INTRODUCTION

RESEARCH BACKGROUND
Pos Indonesia is a State-owned enterprises (SOE) engaged in the courier services,
logistics, and financial transactions. The name of Pos Indonesia (Persero) is officially used in
1995, having previously used the name dinas PTT (Posts Telegraaf end Telefoon Diensts) in
1906; then turn into Djawatan PTT (Post Telegraph and Telephone) in 1945; then changed
status to Posts and Telecommunications State Corporation (PN Postel) in 1961; and became a
PN Post & Giro in 1965, and later became Post and Giro Public Corporation in 1978.
Historically, Pos Indonesia is one of the oldest STATE-OWNED COMPANIES in Indonesia.
Its existence in the archipelago originated from Netherlands East Indies trading company or
Dutch East Indies Company (VOC) which established a Post Office on 26 August 1746 in
Batavia (Jakarta) in order to facilitate the delivery of mail, especially in trading activity.
The ups and downs has been coloring a long journey for two and a half centuries of
Pos Indonesia. The golden age of postal industry was in the years 1970 to 1980 s. The postal
services community customers were very loyal in utilizing its services. But rapid
development of information and communication technology, lifestyle changes, as well as the
trend of liberalisation of postal service businesses has made Pos Indonesia experiencing a
very significant business shifts. As also experienced by many of the worlds postal
companies, Pos Indonesia has experienced a decline in its business performance in 2000
2007. Mail Business in those years was dropped dramatically. The use of short messages
through mobile phones and the internet replacing the role of individual postal mail. Likewise,
competition with private courier companies has made market share of Pos Indonesia rushes.
These conditions have forced Pos Indonesia to change and transform the business.
Company management announced the revival of the company in 2009 and compiled a new
vision and mission as well as long-term planning to build the company to be more adaptive
competencies against the development of the times. Through a variety of programs and
internal transformation of the companys business revenue, Pos Indonesia in 2013 have
reached more than 4 (four) Trillion rupiah or increased nearly three times that of the 20062007 period. The next five years the whole management of Pos Indonesia targeting the
companys revenue growth tripled from now on, be 11 (eleven) Trillion rupiah.

CHAPTER I
CURRENT SITUATION
1.1 Strategic Performance
1.1.1 Finance Analysis

Income Performance 2013

Revenues of PT Pos Indonesia (Persero) in 2013 reached Rp 4.174,90 Billion or 90,37

percent from Rp 4.620,02 Billion of RKAP (Company Annual Plan). Achieving the revenues
in 2013, this increase amounted to 25.15%, if compared to the realization by 2012 amounted
to Rp 3.335.88 Billion. As in previous years, the largest revenue contribution was still comes
from Mail and Parcel business as well as financial services which are of 53,15% and 34,22%
respectively. Revenue of the mail and the parcel is realized by 2013 amounting to Rp 2,250
Billion or 88.94% of the RKAPS target of Rp 2.530 billion, but increase of 18,62% when
compared to the realization of the year 2012 of Rp 1.896,88 Billion. Financial services
revenue of Rp 1.448,87 Billion or 97,88% of the RKAPS 2013 target amounting to Rp
1.480,06 Billion, or increased 26,42% compared with realization of 2012, Rp 1.146,04
Billion.

Postal Mail and Parcel Revenue

Up to the end of 2013, the realization of the postal Mail service revenues amounted to Rp
1.660,53 Billion or 91,69% of the target Budgeted 2013 of Rp. 1.811,07 billion. Compared to
the year 2012 the realization growth by 20,85%. By 2013 postal mail contributed the largest
i.e. 39,22% of total revenue. Parcel service revenues by 2013 amounting to Rp 589,64 Billion
or 82,02% of the target in company budgeted plan (CBP) 0f 2013 amounting to Rp 718,93

billion. Realization of 2013 revenue increased by 13% compared to the year 2012 which was
realized of Rp 522.81 billion.
Logistic Post Revenue
PT Pos Logistik Indonesia is a subsidiary which was established on 5 January 2012. Logistics
revenue realised by 2013 amounting to Rp 178,65 billion, compared to earnings of logistics
in 2012 there is growth of 167,36%. As for the income consists of transportation income of
Rp 71,93 billion, freight forwarding Revenue of Rp 65,38 billion and revenue of warehousing
is Rp 41,34 Billion.
Financial Services & Financial Revenue
Remittance Revenue
Remittance service revenues by 2013 amounting to Rp 741,06 Billion or 128,53% of the CBP
2013 amounting to Rp 576,55 billion. Realization of 2013 increased by 67,67% if compared
to the realization by 2012 amounted to Rp 441,97 billion.
Postal Giro Revenue
Giropos service revenues by 2013 amounting to Rp 50,97 Billion or 814,44% of the target
CBP 2013 amounting to Rp 6.26 billion. Realization of 2013 increased by 731,46% if
compared to the realization by 2012 amounted to Rp 6,13 billion.
Bank Channelling Revenue
Bank Chanelling services revenue in 2013 amounting to Rp 40,87 Billion or 81,73% of the
CBP target of IDR 50.00 billion in 2013. Realization of 2013 increased by 4,13% if compared
to the realization by 2012 amounted to Rp 39,25 billion. Revenue Service Channelling Bank
2013 amounting to Rp 40,87 Billion or 81,73% of the CBP target of IDR 50.00 billion in
2013. Realization of 2013 increased by 4,13% if compared to the realization by 2012 which
amounted to Rp 39,25 billion.
Fund Distribution Revenue
Fund Distribution Service income 2013 amounting to Rp 6,21 Billion or 6,94% of the CBP
amounted to Rp 89,54 billion. Realization of 2013 down by 91,67% if compared to the
realization by 2012 amounted to Rp 74,61 Billion, a decrease was solely due to the

channelling of funds using your account and system applications remittance institutional
although its nature is the channeling of funds.
Pos Pay Revenue
The revenue the Postal Pay Service in 2013 realized amounted to Rp 609,77 Billion or
80,46% of the target 2013 CBP which amounting to Rp 757,85 billion. Realization of 2013
increased by 188% over realization by 2012 amounted to Rp 584,08 billion.
Retail Revenue
Retail service revenues by 2013 amounting to Rp 231,29 Billion or 77,69% of the 2013target
CBP which amounting to Rp 297,71 billion and is experiencing growth 49,64% compared to
the year 2012 realization of Rp 154,56 billion.
Property Revenue
Property income is realized amounting to Rp 46,33 Billion by 2013 or 65,06 per cent of the
target CBP 2013 which amounting to Rp 71,21 billion and is experiencing growth of 4.88%
compared to the year 2012 realization of Rp 44,17 billion.
Information Technology Revenue
This income in 2013 is income from its subsidiaries engaged in the virtual network of PT
Bhakti Wasantara Net.
Other Revenue
Up to the end of 2013, other income realized amounted to Rp 85,49 Billion or 25,75% of the
CBP 2013 which amounting to Rp 30,12 billion. The realization of this other income decrease
of 38.20%, when compared to the realization by 2012 amounted to Rp 41,67 billion.
Up to the end of 2013, the businesses cost budget realized Rp 3,858.61 Billion or 89,63% of
the targets set in the CBP 2013 amounting to Rp 4,304.93 billion. Realization of the expenses
in 2013 increased by 22.40% compared to actual expenses in year 2012 Rp 3152 .45 billion.
By 2013 there is realisation of the business expenses group that goes beyond the budget has
been set at the CBP, namely: administration expenses amounting to 319,11% and 124,60%
general expense.

The highest percentage growth rates of expenses when compared to the realization by 2012
among other things happening on the cost of administration of 103,79% or Rp 23,70 billion,
operating expenses rose by 35,58% or Rp 312,39 billion, and the General expense of 42,83%
or Rp 102,72 billion.
Employee expenses and operating expenses are still a component of business expenses with
the largest contribution on the composition of the realization of the expense on 2013, i.e. each
amounting to Rp 2.097,49 Billion or 53,56% and Rp 1.190,41 Billion or 30.40% as shown in
the diagram below:to IDR 2097.49 billion or 53.56% and 1190.41 billion IDR or 30.40% as
shown in the diagram below:

1.1.2
1.1.3

Market
Internal Process Business

1.1.2 Market Analysis

Pos Indonesia been developeing three lines of business, the Letters and Packages
business, Financial Transaction Services business lines and Logistics business lines. Pos
Indonesia still has great potential in the areas of retail and property, so the potential for
the development of two new business lines namely Property and Posmart.

1.1.3

Internal Business Process

Assessment of KPI PT Pos Indonesia (Persero) 2013 calculated based on
management contract between shareholders to the Board of Directors and Board of
Commissioners PT Pos Indonesia (Persero) number: RIS 19/D3.MBU/2013 date
22 January 2013 about Approval of Key Indicators (Key Performance Indicators)
which covers the financial aspects and markets, the effectiveness of customer
focus, effectiveness of products and processes, the focus of labor as well as
leadership, governance, and Civic responsibility.

The level of importance KPIs on Internal Business Process Perspective include:

1. The number of employees who understand IT
2. The ratio of on-time delivery
3. The ratio of the number of items secure during transmission
4. The ratio of the number of delivery target
5. Time delivery between cities
6. The utilization rate of workers
1.1.4 Learning and Growth
So, Key performance indicator (KPI) on the internal business process perspective and
the perspective of learning and growth is an indicators that must be considered by the
company at this time because it involves an increase in employee productivity. If the
employee productivity increases, companies can retain existing customers and attract
new customers so that the company can increase revenue that has been targeted.
The level of importance KPI on Learning and Growth perspective:
- The number of violations of the rules
- Number of training programs
- Average days of training
- The intensity of coordination meetings held
1.2 Strategic Posture
1.2.2 Mission
a. Committed to our customers to provide a service that is always on time with the
best value.
b. Committed to employees to provide a safe working climate, convenience, and
value the contribution.
c. Committed to delivering results for shareholders of profitable business and

1.2.3

continues to grow.
d. Committed to contributing positively to the community.
e. Committed to behaving transparently and trustworthy to all stakeholders.
Corporate Objective
In accordance with the Changes in Companys Articles of Association of PT Pos
Indonesia No. 18 on September 12, 2011, goals and purpose of Pos Indonesia is

doing business in the field of organizing postal business for the community both
within and outside the territory of Indonesia, as well as the optimization of
resource utilization of Pos Indonesia to produce high-quality products and strong
competitive power. It is intended to make profit so that it can increase the value of
the company. To achieve these goals and purpose, Pos Indonesia can implement
major business activities in the form of written communication, parcel service,
logistics service, financial services, postal services agency, postal giro service, and
other services that support the implementation of the main business activities. In
addition to the main business activities, Pos Indonesia can perform other business
activities in order to optimize the utilization of resources in include website
management, retail services, printings, archives management, and property
management.
In the scope of the country of Indonesia, Pos Indonesia as an asset of the nation and
the country has obligations to efficiently utilize its own resources for the benefit of
the development of the country. Related to this, Pos Indonesia has a Public Service
Obligation or PSO in postal service, namely implementing the delivery of standard
mail and parcel in Indonesia with an affordable rate for the entire community of
Indonesia. This designation will expire on December 31, 2014. The above Public
service obligation has social principles as follows.
1. All residents can easily obtain the postal service.
2. A uniform postal service rate and affordable by the majority community.
3. This postal services that support the Government program.
4. Reach out to countries around the world as the embodiment of the principle of
the Universal Postal Union (UPU), namely the freedom of transit and the single
postal territory. Pos Indonesias commitment to contribute the maximum for the
nation and States are reflected from the Indonesia Postal roles as follows :
1. Community Center, which became a center of services for the community, in
particular in the field of retail, logistics, communications and financial transactions.
2. As an arm of the government in serving the public ( payment of fuel subsidy ,
direct cash assistance , the School Operational Assistance, etc.) .
3. As junction communication between citizens, states, and organizations /
businesses and non-profit institutions.
4. Being one of the nations infrastructure, particularly in the field of
1.2.4

communications and logistics.

Strategic
1. Mail and Parcel
Most of the mail and parcel business work programme is a continuation of the
application of the basic repair strategies have been conducted since the year 2009

include improving operating processes (quality improvement and efficiency), and

intensification of sales to increase the market share of corporates. While the
business infrastructure improvements is directed to increase power capacity and
support an increase in the quantity of business. Some of its strategic-work
programme, among others:
Regain market share, through activities to increase mailroom services; admail
service increase; and more intensive farming out the market package.
Maintain the customer base, through activities to develop consumer loyalty
program,
Leveraging the capability exists to support performance, process improvement
activities through the operation of either simplification process, utilizing
information technology and merefitalisasi work as well as monitoring the quality of
equipment.
2. Financial Services
Two orders of financial services business strategy, among others, first, maintain
and develop the products portfolio at the moment and second, work together to
broaden the products portfolio.
Maintain and develop the current portfolio of products through program
activities: developing the capability of Customer Understanding / Analytics (CDA);
developing IFS International Remittance products and increasing the number of
partners; developing a footprint: location and network/range; focus on marketing
towards industrial labor intensive; developing products to penetrate the remittance
account to cash segment; repricing strategy; and focus on marketing to a superior
product.
Cooperation with strategic partners to expand its product portfolio, through
program activities include: strategic alliances to expand its product portfolio with
the JV model or KSO.
3. Retail and Property
As a new business unit, the primary mission of this business is to make sure the
supply and availability of retail services for mail and parcel as well as financial
services, as well as administrative and financial support functions. It is also
developing a retail business as it exists today and develop new retail services
include e-commerce, postshop and infrastructure services of on-line trading service
for strategic commodities as part of the system of rural logistics. Other Retail
business strategy is business growth for retaining PT Pos Indonesia (Persero)
forward and support the companys network through the network of post offices
either through an increase in the current agenpos model as well as the addition of a

new post office. The number of additions would be done largely through thirdparty investment including the management. Property business focused on the
optimization of some property assets which currently not optimal usage through the
development of a hotel, offices and others in accordance with the best used their
respective assets.
The transformation of the company elaborated into the focus of the agenda of the
companys development strategy as follow: The companys Transformation
Roadmap outlines further the focus of the annual agenda starting in 2014 to 2018
as the follow:

1.2.5

Polices
One effort to improve the performance of a company / organization is to implement
Good Corporate Governance (GCG). Implementation of Good Corporate
Governance (GCG) is a guideline for the Commissioners and the Board of
Directors in making decisions and perform actions with based on high moral,
compliance with legislation and regulations, and an awareness of the social
responsibility of the company to the interested parties (stakeholders) consistently ,
Implementation of Good Corporate Governance the company has produced
important matters as follows:
Decision of the Board of Directors of PT Pos Indonesia (Persero) On September 9,
2009 Number: KD. 52 / CEO of / 0909 on Procedures for State Officials' Wealth
Report (LHKPN) in Environmental PT Pos Indonesia (Persero).
Joint Decree of Commissioners and Directors On December 30, 2009 Number KD
74 / CEO of / 1209 and 649 / Dekom / 1209 concerning Implementation Guide of
Good Corporate Governance in PT Pos Indonesia (Persero).
Joint Decree of Commissioners and Directors On December 30, 2009 Number KD
75 / CEO of / 1209 and 650 / Dekom / 1209 of the Board Manual PT Pos Indonesia
(Persero).

Decision of the Board of Directors of PT Pos Indonesia (Persero) On 17 June 2010

Number: KD. 37 / CEO of / 0610 of the Code of Business Ethics and Conduct
(Code of Conduct) Insan PT Pos Indonesia.
ASSESSMENT OF IMPLEMENTATION

OF

GOOD

CORPORATE

GOVERNANCE
Government as the owner of SOEs very interested to know the condition of the
application of good corporate governance in SOEs over the years. PT. Pos
Indonesia (Persero) in collaboration with the BPKP to evaluate the implementation
of Good Corporate Governance for the year 2012 with a yield of 78.07%.
CHAPTER II
STRATEGIC MANAGEMENT
2.1 Board of Directors
Based on the Decision of the Minister of State-Owned Enterprises of the Republic of
Indonesia Number KEP-100/MBU/2011 date may 2, 2011 jo Number KEP-416/MBU/2012
November 21, 2012, about the Dismissal and the appointment of Members of the Board of

Commissioners of PT Pos Indonesia (Persero), then the order of Commissioner of PT Pos

Indonesia (Persero) is as follows:

Basuki

Yusuf

Iskandar

Ph.D

was

graduated

from

Interdisciplinary Studies (Management of Technology) from

the University of Nashville Tennessee United States in 2000.
Earlier in 1987 he earned an engineering degree from Civil
Engineering, Universitas Gajah Mada, Yogyakarta. Prior to
serve as a member of the Board of Commissioners of Pos
Indonesia, Basuki Yusuf Iskandar was formerly as a Head of
the

Systems

and

Procedures

Partnership

of

Bureau

Community of Development Business Partnership, Director of

Culture, Science and Technology, Director of Water and

Irrigation, and the Director General of Post and Information
Technology. He was 53 years old as of December 31, 2013.

Before serving as a member of the Board of Commissioners of

PT Pos Indonesia, Noor Ida Khomsiyati also recorded as the
Head of the First Legal Service and Assistance. Ida, who came
from the town of Pati, has completed her studies as a
graduated Master of Management at the University of Jakarta
Raya Bhayangkara in 2005. She also holds a law degree
graduating in 1995 at the University of Diponegoro, she was
actively as a member of the team of lawyers the Minister of
State-Owned Enterprises (SOE), The Liquidation Team
Member of PT Office and Hospitality Indonesia Corporation,
Member of the Secretarial of the Team Drafting the Bill of
SOEs, a Member of Diverting Teams which Form a Company
of Perhutani, Sectoral Regulation Policy Team Member that
Inhibit State-Owned Enterprises, a Member of Privatization
Team of PT WaskitaKarya (Corp.), a Member of Privatization
Team of PT Semen Baturaja(Corp.), Board of Commissioners
Staff of PT PPI (Corp.), She is 42 years old as of December,
31, 2013.

KaryonoSupomo, born in Cilacap, 1951, in addition to serving

as Independent Commissioner of PT Pos Indonesia, he is also
active as a Chairman of hospital development for workers at
KBN Cakung. Karyono has served as Director of agriculture
and forestry company, Director of Development IV (Ministry
of Finance), Director of Finance and General of Public
Corporation (Perum) Jamkrindo, Head of Planning and
Human Resources (Ministry of State-Owned Enterprises),
Director of Administration and Finance of PT KawasanBerikat
Nusantara (Persero). He followed courses of Good Corporate
Governance at Price Water House Cooper, and Disclosure &
Financial Systems Course at the University of Indonesia. He
also followed the comparative study at Bonded Zone and at
Rugau Industrial Zone in Shanghai, China. He was awarded
SatyalancanaKarya Satya XX Years and SatyalancanaKarya
Satya XXX Years in Treasury Departement. He is 62 years old
by the end of December 2013.
DEDI SYARIF USMAN in addition to serving as a member of
the Board of Commissioners Pos Indonesia he also still served
as

Director

of

the

Separated

Wealth

of

Nations,

DJKNKEMEKEU. And he also serves as a member of the

Board of Trustees of Bung KarnoStadion Park since 2012. The
man who was born on April 22, 1965 earned his Master of
Arts in Economics from the University of Cororado at Denver,
US, and graduated in 1998. He comes from the city of
Bandung and has attended Training State Asset Management
in TOKYO, Head of the Bureau of Accounts Receivable
Section BBD PNP BUPLN, Head of the Countrys Banking
Accounts Receivable Section KP3N Jakarta 1 BUPLN, Head
of Tegal DJPLN KP2LN, Head of the Bandung II DJPLN
KP2LN, Head of The organization and Governance of the
Secretarial DJKN, Head of The organization and Internal
Compliance Secretarial DJKN, Director of the State-Owned
Property of DJKN KEMENKEU. He is 48 years as of

December 31, 2013.

BambangWidianto graduated from InstitutTeknologi Bandung,
Boston University and Northeastern University. In addition to
being a member of the Board of Commissioners of PT Pos
Indonesia (Persero), BambangWidianto is a Deputy for Social
Welfare and Poverty Alleviation/ Executive Secretary National Team for
the Acceleration of Poverty Reduction (TNP2K) Office of the
Vice President, Lecturer Graduate Program of Public Policy
National Institute for Public Policy (LAN), and Lecturer
Graduate Program of Planning and Public Policy - School of
Economics University of Indonesia. The Political Economy of
Social Protection Reforms in Indonesia (Paper presented at
The International Conference Reforming Social Protection
System in Indonesia Deveoping Countries, October 20,21,
2011, Institute of Development Research and Development
Policy, RUHRUnivesitat, Bochum, GERMANY). He is
54years old by the end of December 2013.
Bobby Hamzar RAFINUS in addition to serving as a member
of the Board of Commissioners of PT Pos Indonesia from
December

2013,

he

also

served

as

Acting

Deputy

Coordinating Minister for Economic Coordination of Fiscal

and Monetary Fields, the Ministry of Coordinating Economy
fromJanuary 2013 to now. Born January 15, 1961, study at
Columbia University and graduated in 1995. He is a Bachelor
of engineering, Department of City Planning ITB and
graduated in 1987. Institute of Public Administration,
Macroeconomic Policy for Decision Macroeconomic and
Financial

Policy,

IMF

Institute,

Washington,

Fiscal

Decentralization in Developing and Transition Economies, the

Georgia State University and World Bank Institute, Atlanta,
dan GlobalFinancial Crisis and reform Program at Harvard
Institute for International Development,Boston. In addition to
a wide range of training has followed, in 2000, he was also

awarded SatyalancanaKarya Satya 10 years and awards

SatyalancanaKarya Satya 20 years in 2010. He is also active
as a teacher of STIA up to now. He is 52 years old as of
December, 31, 2013

Board of Directors
Based on the Decision of the Minister of State-Owned Enterprises of the Republic of
Indonesia Number KEP-167/MBU/2009 dated August 12, 2009; KEP-172/MBU/2011 July
25, 2011; SK- 316/MBU/2013 date June 26, 2013; KEP-323/ MBU/2013 date August 13,
2013; and SK-425/ MBU/2013 20 December 2013 on Dismissal and Appointment of
members of the Company Board of Directors of PT Pos Indonesia, directors PT Pos
Indonesia (Persero) per 31 December 2013 are as follows:

Budi Setiawan was graduated of Master of Applied Finance

University of Western Sydney Australia in 1998. Some of the
positions that had become his responsibility were the Senior
Vice President of Financial Services, Senior Vice President
Treasury at PT Pos Indonesia. Budi Setiawan has also been a
member of the Supervisory Board of the Retired Fund of Pos
Indonesia and Commissioner of PT Bhakti Wasantara Net.
Budi had served as Chairman of the Working Committee on
Financial Sector Restructuring Committee of Pos Indonesia,
Chairman of the Company Joint Strategic Assessment Team,
Chairman of the Working Committee on Financial Services
Sector, and Corporate Restructuring Committee. The man who
was born in Manila in 1963 received a scholarship from the
Government of Australia (Ausaid Program) for the Post
graduate Program in 1997 and get a special assignment of the
International Postal Service in Bangkok Thailand. He is 50
years old by the end of December 2013.
TavipParawansa was a Credit Risk Management Officer at
Bank Restructuring Agency (BPPN) before he serves as
Finance Director Pos Indonesia, He was also as the Director of
the PT Mentari Multimedia (M2V) and the Board of
Commissioners of PT Mentari Multimedia (M2V). He was
born in Jakarta, 1964, earned a degree in Economics
Management

from

the

UniversitasKrinadwipayana.

TavipParawansa had attended some training in banking,

among others: BII Developing Program Management, Direct
Marketing & Brand Positioning in Bangkok, Bank Marketing
Management Program, Super Service Excellence, Risk
Management Guidelines for Indonesian Banking, and Thomas
International Assessment Training. He is 49 years old by the
end of December 2013.

Before serving as Director of Human Resources and General,

EntisSutisna was the Head of Post Regional Business of
Jakarta Bogor Depok Tangerang Bekasi (Jabodetabek) and
Banten, he was also the Head of Planning and Corporate
Transformation. The Satya LencanaWiraKarya recipient of the
President of Republic of Indonesia was listed as a student of
Advanced

Pos

Higher

Education

(PendidikanTinggiPosLanjutan) in 1993 and earned MM

degree Management of UniversitasGadjahMada in 1994. He
had attended some post activities training and Postal
Management Course in Bangkok. Special assignment ever
undertaken for him, among others, following the Direct Mail
97 Exhibition in Singapore to Foreign Strategic Studies of
institutions of national defense of the Republic of Indonesi. He
was born in Batujajar, awarded Satya LencanaWiraKarya of
the President of the Republic of Indonesia. He is 53 years old
by the end of December 2013.
Ismanto born in Jua-Jua, South Sumatra in 1963, before
serving as Director of Postal Letter Operations and Logistics,
he was the Regional Postal Chief of Region of Central Java
and Yogyakarta. He obtained master of Management from
SekolahTinggiManajemen Bandung had served as the
Secretary in YayasanPendidikan Bhakti Pos Indonesia. The
assignments he has done among others: STMB MM visit
program

in

Singapore

and

Malaysia,

Organization

Transformation in Jakarta, Implementation of Train post in

Bangkok and the Project Body of Knowledge in Bandung. He
is 50 years old by the end of December 2013.

Before becoming Director of Information and Technology and

Finance, Budhisetyawan is a Senior Vice President of
Information Technology. In 2010, the man who was born on
28 August 1974 was successfully completed his studies at
Seoul National University. Budhi is derived from the city of
Nganjuk and ever recorded as a freshman STT Telkom
Bandung and completed his studies in 1997, and in 2002 he
has completed the postgraduated program of industrial
Management in ITB. To this day he is still active as a teaching
Professor in one of the faculties of Parahyangan Catholic
University. Some of the job duty in PosIndonesia who used to
be his responsibility was as Vice President of Technology
Planning, Head of E-Business Unit, IT Coordinator Change
Management/
Corporation

Transformation,

Business

Process Analyst,

Network Operation Center Group Leader, System Analyst, IT

Engineer, and Software Engineer. He is 39 years old as of
December 31, 2013.
SetyoRiyanto earned a Marketing Doctorate Degree from the
UniversitasPadjadjaran Bandung in 2002. Before elected as
Director of Marketing and Business Development, he had
become Chairman YayasanPendidikan Bhakti PosIndonesia
and Director of Yasa Prima Eduka. He was born in Jakarta in
1962, was a researcher fellow at the Center for Research and
Development Business and Community Services Agency of
UniversitasPadjadjaran. He had served several positions in Pos
Indonesia, was as the the member of Company Functional of
Organization Field and Human Resources, the member of
Corporate Restructuring Project, the member of the Company
Functional of Area Application of Integrated Quality
Management, the member of Functional Corporate of
Organizations Sector and Human Resources, Organizational
Improvement Implementation Team Coordinator, the Head of
Capacity Optimization Project Training Center and Head of

Planning and Business Development. He was also assigmented

to learn in PendidikanTinggiPos Indonesia and MM at the
UniversitasGadjahMada.

The

position

of

professional

organizations that he had assumed was a Director of

Professional Certification, Indonesia Marketing Association,
Chapter of West Java. He is 51 years old by the end of
December 2013.
Senior Official

CHAPTER III
External Environment
3.1 Natural Environment
3.1.1 Analysis of Regulation and Permit

Changes the status of Jawatan (office) PTT of the Republic of Indonesia became the
State Enterprises (PN) of Posts and Telecommunications. These changes are based on
Government Regulation No. 240 in 1961

Divisioning of PN Posts and Telecommunications into PN Post and Giro based on

Government Regulation No. 29 of 1965 and PN Telecommunication based on
Government Regulation No. 30 in 1965.

Based on Government Regulation No. 4 of 1978, the status of the PN Post and Giro was
converted into a Public Company (Public Corporation) Post and Giro.

Changing the status of Post and Giro Public Corporation into PT Pos Indonesia (Persero)
with the Foundation of the following laws:
Act No. 1 of 1995 about the Corporation of the Company;
The Government of Indonesia Regulation No. 5 of 1995 on the Transfer Form
from Public Company (public corporation) Post and Giro into Corporation
(Persero);
The Aticle of the company of Pos Indonesia (Persero) in a deed of Notary
Sutjipto, SH No. 117 dated 20 June 1995 regarding the Establishment of the
Company Refines Pos Indonesia, as amended last by deed of Notary Sutjipto, SH
number 18 on 12 September 2011.
The Minister of State Owned Enterprises No. : Per - 01 / MBU/2011 dated August 1,

2011 On Implementation of Good Corporate Governance ( GCG ) On State-Owned

Enterprises, SOE Minister as shareholder has required the implementation of GCG
consistently and continuous guided by this regulation with regard to applicable regulations
and statutes SOEs.
Revision of the governance policies with respect to the publication of the regulation
of
the Minister of State-OWNED ENTERPRISES number: PER-01/MBU/2011 date of August
1, 2011 on the application of Good corporate governance (Good Corporate Governance)
in State-owned enterprises, as well as create a Whistleblowing Policy draft System (WBS)
and Gratuity Control policy draft (in collaboration with the KPK).
Allowances and/or facilities provided to the Board of Directors and Board of
Commissioners referred to the regulation of Minister of SOEs No: Per-07/MBU/2010
number dated December 27, 2010.
The amount of remuneration of the Audit Committee based on the Regulation of the
Minister of State : PER - 12 / MBU/2012 on Organ Support BOC SOEs, which states that the
honorarium of the Audit Committee Member of a maximum of 20 % of the salary of the

Director. Members of the Board of Commissioners who are also becoming Chairman /
Member of the Audit Committee are not given additional income other than income
as a Member of the Board of Commissioners.
Based on the decision of the Board of Directors of PT Pos Indonesia (Persero) on
November 10, 2006 number: KD 65/Ceo/1122 conducted organizational realignment of
PKBL Units while in 2007 based on the decision of the Board of Directors of PT Pos
Indonesia (Persero) on August 31, 2007 number: KD 45/Ceo/0807- PKBL Unit turned into a
division of PKBL, in line with the regulations of the Minister of STATE-OWNED
ENTERPRISES dated 27 April 2007 number: Per-05/MBU/2007 about the Partnership
Program between State- Owned Enterprises with Small Businesses and Community
Development Program.
3.1.2 Responsibility
Small Medium Enterprise and Community Development Program
Social and environmental responsibility is one of the Strategic policy of the company, as the
companys commitment to account for the impact of its operations in the dimension of social,
economic, and environment, as well as constantly to keep the impacts contribute benefits to
society and the environment.
Social responsibility of the Company is currently the greatest concern in the community.
BOC has always stressed that the companys social responsibility (CSR) is not limited to the
favor (goodwill) per se, but reflects all the activities of the Company. With the aim to achieve
something more than just a voluntary contribution, Pos Indonesia continues to share
knowledge and technology by providing entrepreneurial training / business, marketing
scholarship and postal services.
Social and environmental responsibility is one of the Strategic policy of the company, as the
companys commitment to account for the impact of its operations in the dimension of social,
economic, and environment, as well as constantly to keep the impacts contribute benefits to
society and the environment. Pos Indonesia has run one of social responsibility in the form of
community development and Partnership Program, in order to carry out the Regulations the
Minister of SOE No. PER- 05/MBU/2013 September 13, 2013 with Four Changes on the
regulation of the Minister of State-owned enterprises no. PER-05/MBU/2007 about the
Partnership Program State-owned enterprises with small businesses and Community

Development Program through the utilization of the funds from the Division of profits of the
company.

3.2 Societal Environment

1. Political & Legal
Factors influencing that:

The issuance of Law (UU) No. 38/2009 regarding the liberalization of the postal

sector which would put an end to the era of monopoly PT Pos Indonesia. These laws reduce
the level of entry barriers in the postal services business and provides flexibility to the private
sector to provide postal services. But that PT Pos Indonesia is able to compete in the era of
liberalization, Article 51 of Law No. 38/2009 set to include PT. Pos Indonesia to be repaired

Law on Limited Liability Companies stating that a PT must generate a profit from its

operations. Changing the status of PT. Pos Indonesia from the State Company into a limited
company requires PT. Pos Indonesia to continue performing positively contribute consistently
growing profits.

Based on the Ministry of Communications and Information Technology No. 6 In

2010, then since 2010, KPCLK who received compensation from the Government only
KPCLK (outside the town post office branch) that suffered losses only. While that already
makes a profit will not be compensated PSO (Public Service Obligation). This decision led to
a reduction of income PT. Pos Indonesia for the support of PSO compensation fund.
2. Economical
Factors influencing that:

Business letters and packages still have a huge market potential, especially in the

corporate business letter (business mail) or Business-to-Customer (B2C). Great potential in

this business is because one company can produce more than 300 thousand pieces of mail to
be delivered to the theme of the delivery of measurable time range. Kind can be varied, such
as bills, notices, product offerings, tax letters, and bills other financial transactions.

National logistics cost is about 16% of Gross Domestic Product (GDP), given the

value of Indonesia's GDP is large enough, then the greater the costs incurred by the
Indonesian economy to move goods from one place to another, save and take care of
turnover.

A consulting firm, Frost & Sullivan, predicts that Indonesia's logistics industry will

grow by 14.2% to Rp 1.408 trillion (US $ 153.54 billion) in 2012 compared with growth
forecast in 2011 from Rp 1.233 trillion (US $ 134.46 billion) , thanks to strong economic
growth fueled by high domestic consumption.

Financial services business also has a very bright prospects for the Indonesian people

who have a bank account approximately 20% of the entire population of Indonesia
(Padmosukarso, 2012). Thus, there are still about 80% of Indonesia's population who do not
have bank accounts. It is appropriate all Indonesian people can be covered by the financial
system so that they can perform various financial transactions.
3. Social Cultural
Factors influencing that:

Business personal letter or individual letters Customer-to-customer (C2C) has

decreased significantly as a result of development of communication technology.

Technological advances in telecommunications such as the existence, mobile phones, SMS
(Sort message service) with a very low cost, even no expense at all has shifted people's habits
in communication.

Ownership mail free of charge, as provided by yahoo and google or other provider

can be a substitute media letters and postcards personal / individual as a communication

medium. The rise of the effort to improve the ability of computerization in various education
even in some remote areas would accelerate awareness of the importance of the function of
technology as a means of communication. The globalization of information and
communication technology has an impact also on the decline in the use of stamps and
philatelic.
4. Technological
Factors that influence are:

Technological advances to encourage people to switch from paper to written

communication through the use of hand phone with a variety of interesting writing and cheap,
even without the cost burden at all.

All network owned by PT Pos Indonesia has been connected virtually, meaning that

each network has access to the Internet network.

PT Pos has had information technology to track all shipments.

3.3 Task Environment

Analysis of Five Porter Power consists of the threat of substitute products, new
entrants, suppliers, buyers and industry competitors. In this picture the analysis
of five power porter at PT Pos Indonesia:

A. Bargaining Power To Customer

Buyer or services using products PT. Pos Indonesia, both the letter and parcel
products, financial services and logistics are people and business entities.
For products letter and parcel services business and financial services and logistics,
offered by the PT. Pos Indonesia will have the threat of a strong buyer bargaining in
big cities in Indonesia, this is due to the product letter, its existence increasingly
eroded by the presence of Email, Internet and real-time financial services provided by
the banking sector. As well as the logistics business which PT. Pos Indonesia is still
small dominance in this business, parcel delivery market players have quite a lot of
competitors.
For the community village level is still less touched by technological advances, the
maximum for a period of 10 years existence of the letter and parcel services business
and financial services, still have potential that is strong enough, due to the strength of
the network owned by PT. Indonesian Post. So in general bargaining power of buyers
in rural areas have a low level.
The conclusion is: because the share of the products of PT. Pos Indonesia is narrowed
to the segment of the elderly and rural communities -those who do not or less
untouched advances in technology, as well as non-banking community society where
its market share is still relatively large, the bargaining power of buyers actually still in
a low level due to the lack of alternative options available, but need to watch the
acceleration of the development of information technology and globalization will
accelerate the process of conscious information and technology so that in the medium

or long term bargaining power of buyers to the PT. Pos Indonesia will crawl on
medium position and continues to rise.
B. Rivarly Among Existing Competition
Liberalization of the postal business and the loss of monopoly PT. Pos Indonesia and
the changing status of the company in the form of the company, encourages
companies to clean themselves into enterprises that have a long-term industrial
competitiveness is high, has a growing and stable business development in order to
profit the company can still be obtained and grown as consistent.
.Challenges to be faced by PT. Pos Indonesia, certainly not from local players alone
but foreign players or local players who collaborate with foreign players. It is
estimated that there are approximately 950 businesses and logistics business postal
services throughout Indonesia.
Back on the power network that is owned by PT. Pos Indonesia, the intensity of
competition for the postal industry's market share in the city will be very high, but
because of the vast geographical areas in Indonesia, the intensity rivalry postal
industry for rural areas is still relatively low because of the small number of industry
players who have a network to remote villages like those of by PT. Indonesian Post.
In conclusion, the intensity of competition in the industry is owned by PT. Pos
Indonesia is still moderate (medium), but probably within the next 5 years where the
competitors who together more and more and more extensive network infrastructure
preparation, then this industry will gradually have a higher level of competition from
day to day.
C. Bargaining Power of Suppliers
PT. Pos Indonesia currently actively jealous make changes and perform strategic steps
by way malakukan process of modernization and empowerment such as improvement
of business processes and business models, awareness for the brand and company
image and to develop infrastructure such as business infrastructure "ICT"
(information communication technology) , These strategic moves not only requires
commitment and consistent effort and continuous but also required no small amount
of funding from the supplier of investment funds.
Source of funds required by PT. Pos Indonesia can be derived from internal or
external companies. Seeing the condition of PT. Heading the losers fairly old and new
makes a profit in 2009 and 2010 with a profit structure that is relatively less stable,
then the supply will be much expected funds from banks. The acquisition of funds
from banks, especially banks with SOE status is not relatively difficult because the

performance of the company last 3 years experienced a very positive development

progress.
Other suppliers are alternative business world and society. If the business growth and
profits consistently continues, then the acquisition of funding alternatives that have
less interest expenses and a longer period of time could have been obtained by PT.
Pos Indonesia by issuing bonds or go public. So it can be concluded that the threat of
suppliers bidding on PT. Pos Indonesia is at a low level.
D. Threat of substitute Product
If we look all golden era PT. Pos Indonesia about 15 years ago, that the religious
event (Card Lebaran and Christmas) and the correspondence of individuals (customer
to customer) or to corporate customers (eg sending a cover letter) is still very
widespread and are excellent products of PT. The post at the time.
Changes in technology have changed it all,:
Starting with the installation of fixed phone deregulation bureaucracy, low cost of
installation and breadth of network coverage, enabling people to make the process of
communication that were once done by the method of correspondence, even the
process of communication to celebrate religious holidays that are usually done by
sending a postcard, can now Direct communication is done via telephone.
Technology development continues, the emergence of the mobile phone that makes
the process of communication intensity is much higher because it can be done
anywhere and anytime. Conditions are compounded by an additional SMS features at
a cost much cheaper, even at this time due to intense competition many
telecommunications providers no longer charge SMS. SMS is increasingly shift the
functions of the individual letters and postcards. Additional features of 3G is also
closer distances between communicating parties as seeming to be talking to each other
face to face directly.
In the past many job seekers submitting her application through PT. Pos Indonesia,
today many companies headhunter lists the email address as a headhunter media that
can send her application directly via e-mail address of the company. In addition to
easy and cheap, it is also environmentally friendly (paperless).
The growing network of internet cafes and mobile internet facility of the provider of
telecommunications companies increasingly erode the market share of PT. Pos
Indonesia's products correspondence services.
Currently, substitute products are not only penetrated mail individual letters, even
the letter menurat corporate nature also increasingly eroded slowly as:

a. SMS and Internet usage with social networking tools are used as a medium for
marketing the product. This happens because many business software that offers a list
of the company's corporate email address and personal data base of credit cards.
b. The use of push SMS facility, to remind the bill in installments. Features internet
banking features that can be used to determine the amount of PLN bills, electricity,
credit cards and others, as well as payment of the bill the bill.
c. The number of mailing and delivery process data between companies is done
through the medium of email, not just between companies in Indonesia even to the
whole world.
Maybe just a letter or a package of documents that require the presence of the original
domuken (legal documents) who is still a market PT. Indonesian Post. In conclusion
the threat of product substitution services for letters and packages is high.
E. Threat of substitute New Entrants
The field of postal liberalization will provide opportunities fairly easy for competitors
to enter the core business of PT. Pos Indonesia especially for business mail and parcel
service products - "entry barrier getting ketch", even strengthened by the Law no.39 /
2009 on the postal monopoly systems remove universal postal mail delivery services
which had been occupied by PT. Pos Indonesia (Persero).
According to information obtained from Asperindo (Association of Indonesian
express delivery service company and PKPU that companies are struggling in
business courier service ranges from 500-945 companies.
Of the competitors, the main competitor PT. Pos Indonesia, TIKI, TNT, DHL and FedEx. The rise of the travel agency unofficially also be a package delivery agent. For
financial services, in particular pay-post useful products as container installment
payments for finance companies, PT. Pos Indonesia will experience many challenges
of the Pawnshop with a network of 5,000 points throughout Indonesia and has been
operating on line, as well as a mini-market Alfamart network that has an online
network of 5000 points which focused on the island of Java. Based on the number of
competitors who engaged in the business of postal and financial services, the level of
threat to the arrival of new players is high
CHAPTER IV
INTERNAL ENVIRONMENT
4.1 Corporate Structure

4.2 Corporate Culture

In the development of GCG, the Company has prepared the Business Ethics and Conduct
(Code of Conduct). Companies seek the best implementation of ethical standards in carrying
out its business activities in accordance with the vision, mission and culture Cintapos that
contains the values of business ethics and code of conduct for every human Pos Indonesia,
which is used in the operations of daily work. The company is fully aware that a good
relationship with stakeholders and increase Shareholder value in the long term can only be
achieved through business integrity in all our business activities as stated in the Code of
Business Ethics and Conduct. Substance code of Conduct is intended to realize the noble
values espoused by the Corporate into concrete actions in daily operations to interact with
other people as well as other stakeholders. So as this Code of Conduct can be used as material
reference or prevention of problems when facing a difficult situation.
Commitment to implement good corporate governance practices or good Corporate
Governance is one of them by interpreting the behavior associated with the Business Ethics
and Conduct. In its application, Business ethics and code of conduct signed by all employees
Pos Indonesia and updated at the beginning of each year than any unit leader is required to
disseminate to maintain honesty, integrity, and fairness in all business activities in his unit.
Guidelines for Ethics and Business Conduct is a set of norms, values and actions which are
believed to act by the Company ranks as a standard of behavior that is ideal for Company.
Ideal behavior shall be developed based on noble values that are believed to be the work
culture of the Company. Of the noble values that already exist in the Company, which are
defined behavior rules outline containing the following:
1. Code of Business Ethics

Code of Business Ethics developing company which is a standard of behavior in business and
guide the Company as an entity, in interacting and dealing with stakeholders. Application of
business ethics is expected to help companies to improve performance by taking into account
the interests of shareholders and stakeholders are ethical and based on applicable laws and
regulations.
Standards of business ethics such as regulating how every individual has Pos integrity in
conducting all business activities and work, equal treatment and fulfillment of the rights of
stakeholders, coaching and employee development, conflict of interest, disclosure of
information, environmental management, and others.
2. Governance Standards of Behavior
Governance standards of behavior must be owned by every member of Post and became a
guide in interacting and relating, in doing all business activities and daily work.
Implementation of codes of conduct is expected to make the post man with integrity, fairness,
justice and put the Companys interests above personal interests.
Governance standards of behavior such ashow to behave towards fellow beings
Pos,superiors, subordinates, to maintain the confidentiality of the data and company
information, avoiding conflicts of interest and abuse of office, maintaining the Companys
assets, involvement in politics, gratuities,entertainment, and others.
4.3 Corporate Resources
According to the study of IBIS World, postal mail service industry in Indonesia experienced
growth from 2009 to 2013, amounting to Rp 11.1 Trillion in 2009 and reached Rp 11.7
Trillion in 2013. The biggest growth and contribution during the period 2009-2013 is derived
from corporate to individuals letters (business-to-consumer-B2C). Currently, the mail and
parcel delivery service providers in Indonesia consists of approximately 3,400 companies
with majority market share held by 3 major players, namely Pos Indonesia, Tiki and Tiki
JNE. In this case, the majority of mail and packages delivery activities are in the area of Java
and that area controlled by private courier companies. The following are portraits of the
market share of the mail and parcel service provider in Indonesia during 2013.

Finance
Indonesias economic growth which is characterized by an increase in income per capita is
driving the level of demand for the products of the financial services business. The growth of
the financial services business in the segment of remittance products internationally and
domestically is driven by the growth rate of the number of Indonesias labor (TKI) abroad.
Remittance inflows to Indonesia in 2011 had reached US $ 6, 92 Billion with average growth
of 20.8% since 2000. Powered by global economic growth, the remittance market is expected
to continue to expand.
Growth of the PosPay products segment (SOPP) offered Pos Indonesia bolstered by the
growth rate of the two industries that became a major force in this product segment, which is
subscription-based industry and financing industry. Subscription growth industry can be seen
from the number of credit card ownership in Indonesia which has reached 14.8 million with
an average growth of 8.89% from 2007 to 2011.

Human Resources
HR functions in a company is one of the support functions is crucial to the smooth process of
corporate performance management. As the spearhead of the company, the performance and
productivity of all employees will largely determine the success of the company in the future.
Therefore, the current Pos Indonesia has launched initiatives based employee performance
appraisal as one focus of the development of its human resources. The initial steps are now
being carried out related to the focus of the development is the establishment of standards of
performance in the presence of individuals and units. Currently, PosIndonesia has adopted a
performance standard Individual Performance Management System (ISMS) and Performance
Management Systems Unit (SMKU). Through ISMS and SMKU, expected individual and
unit performance assessment will be more objective and measurable in subsequent years.
The focus of human resource development through performance based assessments need to
be supported by the scheme management remuneration / rewards competitive as it has been
implemented by leading companies in order to encourage potential, performance, and
productivity of employees. Currently, remuneration schemes / reward is applied not
specifically designed based on objective performance standards and measurable targets

associated with each business unit or units supporters. This is a concern of HR functions in
fixing remuneration system / rewards to encourage employees to meet performance standards
and achieve targets unit.
The number of employees of PT Pos Indonesia ( Persero ) until the end of 2013 was as much
as 19.502 people, has decreased 3.31 % compared to the number of employees at the end of
2012 as many as 20 170 people. With respect to the crucial role of employees in the
sustainability and development of the company, the HR function has a central role on the
strategy of transformation Pos Indonesia. To support the transformation strategy Pos
Indonesia, supporting the HR function strategy Pos Indonesia will be focused to achieve
effective management of human resources and efficient with competency based and
performance.
The strategic direction will be achieved by improving the quality and development of the HR
function as a whole in each unit, system competence development and career planning needs
of employees who are targeted, the standardization process of recruitment and selection, the
structure of employee benefits, fringe benefits / rewards, and welfare of the Competitive and
a comprehensive succession plan. Development efforts will be supported by the development
of accurate HR information systems and integrated. In the table below can be seen the
realization of educational and training programs for employees in 2013.HR function Pos
Indonesia will act as a strategic business partner for the business unit to support the
achievement of strategic and transformation Pos Indonesia. In addition to these aspects, one
aspect within the scope of the HR function under consideration is the management of PostEmployment Benefits (GPA) Pos Indonesia is a burden on current and future 2017. Where
especially starting in the year an employee at the age of 45 - 50 years will undergo retirement
Preparation Period (MPP) and retirement. This can be seen in the table below.

CHAPTER V
S.W.O.T ANALYSIS
A. STRENGTH
1. The post office has a vast network of around 24,000 points with about 3,800 pieces of
integrated office network points and connected on-line and is equipped with the postal
code system that is able to accurately identify each point address.
2. All network PT. Pos Indonesia has been connected virtually means that every network
has access to the Internet network.
3. PT. Pos Indonesia know how to connect all the dots are physically networks that
determine the mode of transportation by land, sea, and air as well as the distance it
takes to send a letter or package. PT. Pos Indonesia has a very familiar HR local
market. Each postman generally very familiar and know the address of the local
community.
4. PT. Pos already started doing Marketing Communication, Company Branding and
Brand Awareness activities in the community (stakeholder).
5. PT. Pos Indonesia is committed to providing solutions to the problems of logistics
functions of the customer, with a framework that synergy and cooperation to achieve
the goal.
6. Trust and honesty, mutual respect, cultural professional is applied by PT. Pos
Indonesia.
7. Human resources owned by Total Logistics Business Unit are those who have chosen
(selected people) who have received various training and benchmark in the field of
Supply Chain Management, Integrated Logistics, Freight and Warehousing.

8. Owned production capacity in addition to buildings, land, and vehicles scattered

throughout Indonesia also strengthened by a virtual connection and kesisteman very
strong network between the node with other nodes, which until now may be difficult
equaled by any party.
9. Network services PT. Pos Indonesia is a network-based services to customers. By
channels of distribution, the network covers all corners of Indonesia, which includes
no less than 4828 units of fixed service point (office building) and 39 434 distribution
node.
10. A partnership that became one of the pillars of the key success factor will be directed
to the creation of added value for the customer. Partnerships with external parties will
be constructed with multiple providers (3PL Logistics) is a bona fide with the
principle of win-win solution. While the internal partnership will be built on the
B.

principle of bundling services.

WEAKNESS
1. For approximately 5 years (2003-2008) PT. Pos Indonesia managed less
efficiently so that suffered substantial losses. Nearly 70% of the approximately
3,800 branch network of PT. Indonesian Post Office managed less efficiently and
give effect losses.
2. Performance profit in 2009 did not come from the core business of PT. Pos
Indonesia so that a decrease in operating expenses and an increase in nonbusiness income that occurred in 2009, can not be sustained performance in
2010.
3. Changes in the structure of human resources, with an increase in the level of staff
relocating / operator to outsourcing and the reduction in the number of human
resources with the composition of the executive level, have not been able to
maintain the ratio of operating expenses to operating revenues.
4. The lack of recruitment during the period 1995-2008 led to PT. Pos Indonesia
experienced a lost generation and the gap of time long enough knowledge
transfer between senior and junior employees.
5. less competitive benefits package, complicates PT. Pos Indonesia to be able to
recruit potential energy is a reliable and professional.
6. Education is conducted in College Post is a monoculture which is a legacy from
the days of the Dutch and less responsive market developments. More than 10
years less PT. Post once held a very less training, especially training cadres for
Branch Head (Post Master) so that PT. Kemugkinan post will experience lack of
leadership talent.

7. Increased development, technology for process acceleration and simplification of

control is not matched with the progressive increase in employee skills to use the
technology development, which raised the problem lack of discipline and the
reluctance of employees to use the tools provided by technology, it is also
associated with low levels of education karwayan and old work habits are
ingrained, consequently function systematization, automation, simplification,
acceleration processes and control systems as tool of acceleration and accuracy
of the service will be many obstacles.
8. Package retirement less attractive (only a third of civil servants in general), can
stimulate employees to do less commendable steps, or seek business
opportunities outside its main task as an employee of PT. Pos Indonesia,
particularly employees who are in a period before the end of the period of
employment (pension preparation) and and moreover those who have a structural
position and has a level of authority.
9. The low utilization of network and physical assets, as well as kuranng maximum
asset utilization.
10. It has no debt, and low capital expenditure.
11. The low level of security.
12. Not clear model of corporate business development.
13. Lack of knowledge will be the products sold and weak marketing process PT.
Pos Indonesia to raise the level of public knowledge and Awareness will be the
product of PT. Pos is quite diverse and interesting.
14. The low competitiveness of individuals and organizations, poor work attitude,
weak internal controls and accounting system, and the high risk of company
operations.
C. OPPORTUNITY
1. There is still great potential corporate mail (business mail including mail and admail
essential), estimated that each company may send a letter about 300,000 in a span of
delivery, both the bills, notices, product offerings letters, tax returns, and other letters.
2. The amount of logistics business development opportunities for the national logistics
costs are 16% of Gross National Product be an indication of the amount of reserve
funds expended for the country's economy to move goods from one place to another.
And also a high rate of industrial growth in the logistics business sector provide great
opportunities for PT. Pos Indonesia to focus more on the logistics business, as the
market share of PT. Pos Indonesia is currently only 0.01% of the total national
logistics market so that PT. Pos Indonesia can be a "National Backbone Logistic".

3. The amount of the potential development of a financial services business, as the new
estimated only 20% of the entire population of Indonesia who have accounts at the
bank, meaning that there is still potential 80% can still be encroached upon business
potential.
4. The diversity and pulling products owned by PT. Indonesian Post
5. Service delivery is faster and more reliable in the country or abroad on a limited basis
through cooperation with major players, as did the US Postal Service with DHL and
FedEx.
D. THREAT
1. Within the last 10 years PT. Pos Indonesia experienced a decline in market share and
will no longer be the largest company in the market letter and parcel services
products. The emergence of new competitors and the media competitors in the
financial services business transactions as well as dominating local players and
international collaboration in the logistics business.
2. According to information obtained from Asperindo (Association of Indonesian
express delivery services company) and PKPU that companies are struggling courier
service ranges from 500-945 companies.
3. Professionalism work and excellence competitors marketing strategy that much more
touching consumers.
4. Advances in telecommunications technology such as the existence, mobile phones,
SMS (Sort message service) with a very low cost even no cost at all, and free email
ownership as provided by Yahoo and Google or other provider can be a substitute
media letters and postcards personal / individual as a communication medium. The
rise of the effort to improve the ability of computerization in various education even
in some remote areas would accelerate awareness of the importance of the function of
technology as a means of communication. Another impact is the decline in the use of
stamps and philately.
5. The expansion of the global market, it can be ascertained more precisely foreign
companies that conduct their business expansion into the Indonesian market, such as
for example the postal service companies from Japan and Korea are already preparing
expand new markets in Asia.
Analysis of current mission and objective
I think the mission of the postal pt Indonesia already give the best service to the
customers as delivery is always on time, and have provided a sense of security and
comfort to the employees so that they can work fun. but to deliver results to our

shareholders, I think it is still not / this is due to the rise and fall of income and
corporate profits, so they make shareholders worried.
Pos Indonesia purpose of doing business in the field of postal business operations for people
both inside and outside the territory of Indonesia, as well as optimizing the utilization of
resources from Pos Indonesia to produce high-quality products and strong competitiveness. It
is intended to make a profit so as to increase the value of the company. To achieve these goals
and objectives, Pos Indonesia to carry out the main business activities in the form of written
communications, bundled services, logistics services, financial services, postal services
agency, postal giro services, and other services that support the core business. Pos premises
besides still not doing its purpose. this is due to the advantages Integration is always up and
down.
CHAPTER VI
STRATEGIES ALTERNATIVES
1. Concentric Diversification.
PT. Pos Indonesia must expand its business to focus on Logistics Services business
unit through its subsidiary PT. Pos Logistic Indonesia and Financial Services Business
Unit.
2. Horizontal Integration, corporate strategy this step can also be applied to products
logistics services. This is done in an effort to increase market share accelerated
logistics services business unit. PT. Pos Indonesia through its Business Development
should be able to conduct business mapping and business intelligence about 5-10
major players in the logistics services industry. From 5-10 big players, one of which
can be targeted for takeovers or acquisitions made by PT. Indonesian Post.
3. Strategic Alliance, this strategy could be a mix strategy with the strategy of
concentration, particularly for services business unit letters and packages. This step
can be done with the alliance of the major players player services business letters and
packages that have a strong network at the international level. Factors that encourage
strategic alliances by PT. Pos Indonesia, among others:
a. The process of globalization became the main force behind the growth of valueadded activities across national borders, which also increases the economic
interdependence.
b. The increasing internationalization and competition raises the need to work
together.
c. The emergence of many new competitors in the business of forcing existing
companies to build relationships and expand the strong business network.
d. The shift from products towards competency forced the company to go out and
seek knowledge complementary and the new competencies.

e. There is a need to work together to achieve the flexibility, core competencies, and
incentives stemming from autonomous, at the same time take advantage of
complementary resources for learning and efficiency.
f. Motive and purpose of the establishment of strategic alliances include: technology
(know-how); financial assets; competition; access to market segments; access to
inputs, outputs, and management experience; resources and capabilities are
complementary.
Recommended Strategy:
I choose the concentric Diversification Strategy because PT. Pos Indonesia must expand its
business to focus on Logistics Services business unit through its subsidiary PT. Pos Logistic
Indonesia and Financial Services Business Unit. This effort was done to build confidence of
shareholders, by adding the appropriate strategic business focus and support the company's
main business. These diversification measures associated with it will create value for the use
and benefit in the form of:
a. Sharing facilities and resources to reduce costs.
b. Combine resources to create strength and new competitive advantage.
c. Improve the usability of the company name.
Related diversification becomes an important issue for the PT. Pos Indonesia because:
a. Growing market share in the areas of logistics such as the development of online
business shop, so it is very appropriate strategies in use to meet the market.
because I see in terms of logistics, PT. Pos Indonesia is still inferior to the PT.
TIKI.
b. The challenge will be the development and growth of the services business unit of
letters and packages in line with the globalization of communication and
communication technologies, the growth of competitors and the regulation of
postal services liberalization as well as the loss of monopoly PT. Indonesian Post
c. PT market share Pos Indonesia in logistics services is still very low at 0.01%,
while its market potential is very large, it is characterized by stable economic
growth in Indonesia and the funding allocations logistics services in gross national
product (GDP) and logistic growth services is promising.
d. The magnitude of the potential of financial services because of the low ratio of
banking society and the uneven development of infrastructure in Indonesia and
having postal sector surplus value network.

CHAPTER VII
CONCLUSION
Pos Indonesia continued its advance to move on in 2013 and years ahead with based on a
vision to become a postal services company that can be trusted by the community. This vision
will be elaborated through a variety of programs of action to obtain the operating excellence
services, resource efficiency, overcome the challenges of the business environment, and that
ultimately can improve the income of his business. Such actions would constitute an advance
based on the passion of the entire postal employee to become a superior company in the
homeland and in the ASEAN region. To achieve this goal then all ranks of management
companies realize the importance of collaboration or network cooperation with the partners to
improve the companys progress and adapt to the development of the contemporary business
environment. The collaboration took the form of, among others, through mergers and
acquisitions, joint ventures, as well as some of the joint operations that has begun in year
2013. Management and a whole range of Pos Indonesia believes that the company continues
to steadily move on to brighter future.
The ups and downs has been coloring a long journey for two and a half centuries of Pos
Indonesia. The golden age of postal industry was in the years 1970 to 1980 s. The postal
services community customers were very loyal in utilizing its services. But rapid
development of information and communication technology, lifestyle changes, as well as the
trend of liberalisation of postal service businesses has made Pos Indonesia experiencing a
very significant business shifts. As also experienced by many of the worlds postal
companies, Pos Indonesia has experienced a decline in its business performance in 2000
2007. Mail Business in those years was dropped dramatically. The use of short messages
through mobile phones and the internet replacing the role of individual postal mail. Likewise,
competition with private courier companies has made market share of Pos Indonesia rushes.

In its development, income PT. Pos Indonesia in 2003-2010 and tend to fluctuate
significantly. This is influenced by the decline of the consumer for services PT. Indonesian
Post. And it also affects corporate earnings tend to not have improved much even at a loss
because PT. Pos Indonesia managed less efficiently, causing enormous loss rate. In 20112013, PT. Pos Indonesia increased revenue. And it also encourages the rise in profits. In 2010
while PT. Pos Indonesia is experiencing an increase in operating revenue of Rp.214 billion
(9:13%), but operating expenses also increased greater than the business income that is equal
to Rp.238.61 billion (10:41%). This resulted in the decline in Operating Income amounted to
Rp.24,24 billion (42.74%). It is influenced by the increasing performance of the company and
changes in corporate strategy.
Pos Indonesia besides decreasing market share and will no longer be the largest company in
the market of services of letters and packages products in the last 10 years. It is triggered by a
number of competitors of new competitors and media transactions in the financial services
business as well as dominating local players and international collaboration in the logistics
business and the high entry barrier in the presence of postal liberalization measures and the
loss of monopoly rights for PT. Pos Indonesia in the universal postal mail delivery services.

Reference
Pearce, John A and Richard B. Robinson, Jr.2011.Strategic Management. Formulation,
Implementation, and Control.12th Edition.
McGraw-Hill Irwin Hunger, J. David and Thomas L. Wheelen.2012. Strategic
Management.13th
Edition. New Jersey: Addison-Wesley.
Porter, M.E., Competitive strategy : Techniques for analyzing industries and competitors, The
Free Press, 1980.
Dirgantoro, Crown , Manajemen Stratejik, Grasindo, Jakarta 2001
Jay B. Barney, William S. Hesterly, Strategic management and Competitive Advantage,
Pearson Prentice hall, New York, 2010