Perpustakaan Digital ITB

Being the industry leader since the 1990s has made Bank XYZ a role model for other institutions to follow. It is noted that the bank has proven to be a success story in credit card development especially in a vast and dynamically growing market in Indonesia. By referring to the 2007 market share in appendix A, it is indicated the power of Bank XYZ in leading the credit card market that followed by Bank A, B, C, and Bank D aggressively through their very competitive marketing programs. Nevertheless, it has taken around 15 years for Bank A, 9 years for Bank C and 10 years for Bank B; in reaching the market share around 15-20%. Whereas, Bank XYZ needs about 20 years to gain the 33% market share by 2008. The entry of Bank E into the industry should be considered as well, as it is able to grab 40% card share growth from 2008 with slightly more than 10% transaction amount of the total 2008 transactions competed by 22 institutions in the country through their aggressive marketing programs. As an organization that is already mature managing the credit card business, Bank XYZ is required to review its card branding position by evaluating the brand image and rebuilds the desired identity as a strategy for success in the marketplace whereas building an iconic brand is one of vision messages stated in its corporate strategy statement as well. Achieving position differently as desired by the brand vision is reward recognition to the bank to a more sustained business growth in Indonesia. As such, a research is conducted to achieve the objective by collecting the data externally and internally that will be processed using bi-plot technique supported by SAS application for rank-based results and Microsoft Excel for frequency-based that will describe the perceived image position of Bank XYZ relatively to the others. Furthermore, the processed data is analyzed through a strategic brand analysis viewed from 3-D Brand; customers‟, internal organization view and external organization‟s view by applying Porter‟s five competitive forces of industry and an internal analysis leading to competitive advantage and strategic competitiveness. The internal organization is described through the bank‟s brand image asset, capabilities, VRINE table, and value chain analysis as well as value discipline triad comprehensively. On the other hand, the external organization is to include the external environment and the competitor analysis as well. SWOT analysis is conducted further to figure out the strength and weaknesses of the internal organization as well as the opportunities and threats of the external organization. From a thorough strategic analysis, the value propositions of Bank XYZ compared to those five competitors is created then in order to build a brand identity model as a starting point for the organization to create a strategic business goal in implementing the desired identity suitably. In addition, because of the sensitivity and confidentiality issue concerned in the research and analysis results; all bank names are masked to protect the institution securely.