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E:\Ijaber May Conf (Bali)\14 Av The Effect of Business Partnership and Competitive Strategy in Improving Rural Bankperformance in West Java The Effect of Business Partnership and Competitive Strategy in Improving Rural Bank performance in West Java AV Rahajeng Widyarsih1, Sucherly2 and Umi Kaltum3 1 Doctoral Program in Business Management, Faculty of Economic and Business, Padjadjaran University, Lecturer of Perbanas Institute Jakarta, E-mail: [email protected] 2 Doctoral Program in Business Management, Faculty of Economic and Business, Padjadjaran University 3 Doctoral Program in Business Management, Faculty of Economic and Business, Padjadjaran University Abstract: Although Rural Bank has a major role to boost the regional economy, but it’s contribution is still relatively small. Rural Bank has not been widely known by the public and has not been used by the government to support economic development in order to improve the welfare of the people, especially in rural areas. Although the development of the assets, the amount of savings, deposits and loans from the Rural Bank belonging to the Provincial Government of West Java and Banten is likely to increase, but not matched by a stable growth in operating income, which tend to fluctuate, so that shows the performance is not optimal. Similarly, private Rural Bank are generally also experienced performance that is not optimal. This study aimed to examine the effect of the partnership and competitive strategy toward the rural bank performance in West Java. Data were collected through questionnaires to 50 respondents and analyzed using PLS. The results showed that competitive strategy has a greater influence rather than business partnership on rural bank performance. Keywords: partnership, competitive strategy, Rural Bank Performance. INTRODUCTION The existence of rural banks is very helpful for small enterprises, with a very easy and fast process becoming the solution for society. According to the Banking Practitioner Irianto (08/10), the function of rural bank is not just extend credit to micro entrepreneurs, small and medium enterprises, but also accept deposits from the public (Balance Sheet, October 13, 2012). The role played by rural bank in advancing the local economy is interested to be studied. Based on the study of Economic Review (2015), some efforts have been made by rural bank to be able to help people in 211 International Journal of Applied Business and Economic Research Rahajeng Widyarsih, Sucherly and Umi Kaltum the region to advance the economy, such as : stimulating public awareness of saving, giving credit to SMEs such as the home business industry, providing a forum for the distribution of product sales, training and counseling for SMEs to the transformation of knowledge and technology to improve product quality, and profits to transmit its success. When this is realized well and can be implemented together then definitely the micro economy in various regions will live and flourish. It’s not impossible, SMEs which is supported jointly by the rural bank and the government can sustain the national economy and reduce unemployment so that poverty can be decreased. Although it has a major role to boost the regional economy, but the contribution of rural bank is still relatively small. Hadinoto and Retnadi (2007, p. 115) state that the rural bank has not been widely known by the public and has not been used by the government to support economic development in order to improve the welfare of the people, especially in rural areas. Facts in 2015, in Indonesia there was a decrease in the number of rural bankcompared to the previous year from 1,643 into 1,637 units. This reduction occurred due to the revocation of business licenses and mergers. Meanwhile, the number of branch network increased 44 offices from the previous year from 3,154 into 3,198 rural bank office. Judging from the legal form of ownership, mostly in the form of Limited Company (PT) as many as 1410 units, followed by the form of the Regional Company as many as 197 units and cooperatives as much as 30 units. (Banking Annual Report, 2015, the FSA: 105). For local government of West Java province, Rural bank is an effort to increase local revenue. Here is the data about rural bankperformance owned by Provincial Government of West Java and Banten: Table 1 Performance of Rural Bank Owned by West Java and Banten Provincial Government (2009-2013) Year Rural Bank 2009 2010 2011 2012 2013 Performance Total Asset 595.640.379.000,00 756.538.025.000,00 888.944.404.436,00 1.075.801.909.616 1.238.853.159.933 Savings 160.690.707.000,00 195.762.733.000,00 251.397.033.924,00 283.659.230.971 424.772.833.550 Deposits 135.131.303.000,00 145.173.259.000,00 153.173.038.454,00 209.333.012.430 197.058.679.729 Credit 447.077.371.000,00 530.014.046.000,00 572.711.997.571,00 755.095.946.456 913.543.163.450 Proft/Loss 25.710.686.000,00 30.154.187.000,00 27.031.773.319,00 32.900.272.434 25.569.797.053 Source : West Java Provincial government (2014). Table 1 reveals that the development of the asset, the amount of savings, deposits and loans from the rural bankowned by Provincial Government of West Java and Banten is likely to increase, but not matched by stable growth in operating income, which tend to fluctuate, that shows that the performance was not optimal. Similarly, private Rural Bank are generally also experienced performance that is not optimal. Where in general, the level of health or performance of the Bank is assessed with a qualitative approach by the Financial Services Authority (FSA), on various aspects namely the capital factor (30%), asset quality (30%), management (20%), profitability (10%) and liquidity (10%). International Journal of Applied Business and Economic Research 212 The Effect of Business Partnership and Competitive Strategy in Improving Rural Bankperformance in West Java The comparison of the performance of rural bank in West Java both government and private owned compared with national, are presented in the table below. Table 2 Financial Performance of Rural Bank di West Java and National in Period of Periode 2008 - August 2016 2008 2009 2010 2011 2012 2013 2014 2015 Agt 2016 %%% %%% %%% JAWA BARAT LDR 79.29% 72.42% 73.43% 76.04% 74.11% 81.70% 76.32% 69.50% 69.32% BOPO 86.92% 87.01% 85.51% 85.79% 84.67% 83.65% 85.44% 87.24% 88.70% ROA 2.58% 2.75% 2.93% 2.73% 2.83% 2.88% 2.56% 2.20% 1.77% NPL 9.24% 8.68% 7.28% 6.46% 6.36% 5.69% 6.31% 7.49% 8.75% NASIONAL LDR 82.58% 79.61% 79.02% 78.54% 78.63% 84.26% 79.40% 76.70% 78.05% BOPO 82.82% 81.82% 80.97% 79.47% 77.77% 77.65% 80.30% 81.77% 82.07% ROA 2.62% 3.09% 3.16% 3.32% 3.46% 3.38% 2.99% 2.69% 2.61% NPL 9.88% 6.90% 6.12% 5.22% 4.75% 4.45% 4.76% 5.40% 6.54% Source: Financial Services Authority (FSA), (2016). Data indicates that while rural bank’s financial performance generally tends to improve, but not in line with the growth in the number of which showed a downward trend from year to year, both nationally and in West Java. This is due to merger / consolidation and liquidation. From 2006 s.d 2015, the Deposit Insurance Agency (LPS, 2016) noted that there were 69 rural banks was in process and finished liquidated, 24 of which are located in West Java, 13 in West Sumatra, and the remaining 32 are scattered in other provinces. The number of rural bank’s office in West Java province until August 2016 as many as 296 units, which dropped as much as 109 units (26.91%) compared t0 2008. The decline is far greater than the decline in the national rate that is amounted to 136 units (7.68 %). More can be seen in the following table: Table 3 The Growth of Rural Bank Office in West Java Year 2012 2013 2014 2015 August 2016 West Java PT 240 235 233 233 233 PD 65 64 64 64 61 Kop 2 2 2 2 2 Jumlah 307 301 299 299 296 National PT 1391 1377 1382 1383 1376 PD 229 225 230 230 228 Kop 33 32 31 31 31 Jumlah 1653 1634 1643 1644 1635 Source : Financial Services Authority (FSA), (2016). 213 International Journal of Applied Business and Economic Research Rahajeng Widyarsih, Sucherly and Umi Kaltum If related to the population in West Java province that continues to increase, it should be an opportunity for rual banksin West Java province to improve their performance. Data from the Central Bureau of Statistics (2016), mentions the Province of West Java is the most populous in Indonesia, which is about 43.2271 million inhabitants in 2010 and in 2015 increased to 46,709,569 inhabitants. Supposedly it provides a growth opportunities for the performance of rural bank in West Java province, given its market share is the population or SMEs in the region. Another phenomenon revealed was third party fund that gradually experienced a slowing growth of 25.70% in 2009 to 8.10% in 2015 and 0.69% in August 2016. Another aspect is also decreased assets of rural bank in West Java Province. That condition, presumably because of competitive strategy has not been implemented properly. The three generic competitive strategies according to Porter in Wheelen et al. (2015) aimed to outperform other companies in an industry, in which the three generic strategies include overall cost leadership, differentiation, and focus.
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