on the
strategy of transformation Pos Indonesia. To support the transformation strategy Pos
Indonesia, supporting the HR function strategy Pos Indonesia will be focused to achieve
effective management of human resources and efficient with competency based and
performance.
The strategic direction will be achieved by improving the quality and development of the HR
function as a whole in each unit, system competence development and career planning needs
of employees who are targeted, the standardization process of recruitment and selection, the
structure of employee benefits, fringe benefits / rewards, and welfare of the Competitive and
a comprehensive succession plan. Development efforts will be supported by the development
of accurate HR information systems and integrated. In the table below can be seen the
realization of educational and training programs for employees in 2013.HR function Pos
Indonesia will act as a strategic business partner for the business unit to support the
achievement of strategic and transformation Pos Indonesia. In addition to these aspects, one
aspect within the scope of the HR function under consideration is the management of PostEmployment Benefits (GPA) Pos Indonesia is a burden on current and future 2017. Where
especially starting in the year an employee at the age of 45 - 50 years will undergo retirement
Preparation Period (MPP) and retirement. This can be seen in the table below.
CHAPTER V
S.W.O.T ANALYSIS
A. STRENGTH
1. The post office has a vast network of around 24,000 points with about 3,800 pieces of
integrated office network points and connected on-line and is equipped with the postal
code system that is able to accurately identify each point address.
2. All network PT. Pos Indonesia has been connected virtually means that every network
has access to the Internet network.
3. PT. Pos Indonesia know how to connect all the dots are physically networks that
determine the mode of transportation by land, sea, and air as well as the distance it
takes to send a letter or package. PT. Pos Indonesia has a very familiar HR local
market. Each postman generally very familiar and know the address of the local
community.
4. PT. Pos already started doing Marketing Communication, Company Branding and
Brand Awareness activities in the community (stakeholder).
5. PT. Pos Indonesia is committed to providing solutions to the problems of logistics
functions of the customer, with a framework that synergy and cooperation to achieve
the goal.
6. Trust and honesty, mutual respect, cultural professional is applied by PT. Pos
Indonesia.
7. Human resources owned by Total Logistics Business Unit are those who have chosen
(selected people) who have received various training and benchmark in the field of
Supply Chain Management, Integrated Logistics, Freight and Warehousing.
3. The amount of the potential development of a financial services business, as the new
estimated only 20% of the entire population of Indonesia who have accounts at the
bank, meaning that there is still potential 80% can still be encroached upon business
potential.
4. The diversity and pulling products owned by PT. Indonesian Post
5. Service delivery is faster and more reliable in the country or abroad on a limited basis
through cooperation with major players, as did the US Postal Service with DHL and
FedEx.
D. THREAT
1. Within the last 10 years PT. Pos Indonesia experienced a decline in market share and
will no longer be the largest company in the market letter and parcel services
products. The emergence of new competitors and the media competitors in the
financial services business transactions as well as dominating local players and
international collaboration in the logistics business.
2. According to information obtained from Asperindo (Association of Indonesian
express delivery services company) and PKPU that companies are struggling courier
service ranges from 500-945 companies.
3. Professionalism work and excellence competitors marketing strategy that much more
touching consumers.
4. Advances in telecommunications technology such as the existence, mobile phones,
SMS (Sort message service) with a very low cost even no cost at all, and free email
ownership as provided by Yahoo and Google or other provider can be a substitute
media letters and postcards personal / individual as a communication medium. The
rise of the effort to improve the ability of computerization in various education even
in some remote areas would accelerate awareness of the importance of the function of
technology as a means of communication. Another impact is the decline in the use of
stamps and philately.
5. The expansion of the global market, it can be ascertained more precisely foreign
companies that conduct their business expansion into the Indonesian market, such as
for example the postal service companies from Japan and Korea are already preparing
expand new markets in Asia.
Analysis of current mission and objective
I think the mission of the postal pt Indonesia already give the best service to the
customers as delivery is always on time, and have provided a sense of security and
comfort to the employees so that they can work fun. but to deliver results to our
shareholders, I think it is still not / this is due to the rise and fall of income and
corporate profits, so they make shareholders worried.
Pos Indonesia purpose of doing business in the field of postal business operations for people
both inside and outside the territory of Indonesia, as well as optimizing the utilization of
resources from Pos Indonesia to produce high-quality products and strong competitiveness. It
is intended to make a profit so as to increase the value of the company. To achieve these goals
and objectives, Pos Indonesia to carry out the main business activities in the form of written
communications, bundled services, logistics services, financial services, postal services
agency, postal giro services, and other services that support the core business. Pos premises
besides still not doing its purpose. this is due to the advantages Integration is always up and
down.
CHAPTER VI
STRATEGIES ALTERNATIVES
1. Concentric Diversification.
PT. Pos Indonesia must expand its business to focus on Logistics Services business
unit through its subsidiary PT. Pos Logistic Indonesia and Financial Services Business
Unit.
2. Horizontal Integration, corporate strategy this step can also be applied to products
logistics services. This is done in an effort to increase market share accelerated
logistics services business unit. PT. Pos Indonesia through its Business Development
should be able to conduct business mapping and business intelligence about 5-10
major players in the logistics services industry. From 5-10 big players, one of which
can be targeted for takeovers or acquisitions made by PT. Indonesian Post.
3. Strategic Alliance, this strategy could be a mix strategy with the strategy of
concentration, particularly for services business unit letters and packages. This step
can be done with the alliance of the major players player services business letters and
packages that have a strong network at the international level. Factors that encourage
strategic alliances by PT. Pos Indonesia, among others:
a. The process of globalization became the main force behind the growth of valueadded activities across national borders, which also increases the economic
interdependence.
b. The increasing internationalization and competition raises the need to work
together.
c. The emergence of many new competitors in the business of forcing existing
companies to build relationships and expand the strong business network.
d. The shift from products towards competency forced the company to go out and
seek knowledge complementary and the new competencies.
e. There is a need to work together to achieve the flexibility, core competencies, and
incentives stemming from autonomous, at the same time take advantage of
complementary resources for learning and efficiency.
f. Motive and purpose of the establishment of strategic alliances include: technology
(know-how); financial assets; competition; access to market segments; access to
inputs, outputs, and management experience; resources and capabilities are
complementary.
Recommended Strategy:
I choose the concentric Diversification Strategy because PT. Pos Indonesia must expand its
business to focus on Logistics Services business unit through its subsidiary PT. Pos Logistic
Indonesia and Financial Services Business Unit. This effort was done to build confidence of
shareholders, by adding the appropriate strategic business focus and support the company's
main business. These diversification measures associated with it will create value for the use
and benefit in the form of:
a. Sharing facilities and resources to reduce costs.
b. Combine resources to create strength and new competitive advantage.
c. Improve the usability of the company name.
Related diversification becomes an important issue for the PT. Pos Indonesia because:
a. Growing market share in the areas of logistics such as the development of online
business shop, so it is very appropriate strategies in use to meet the market.
because I see in terms of logistics, PT. Pos Indonesia is still inferior to the PT.
TIKI.
b. The challenge will be the development and growth of the services business unit of
letters and packages in line with the globalization of communication and
communication technologies, the growth of competitors and the regulation of
postal services liberalization as well as the loss of monopoly PT. Indonesian Post
c. PT market share Pos Indonesia in logistics services is still very low at 0.01%,
while its market potential is very large, it is characterized by stable economic
growth in Indonesia and the funding allocations logistics services in gross national
product (GDP) and logistic growth services is promising.
d. The magnitude of the potential of financial services because of the low ratio of
banking society and the uneven development of infrastructure in Indonesia and
having postal sector surplus value network.
CHAPTER VII
CONCLUSION
Pos Indonesia continued its advance to move on in 2013 and years ahead with based on a
vision to become a postal services company that can be trusted by the community. This vision
will be elaborated through a variety of programs of action to obtain the operating excellence
services, resource efficiency, overcome the challenges of the business environment, and that
ultimately can improve the income of his business. Such actions would constitute an advance
based on the passion of the entire postal employee to become a superior company in the
homeland and in the ASEAN region. To achieve this goal then all ranks of management
companies realize the importance of collaboration or network cooperation with the partners to
improve the companys progress and adapt to the development of the contemporary business
environment. The collaboration took the form of, among others, through mergers and
acquisitions, joint ventures, as well as some of the joint operations that has begun in year
2013. Management and a whole range of Pos Indonesia believes that the company continues
to steadily move on to brighter future.
The ups and downs has been coloring a long journey for two and a half centuries of Pos
Indonesia. The golden age of postal industry was in the years 1970 to 1980 s. The postal
services community customers were very loyal in utilizing its services. But rapid
development of information and communication technology, lifestyle changes, as well as the
trend of liberalisation of postal service businesses has made Pos Indonesia experiencing a
very significant business shifts. As also experienced by many of the worlds postal
companies, Pos Indonesia has experienced a decline in its business performance in 2000
2007. Mail Business in those years was dropped dramatically. The use of short messages
through mobile phones and the internet replacing the role of individual postal mail. Likewise,
competition with private courier companies has made market share of Pos Indonesia rushes.
In its development, income PT. Pos Indonesia in 2003-2010 and tend to fluctuate
significantly. This is influenced by the decline of the consumer for services PT. Indonesian
Post. And it also affects corporate earnings tend to not have improved much even at a loss
because PT. Pos Indonesia managed less efficiently, causing enormous loss rate. In 20112013, PT. Pos Indonesia increased revenue. And it also encourages the rise in profits. In 2010
while PT. Pos Indonesia is experiencing an increase in operating revenue of Rp.214 billion
(9:13%), but operating expenses also increased greater than the business income that is equal
to Rp.238.61 billion (10:41%). This resulted in the decline in Operating Income amounted to
Rp.24,24 billion (42.74%). It is influenced by the increasing performance of the company and
changes in corporate strategy.
Pos Indonesia besides decreasing market share and will no longer be the largest company in
the market of services of letters and packages products in the last 10 years. It is triggered by a
number of competitors of new competitors and media transactions in the financial services
business as well as dominating local players and international collaboration in the logistics
business and the high entry barrier in the presence of postal liberalization measures and the
loss of monopoly rights for PT. Pos Indonesia in the universal postal mail delivery services.
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