Developing Business Strategy for Local Television Network Into The Digital Broadcasting Competition in Indonesia: A JPM Case Study

Abstract

The objective of this research is to identify the current Jawa Pos Multimedia (JPM) business model and to generate a design for its development to enhance competitiveness under a digital broadcast race in Indonesia. The research uses Business Model Canvas approach. Importance-Performance Analysis, EFE, IFE, SWOT and QSPM matrices are used as analytical tools in formulating the strategy. The research shows that the selected strategy is extensification and intensification of hyperlocal contents. Therefore on its business model, JPM needs to intensify personalization of hyperlocal content on its value proposition. Media asset management as well as research and development are added to the key activities. The hyperlocal contents become supplement into the key resources, whilst key partnerships must also be established with the media, OTT providers, social media, communities and video bloggers. The partnerships will also give impacts on growing number of channels with OTT and social media. Customer segments are expanded through Internet users and TV stations. Apart from social media line, there needs to be particular means of engagement to cultivate customer relations. Social media monetization, OTT ads and content rights are additional revenue potential tendered by the development of JPM business model. Abstrak: Penelitian ini bertujuan mengidentifikasi model bisnis Jawa Pos Multimedia (JPM) saat ini dan menghasilkan desain pengembangan model bisnisnya untuk meningkatkan daya saing di era penyiaran digital di Indonesia. Penelitian menggunakan pendekatan Kanvas ModelBisnis. Analisis kepentingan-kinerja, matriks EFE, IFE, SWOT dan QSPM dipakai sebagai alat analisis formulasi strateginya. Hasil penelitian menunjukkan bahwa strategi terpilih adalah melakukan ekstensifikasi dan intensifikasi konten hiperlokal. Untuk itu dalam model bisnisnya, JPM perlu mempertajam proposisi nilainya dengan personalisasi konten hiperlokal. Aktivitas kunci dilengkapi manajemen aset media serta riset dan pengembangan. Konten hiperlokal menjadi tambahan pada sumber daya utama, sementara kemitraan utama perlu juga dijalin dengan media, provider OTT, media sosial, komunitas dan vlogger. Kemitraan juga akan berdampak penambahan saluran dengan OTT dan media sosial. Segmen pelanggan diperluas oleh pengguna Internet dan stasiun televisi. Selain jalur media sosial, perlu ada saluran khusus untuk membina hubungan pelanggan. Monetisasi media sosial, iklan OTT dan royalti konten, merupakan potensi pendapatan tambahan dari pengembangan model bisnis JPM.

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