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Portfolio Management for Fast Growing Mfi

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Tahun 2011 telah kita lewati dengan baik dengan prestasi baik yang tertulis bahwa kredit mikro Bank Mandiri telah melakukan pencapaian terbaik salah satu sepanjang sejarah berdirinya dengan mencapai target baki debet dan kualitas yang terjaga..

Sementara itu, perkembangan bisnis mikro Mandiri selama quartal 1 2012 juga memberikan gambaran yang baik dengan uraian sebagai berikut :

Table pencapaian vs target
Booking
Bade
NPL
DPD

Pertumbuhan bisnis mikro yang kuat dari segi kuantitas juga mengharuskan untuk didukung oleh pertumbuhan bisnis mikro yang kuat dari segi kualitas dan kita juga semua telah memahami bahwa kunci keberlangsung pertumbuhan yang baik adalah dengan menjaga kualitasnya.

Kualitas kredit tidak ditentukan pada saat saat kredit diproses namun juga bahkan dimulai pada saat petugas bank memilih target pasar yaitu memilih mana segmen yang pas yang ingin dibidik dan dijadikan debitur. Setelah segmen pasar, maka kemudian diikuti dengan pemilihan debitur yang juga harus sangat tepat karena walaupun segmennya tepat namun jika pemilihn debitur salah maka besar kemungkinan pula bahwa kredit tersebut akan menjadi bermasalah dikemudian hari.

Verifikasi terhadap debitur menjadi langkah penting berikutnya dalam menjaga kualitas kredit karena verifikasi adalah penjaga pertama dari setiap aplikasi ketika diproses oleh analyst. Analyst berperan sangat penting karena lemahnya analisa serta verifikasi dapat menjadi kunci dalam menjaga kualitas kredit. Analisa Kantor Pusat memperlihatkan bahwa 57% baki debet NPL adalah nasabah baru yang umurnya 6-9 bulan setelah di booking, yang membuktikan masih lemahnya kualitas analisa kredit yang dilakukan karena analyst kurang berkualitas dalam memperkirakan apakah debitur tersebut mmampu untuk melakukan pembayaran selama masa tenor yang diambil seorang debitur.

Pengambilan keputusan yang hati-hati harus dilakukan jika analisa telah dilakukan. Kerjasama antara seorang analyst dan pimpinan cabang penting untuk dilakukan karena keduanya bertanggung jawab akan kualitas kredit yang diputus nantinya. Keberanian seorang analyst kredit diperlukan jika mmemang kredit tersebut tidak pantas untuk disetujui dan kelonggaran hati seorang pimpinn cabang diperlukan jika memang itu yang harus dilakukan karena kerjasama tersebut terjadi dengan semangat membangun bisnis mikro yang baik dan berkelanjutan ke depan. Proses dan pengambilan keputusan tersebut boleh jadi fleksibel dan memakan waktu yang sangat cepat hanya 1-3 hari hari saja namun akibat dari keputusan yang tidak tersebut dapat memakan waktu sampai dengan minimal 6 bulan bahkan bertahun-tahun karena kredit yang dihasilkkan menjadi kredit macet dan pimpinan cabang beserta timnbya harus melakukan usaha maksimal dengan memakan waktu, tenaga, pikiran bahkan dana untuk mengembalikan seorang debitur menjadi lancar settelah kreditnya macet. Pertimbangan ini menjadi penting untuk diketahui oleh kedua belah pihak, baik analyst ataupun pimpinan cabang.

Proses pencairan kredit menjadi palang pintu terakhir bagi sebuah proses akuisisi kredit sebelum akhirnya pinjaman di-kredit-kan ke debitur. Compliance review yangg dilakukan haruslah berani untuk mengambil keputusan jika memang kredit tidak layak untuk dicairkan. Jika kredit sudah dicaikan maka resiko bisnis mikro yang tinggi sudah diambil alih sepenuhnya oleh bank dan pengelolaan debitur tersebut harus dilakukan secara sistematis, terukur dan terstruktur untuk memastikan bahwa debitur akan mencapai tujuan awal dalam mencari kredit yaitu mencapai kehidupan yang lebih sejahtera.

Dalam kaitannya dengan pengelolaan debitur (maintenance), maka dalam kesempatan kali ini, kita akan membahas beberapa inisiatif-inisiatif strategis yang dijalankan untuk menjadikan pertumbuhan bisnis mikro yang kuat tidak hanya dari segi kuantitas booking namunn juga dari segi kualitasnya, dari sisi pengelolaan (maintenance)

Welcome Call
Ide awal welcome call adalah betapa mikro bank mandiri menghargai debitur yang baru saja diakuisisinya. Bagi debitur Mikro, menjadi debitur bank adalah juga berarti satu kebanggaan karena kepercayaan yang telah diberikan bank, apalagi bank tersebut adalah Bank Mandiri sebagai yang terbesar di Indonesia.

Sementara itu, mencari seorang debitur dan menjadikannya debitur langganan adalah salah satu tantangan yang ada bagi insan yang ada di mikro. Proses mencari debitur baru memerlukan tahapan mulai dari 'prospekting' , pelengkapan dokumen, verifikasi, analisa, persetujuan dan pencarian. Sudah selayaknya kerja keras yang dilakukan setiap insan mikro dalam proses tersebut dihargai dengan memastikan bahwa debitur baru tetap senang menjadi bagian dari keluarga mikro bank Mandiri sehingga debitur baru tersebut tidak kecewa dan pergi ke kompetitor lain karena kelemahan dalam memperlakukannya dengan baik.

Bagi bank sendiri, Welcome call dapat dijadikan sebagai alat kontrol terhadap proses akusisisi yang telah dijalankan. Pada saat debitur baru ditelepon oleh pihak yang tidak terlibat dalam proses pemberian kredit, maka secara automatis proses kontrol terjadi sehingga pihak pemberi kredit yang berada di unit akan berpikir ulang untuk melakukan hal-hal yang tidak sewajarnya dalam proses kredit di awal.

Welcome call pada dasarnya adalah sebuah prosesi penyambutan seorang nasabah baru dalam keluarga besar mikro Bank Mandiri. Debitur diajak berbicara oleh bank layaknya seorang debitur kelas papan atas. Sudah selayaknya debitur mikro diperlakukan dengan baik dengan memberikan layanan terbaik semenjak ia menjadi debitur.

SMS Blast

Inisiatif SMS blast didasarkan pada sebuah perkembangan bagaimana teknologi telah merambah ke setiap relung kehidupan kita, siapapun kita itu serta dari kalangan manapun kita dengan tidak memandang kelas, pekerjaan, gaji, dan lain-lain. Lihat saja sekeliling kita, bahkan kita mungkin pernah melihat bahwa pemulung pun sekarang mempunyai handphone. Tanpa data pun bisa dilihat secara kasat mata dapat terlihat besar penetrasi handphone di Indonesia.
Data tertulis adalah dalam %
Dilihat dari data di atas, terjadi peningkatan hampir 3 kali lipat dari jumlah kepemilikan handphone di Indonesia pada tahun 2010 dibandingkan pada tahun 2005 dari yang sebelumnya hanya 20% penduduk menjadi 54% penduduk. Sedangkan untuk perangkat telepon berkabel mengalami penurunan lebih dari 50% sejak tahun 2005. Peningkatan jumlah kepemilikan handphone ini kemungkinan besar disebabkan oleh semakin murahnya handphone dan kepraktisan handphone yang dapat dibawa kemana-mana
Pengguna Handphone Indonesia Berdasarkan Socio Economic Status (SES)
* Singkatnya SES di Indonesia dihitung berdasarkan jumlah pengeluaran bulanan dengan pengkategorian: SES A: Rp. 3.000.000 +, SES B: Rp. 2.000.000 – 3.000.000, SES C1: Rp. 1.500.000 – 2.000.000, SES C2: Rp. 1000.000 – 1.500.000, SES D: Rp.700.000 – 1000.000, SES E : < Rp. 700.000
Dari data di atas terjadi perkembangan jumlah pengguna handphone di kalangan menengah ke bawah yang cukup besar. Banyaknya handphone murah yang ada di Indonesia baik yang berasal dari vendor luar negeri ataupun lokal mendorong peningkatan jumlah pengguna handphone kelas menengah ke bawah ini.
Data terakhir terkait dengan SES jelas menggambarkan bahwa ada segmen pasar yang bergerak sangat aktif dalam penetrasi handphone dan segmen tersebut adalah kelas bawah, dan benar bahwa kelas tersebut adalah kelas debitur kita, debitur mikro.

Dalam kaitannya dengan aktifitas harian Mikro, handphone dapat berperan sebagai alat komunikasi antara debitur dengan pihak manajemen bank atau alat komunikasi antara pihak manajemen bank dengan pegawai bank itu sendiri.

Fenomena menarik ini ternyata lebih dahulu segera ditangkap oleh salah satu MBDC dengan mencoba mengimplementasi inisiatif SMS Blast menggunakan modem tua yang sudah tidak terpakai dan dilakukan di salah satu clusternya. Cluster bekerja sama dengan MKA dan MBU untuk memperbaiki nomor handphone nasabah sehingga pengiriman SMS dapat dijalankan dengan optimal karena nomor handphone debitur juga diperbaiki sehingga penetrasi pesan ke nasabah ataupun ke MKS dapat lebih banyak terjadi. Hasilnya pun sukses dengan perbaikan kualitas di cluster tersebut. MBDC segera mengimplementasi strategi yang sama ke seluruh cluster dan menyampaikan dalam forum video conference dengan Direksi bahwa salah satu inisiatif yang mampu memperbaiki flowrate to-x dan DPD 30+ serta NPL 90+ membaik adalah inisiatif ini, SMS Blast.

Semenjak salah satu cluster tersebut di atas menunjukkan perbaikan yang signifikan, dan atas masukan berbagai pihak, akhirnya Kantor Pusat berinisiatif untuk melakukan pilot project yang sama di salah satu cluster di Jakarta dan hasilnya juga terlihat adanya perbaikan yang signifikan. Berdasarkan hal tersebut, maka Kantor Pusat memesan lebih dari 90 modem SMS terbaru dengan dilengkapi software khusus yang dipesan dan dimodifikasi secara khusus untuk Bank Mandiri. Per akhir April 2012, seluruh modem dan software nya telah dikirimkan saat ini proses monitoring sedang dilakukan sehingga optimalisasi hasil dapat sesegera mungkin di dapatkan.

Hal yang terpenting dan menjadi kunci sukses SMS Blast adalah keseriusan, disiplin dan yang terakhir adalah memastikan bahwa no handphone yang diisi juga benar. Perbaikan nomor handphone yang benar juga telah diakomodasi dalam inisiatif Cleansing No HP yang mana unit dan MKS harus secara regular memperbaiki no handphone nasabah karena debitur mikro mempunyai frekwensi penggantian no handphone yang lebih sering jika dibandingkan dengan debitur kelas menengah ataupun atas.

Inisiatif Cleansing no HP juga secara tidak langsung dapat dijadikan sebagai cara untuk Cluster Manager dan MMM dalam menggerakkan MKS untuk melakukan aktifitas 'maintenance' karena satu-satunya cara paling efektif untuk melakukan perbaikan no handphone adalah dengan melakukan kontak dengan debitur yang dimaksud dan cara kontak paling efektif adalah dengan mengunjungi debitur tersebut pula.

MBDC Berhandheld
Handheld telah dikenal sebagai alat perantara pembayaran sejak beberapa tahun lalu namun semenjak Raker Forum Cluster dan Distrik Nasional akhir 2011 kemarin, Handheld telah menjadi pembicaraan terutama khususnya semenjak diimplementasikan inisiatif MBDC Berhandheld sejak 1 Maret 2012, yaitu semenjak kick-off implementasi inisiatif ini dilaksanakan.

Inisiatif MBDC Berhandheld adalah pengiriman Handheld untuk seluruh MKS yang ada dalam satu distrik sehingga setiap MKS masing-masing mempunyai handheld dan bisa dipakai dalam aktifitas harian baik untuk maintenance ataupun untuk prospek top-up.

Handheld mempunyai banyak kegunaan mulai dari pencegahan 'lapping', edukasi menabung, 'booking' melalui 'referral', cicilan dapat menjadi harian sehingga lebih ringan, petugas menjadi rajin berkunjung dan tidak menunggu debitur, mendisiplinkan 'booking' wilayah yang dekat, lebih akrab dengan nasabah, mencegah calo/fiktif, adanya cadangan angsuran lewat tabungan, mencegah 'plafondering', bahkan sampai meningkatkan layanan terbaik untuk kepuasaan nasabah dan masih banyak lagi yang lain sehingga timbul jargon baru di mikro :"Apapun masalahnya Handheld solusinya!".

Saat ini inisiatif MBDC Berhandheld telah mencakup 3 distrik yaitu Bandung, dan Jayapura yang diimplementasi di Maret 2012 dan Semarang yang diimplementasikan di April 2012. Surabaya dijadwalkan akan diimplementasikan di May 2012 ini untuk selanjutnya akan direview terlebih dahulu untuk diliihat efektfitifas implementasinya di 4 disrik tersebut. Jika ternyata implementasinya berjalan optimal maka proposal penambangan Handheld untuk distrik lain akan diajukan dalam Rapat Bidang Direktorat MRB untuk memohonkan persetujuan penambahan Handheld secara massal sehingga distrik-distrik lain akan segera menyusul untuk implementasi inisiatif MBDC Berhandheld. Oleh karena itu distrik Bandung, Jayapura, Semarang dan Surabaya menjadi distrik tumpuan untuk distrik-distrik lain dapat segera menikmati hasil manfaat implementasinya.

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