Minggu lalu saya mengikuti acara Sharing Vision di Hotel Preanger, judulnya: Kompetisi Telekomunikasi di Indonesia Menghadapi Era Konvergensi: Struktur Industri, Persaingan Usaha dan Strategi Bisnis. Kesimpulannya: Menarik! Sayangnya saya tidak mengikuti seluruh sesi secara penuh, jadi semoga nanti ada rekan-rekan peserta yang lain yang bisa melengkapi cerita saya.
Hari pertama, saya hadir pas di akhir acara, dan sempat menyimak diskusi panel dari beberapa pembicara: Ibu Koesmarihati (BRTI), Bpk. Faisal Basri (UI), Bpk. Yusuf Kurnia (Telkomsel), dan Bpk. Dimitri Mahayana (ITB). Yang dibahas adalah: bagaimana kondisi regulasi bisnis telekomunikasi di Indonesia, apakah persaingan dalam industri telekomunikasi saat ini sudah berjalan dengan fair, bagaimana agar stakeholder bisnis telekomunikasi dapat duduk bersama untuk merumuskan roadmap tanpa menunggu inisiatif dari pemerintah (yang selalu telat). Tentang blue ocean, Bpk. Faisal Basri mengatakan, operator-operator telekomunikasi baru dengan market share yangbelum besar, harus terus mencari peluang-peluang baru yang luput dari bidikan operator besar (Telkomsel, Indosat, Excel). Biasanya perusahaan yang sudah besar memiliki kecenderungan untuk puas diri, lengah dan lamban. Ada atau tidak adanya peluang untuk meningkatkan market share tergantung dari seberapa besar upaya dan kreativitas operator-operator ‘kecil’ tersebut. Peran pemerintah ada tapi kecil dan sebaiknya tidak diharapkan.
Blue Ocean strategy merupakan strategi yang berfokus pada: penciptaan pasar baru (yang bahkan sama sekali tidak dilirik oleh kompetitor), penciptaan nilai baru pada produk, penciptaan dan yang paling penting adalah membuat kompetisi menjadi tidak relevan. Bpk. Khairul Ummah membahasnya dalam sesi di hari kedua. Dalam sesi ini, P Khairul menayangkan multimedia tentang sebuah grup sirkus yang sangat terkenal, Cirque de Soleil, yang merupakan contoh klasik perusahaan yang menerapkan blue ocean strategy. Pertunjukan binatang hilang, akrobatik masih ada namun ditampilkan dalam paket tontonan yang bertema bahkan teatrikal. Cirque de Soil menawarkan nilai baru yang sebelumnya belum pernah ditawarkan oleh industri pertunjukkan lainnya.
Sesi terakhir disampaikan oleh Bpk. Armein. Saya hanya kebagian setengah jam terakhir. Menurut P Armein, kesenjangan digital atau digital divide tidak dapat diselesaikan oleh pelaku bisnis telekomunikasi dengan paradigma bisnis yang ada saat ini. Sasaran pasar yang layak secara ekonomis bagi industri telekomunikasi saat ini adalah: wilayah yang cukup padat, daerah perkotaan, kalangan menengah ke atas. Mengapa demikian? Teknologi yang ditawarkan dan lingkungan bisnis telekomunikasi yang ada saat ini memang tidak di-design untuk menjangkau kawasan-kawasan pelosok (rural area). Masalahnya, digital divide sebagian besar terjadi di kawasan-kawasan tersebut. Jadi, perlu paradigma baru untuk mengatasi digital divide. Kerangka utama pendekatan/idenya adalah: perlu ada infrastruktur telekomunikasi dan informasi yang untuk kawasan pelosok yang dapat dipergunakan masyarakat dengan biaya sangat murah bahkan gratis. Apakah itu cukup? Bukti empiris mengatakan tidak. Selain infrastruktur tersebut, perlu ada skema bisnis bagi pengguna infrastruktur tersebut. Kombinasi infrastruktur dan skema bisnis ini akan mendorong pengguna untuk berproduksi. Jadi user atau consumer sekaligus menjadi produser, dapat kita sebut sebagai prosumer. Konsep ini mirip dengan google yang menyediakan layanan search engine secara gratis. Pengguna layanan dapat menggunakan layanan ini untuk membangun bisnis-bisnis baru. Konsep yang sama juga diterapkan oleh Iqbal Qodir ketika mendirikan Grameen Phone di Bangladesh. Ide-ide segar dari P Armein ini sangat menarik khususnya bagi beberapa pelaku industri telekomunikasi (Telkomsel) yang hadir di acara ini.
Sharing Vision ditutup oleh Bpk. Dimitri Mahayana dengan ungkapan singkat: “ Mari mem-blue ocean- kan industri telekomunikasi di Indonesia.
Blue Ocean Strategy memberikan inovasi dalam memasuki bisnis tanpa persaingan, namun selalu inovasi tidak bisa berjalan bersamaan dengan sempurna apabila perusahaan atau organisasi hanya menitik beratkan pada pencapain kinerja untuk memperoleh profit yang besar. . . sehingga kadang perusahaan atau organisasi yang besar tidak begitu memikirkan inovasi . . . hal ini dapat kita lihat dari minimnya research yang dilakukan. Dari keenam strategi yang dikemukan dalam Blue Ocean Strategy yang paling berat dilakukan adalah Mengatasi hambatan utama dalam organisasi terutama pada perusahaan atau organisasi yang besar.. . .
salam kenal kak, saya senang dengan tulisan kakak, lugas, apa adanya dan gaya penyampaiannya juga sederhana, sehingga mudah dimengerti, hem patut dicontoh neh.. terus berkarya ya kak.. sukses selalu.
@ pengantin adat Indonesia.
serius amat
Pernah baca Kontan yang membahas tentang Blue Ocean Strategy? Ternyata Tukul termasuk menggunakan strategi ini dengan empat matanya.
Kalau perusahaan ingin terus berkembang…maka kata kuncinya adalah…inovasi…inovasi…inovasi….. Saya sebetulnya salut dengan para pewirausaha, otak mereka berputar terus …membuat inovasi, mencari celah untuk marketing, kadang harus mengedukasi konsumen untuk hal-hal yang baru.
Salam,
Masih ada material kit seminar itu gak, Mas…? Kalau ada, saya boleh minta copy-nya, Mas…? Thx a lot…
Wassalam
@ gitos
Tentang materi itu, mas bisa kontak ke sharingvision, bisa lihat websitenya di http://www.sharingvision.biz
sebenarnya blue ocean strategy ini menggunakan analisis apa? sungguh saya sangat tertarik dengan strategi ini dan sampai akhirnya saya mengambil tema ini untuk skripsi saya. tapi saya masih bingung mengenai analisis yang harus saya gunakan. Tolong bantu saya???
Seperti namanya bahwa laut itu luas, begitu juga bisnis… blue ocean strategy kalau nggak salah mencoba masuk pasar dengan menggarap ceruk yang belum digarap oleh pemain besar. Jadi mereka masuk tidak dengan kompetisi langsung…. head to head dengan incumbent ..seperti TELKOM group, INDOSAT group dlsb.
Tapi kenyataannya pemain baru terutama seluler bermain di area yang sama, dan cenderung pake strategi “me too”, dan akhirnya perang harga.
Mereka ingin balik modal dulu.. makanya main di kota ya Mas …
Akibatnya Universal Service Obligation .. alias membangun infrastruktur telco di desa… jarang yang tertarik, apalagi pemain baru. Menurut mereka ini proyek rugi…
harus ada terobosan nih mas….
kira-kira dibahas nggak pas seminar…
wah serius jadinya ya. anyway thanks for sharing.
kalau nggak salah sampoerna telekom sudah menerapkan strategi ini.. dengan mengambil pangsa di rural area… krn teknologinya memungkinkan di frekuensi rendah (450?).. right?
Apa BCA juga menerapkan strategi ini???sebenarnya banyak perusahaan di Indonesia telah menerapkan strategi ini tapi banyak juga perusahaan yang mjadi follower makanya susah menerapkan strtaegi ini di Indonesia.perusahaan mana yang masih menerapkan strategi ini???
@ Mas Hadi, Mas Hidi dan Mickey
Pemain baru seharusnya lebih berani mengambil strategi ini. Namun yg terjadi sekarang tampaknya masih sekedar perang harga. Utk saat ini perang harga antar operator telekomunikasi tampaknya masih diperlukan, sampai harga mendekati nilai optimal. Setelah itu strategi Blue Ocean akan muncul.
Telkomsel sudah mencoba strategi ini dengan meluncurkan layanan T-Cash, yaitu layanan epayment dengan menggunakan contactless smartcard dan sms.
yang saya tahu blue ocean itu seperti mencari nieche market, apa benar?
mm..boleh minta contoh perusahaan di indonesia yg uda menggunakan blue ocean stategy belum yah???
kalo bisa contoh nya seperti apa..hehe…kan tadi yang udah disebuin baru telkom aja…yg laennya gn yh??hehe…lg ada tugas nih…
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aku baru baca artikelnya tentang kupasan yang dimaksud’nampaknya bagus x tu buku…mengenai ford meruba kebiasan amerika berkenderaan kuda daripada mobil,tapi tanpa disadari meraka memasuki areal dari ocean blue ke ocean red, begitu honda memasuki pasar amerika merka kalang kabut dan akhirnya bisa kita lihat bagaimana nasibnya ford………itu sekelumit artikel yang saya baca, saya belum baca bukunya….nampaknya bagus x …………………..sobat kalau di indonesia perusahaan yng menggunakan ocean blue ..sampurna group……..
[…] From Niat Nulis […]
bisa kasi contoh riil ngga, penerapan blue ocean strategy yg dilakukan sampoerna?
Mem- “blue ocean” -kan pasar telekomunikasi atau dengan kata lain ingin mem-monopoli-kan, meng-oligopoli-kan pasar? saya kira jangan deeehh… masalahnya kalau sebuah perusahaan memperoleh “blue ocean” maka dikhawatirkan adanya moral hazard pada perusahaan tsb, misalnya monopoli, status “quo” yang diperoleh dengan Kepress dll. adalah lebih baik jika yg ada adalah RED OCEAN, karena dalam lingkungan inilah perusahaan menjadi lebih kompetitif, efisien dan bersaing sempurna.
Wah,
Atikel anda bagus sekali,dan sesuai dengan apa yang saya butuhkan saat ini. Saya sangat terkesan dan setuju dengan postingan di atas !
Saya akan kembali lagi Untuk membaca postingan anda yang lain
Terimaksih dan Tetap semnagat,semoga sukses dunia akhirat
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mengapa strategi blue ocean lebih besar mempengaruhi laba dibandingkan pendapatan?
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Blue Ocean Strategy dan Bisnis Telekomunikasi di Indonesia | Hidup ini indah