92 Chapter V Conclusion and Recommendation V.1 Conclusion The purpose of this research is to address various research questions, including assessing DELI's current business condition by considering internal and external factors and determining an appropriate business strategy to strengthen its market position through tapping into untapped markets and acquiring new customers. To address Research Question 1 concerning PT DELI's current business condition, both internal and external factors influencing its competitive position were examined. External analysis was conducted using the PESTEL tool and Porter's Five Forces. The PESTEL analysis revealed that DELI faces opportunities and challenges in Indonesia's dynamic insurance landscape. Leveraging its industry experience, financial stability, and embracing digitalization would enable DELI to create innovative insurance products tailored to specific customer needs and target untapped market segments. Furthermore, addressing limited reach, managing commission costs carefully, and staying updated with regulatory changes will further enhance DELI's position in the digital insurance industry, fostering sustainable growth in the evolving market. This analysis underscores the importance of adopting a strategic and adaptive approach to navigate the diverse factors influencing DELI's success in Indonesia's insurance market. Porter's Five Forces analysis indicates a moderate threat of new entrants, high bargaining power of buyers, low threat of substitutes, moderate bargaining power of suppliers, and high rivalry among existing competitors, providing valuable insights for formulating strategies to remain competitive in the digital insurance market. For internal analysis was conducted using Resource Based-View analysis, VRIO analysis and SWOT analysis. The Resource-Based View (RBV) analysis reveals that PT DELI possesses a strong financial foundation, a profound commitment to technological advancements, and a diverse network of distribution channels as part of its tangible resources. Moreover, its 93 intangible resources, such as human capital, company culture, and reputation, play a pivotal role in the market. In the VRIO analysis, PT DELI's combination of valuable resources and capabilities contributes significantly to its competitive advantage. Notably, its expertise in digital technology and data analytics, customer-centric approach, and organizational agility set it apart from competitors and enhance its position in the industry. While some aspects of DELI's resources may align with its rivals, its unique digital offerings, regulatory approvals, and modular product range serve as distinct differentiators, providing a solid foundation for establishing a sustainable competitive position in Indonesia's digital insurance market. Furthermore, the SWOT analysis conducted on PT DELI identifies 5 (five) strengths and opportunities that the company can capitalize on, along with 3 (three) weaknesses and potential threats it should address. Regarding Research Question 2, which explored the characteristics of Millennials and Generation Z as respondents, including generation type, gender, socioeconomic status, employment status, education level, and family status. The findings suggest that the potential target market ranges from 20 to 33 years old, with women forming the primary target market. In terms of socioeconomic status, approximately 49% of Millennials belong to the Upper segment, while both Middle and Upper segments account for 41% of Generation Z. Stable and consistent income sources make up a considerable portion of the potential target market. Education level can influence financial literacy, indicating that high school degree holders may become an important target market in the future.