ANALISIS KOMPETITIF LAYANAN BROADBAND WIRELESS ACCESS TELKOM FLEXI UNTUK MENENTUKAN FORMULASI STRATEGI DALAM MEMENANGKAN KOMPETISI PASAR DI INDONESIA

The price war in the cellular telecommunication industry makes the market becomes more competitive especially for voice and SMS services. It impacts operators� basic revenue. Telkom Flexi is one of the operators experiencing a decrease in its Compound Annual Growth Rate (CAGR) in the voice and SMS services. The same thing occurs for its Average Revenue per User (ARPU). Telkom Flexi is looking for second curve business as a new potential revenue generator using Broadband Wireless Access (BWA) based on current market stipulation. This is also considering the minimum revenue contribution from data Flexi service in year 2010, which is only 4% of the total Flexi revenue. This leads to the necessity to build a strategy for future Flexi data service. The objective of this study is to attain comprehensive understandings of internal and external conditions of Flexi Broadband service. This will further enable to develop strategy in Indonesian market. Qualitative analyses are used in this study. Porter Five Forces model is utilized for environmental analysis. This is a quadrant analysis using SWOT method with internal-external matrix by process scoring justification based on questionnaire management technique. Balance scorecard is subsequently used for the strategy mapping. Based on the Porter Five Forces model, it is observed that the current Telkom Flexi broadband service is having a �medium force�. The �medium force� is obtained from (1) threat of new entrance, (2) threat of substitutes, (3) bargaining power of supplier. This is on the contrary to the �high force� item which potentially can be attained from (1) bargaining power of customer and (2) rivalry among competotor. Derived from the SWOT and internal-external matrix analyses, Telkom Flexi needs to implement S-O scheme with growth-oriented strategy in order to win the market. Telkom flexi should use its maximum competence to (1) explore available opportunities as well as (2) create plans to (a) improve its internal business power and (b) trigger prospective market. The strategy map in the balance scorecard consists of 4 perspectives listed as the following: (1) financial, (2) customer, (3) internal business process and (4) learning and growth. Every perspective is described in detail with target-oriented approach and its performance measurement is formulated in the form of programming system