This book constitutes the second volume in the series Corporate Strategy in Banking: Organizational Evaluation and Competitive Strategy. While the
first volume focused primarily on organizational diagnosis through vision–mission analysis as well as internal and external organizational evaluation, this second volume extends the discussion toward strategic formulation and competitive decision-making. Together, the two volumes are designed to provide a structured learning progression— from understanding organizational foundations to developing and prioritizing competitive strategies in the banking industry.
Building upon the foundation of organizational evaluation developed in the first volume, this book explores how banks translate internal and external assessments into concrete strategic choices through the application of SWOT analysis, perceptual mapping, and the Quantitative Strategic Planning Matrix (QSPM).
The analyses presented in this volume examine a range of Indonesian banking institutions, encompassing conventional banks as well as digital banks operating within the national financial system. By integrating comparative perspectives, this book seeks to highlight differences and similarities in strategic positioning, competitive priorities, and organizational responses between traditional banking institutions and emerging digital players.