Subject category:
Strategy and General Management
Published in:
2022
Length: 21 pages
Data source: Published sources
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Abstract
With a strong legacy of 125 years, Indonesia-based PT Bank Rakyat Indonesia (Persero) Tbk (BRI) was recognized as an Agent of Development in the lives of Indonesians by empowering their economy through banking and financial services. With the spirit of heartfelt services and recognizing the importance of micro and small-medium enterprises (MSMEs) in the nation's economic development, BRI provided financial access to MSME communities through its various services. Since 2016, as the most profitable publicly listed corporation in Indonesia, BRI initiated two transformations, digital and culture, under the leadership of Sunarso, and registered a strong operational performance in 2019. The bank recorded a loan growth of 8.3% to touch a whopping level of Rp907.4 trillion, and in such growth, 79% of the total loans were given to MSMEs in the country. But, due to the outbreak of the COVID-19 pandemic, BRI had to restructure loans of 1.4 million MSMEs in the country to a tune of Rp101 trillion, impacting its profitability. But, instead of walking away from the situation despite the risk of going ultra, BRI decided to move deeper into the MSME space and reach out to even the smallest business to tap the growth opportunities. Amidst this background, would Sunarso's ultra-micro focus strategy, backed by strong technological adoption, payoff?
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Time period
The events covered by this case took place in 2016-2021.Geographical setting
Region:
Asia
Country:
Indonesia
Featured company
PT Bank Rakyat Indonesia (Persero) Tbk
Type:
Public company
Industry:
Banking
Featured protagonist
- Sunarso (male), President Director
About
Abstract
With a strong legacy of 125 years, Indonesia-based PT Bank Rakyat Indonesia (Persero) Tbk (BRI) was recognized as an Agent of Development in the lives of Indonesians by empowering their economy through banking and financial services. With the spirit of heartfelt services and recognizing the importance of micro and small-medium enterprises (MSMEs) in the nation's economic development, BRI provided financial access to MSME communities through its various services. Since 2016, as the most profitable publicly listed corporation in Indonesia, BRI initiated two transformations, digital and culture, under the leadership of Sunarso, and registered a strong operational performance in 2019. The bank recorded a loan growth of 8.3% to touch a whopping level of Rp907.4 trillion, and in such growth, 79% of the total loans were given to MSMEs in the country. But, due to the outbreak of the COVID-19 pandemic, BRI had to restructure loans of 1.4 million MSMEs in the country to a tune of Rp101 trillion, impacting its profitability. But, instead of walking away from the situation despite the risk of going ultra, BRI decided to move deeper into the MSME space and reach out to even the smallest business to tap the growth opportunities. Amidst this background, would Sunarso's ultra-micro focus strategy, backed by strong technological adoption, payoff?
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Settings
Time period
The events covered by this case took place in 2016-2021.Geographical setting
Region:
Asia
Country:
Indonesia
Featured company
PT Bank Rakyat Indonesia (Persero) Tbk
Type:
Public company
Industry:
Banking
Featured protagonist
- Sunarso (male), President Director