Looking for success track in Indonesia m-payment maze (Part 1)

Indonesia less cash society

The disruptive progress of IT and globalization have a considerable influence on the economic system, both macro and micro economics. Among the systems that significantly affected the micro-economic level is the payment system. Advances in information technology have encouraged the presence of various payment instruments which are innovative, efficient, low-risk and easy to use. However, Indonesia is still lagging in access to financial products and services, as reflected in the survey of global finance index in 2011, which showed that only 20% of Indonesian adults who have access to financial services of formal financial institution (World Bank, 2011). Meanwhile, Indonesian government has launched a financial transformation discourse towards a less cash society since May 7, 2008. In line with the trend of non-cash transactions that have been adopted by Southeast Asia countries, such as Thailand as a comparative country for Indonesia.

Thailand's macroeconomic indicators have a similarity with Indonesia, so even with their penetration of mobile phones. In 2011, with its mobile phones and electronic money growth, Thailand has reached 73% in inclusive finance, while Indonesia still 20% (World Bank and ITU, 2011). True Money is one of the successful mobile payment services to shift the dominance of cash transactions in Thailand (Leishman, 2014). In 2012 aggregate national payment system report of Bank of Thailand, e-money transactions volume was ranked 3rd after the electronic card and retail transfers, and in 2013 rose to second place. When compared with the transactions in Indonesia, e-money transactions volume is still under Thailand.

                            Payment system statistic of Thailand and Indonesia in 2012

	Source: compiled from payment system report 2012 of Bank of Thailand and Bank Indonesia

 

Indonesia payment ecosystem is not much difference with Thailand. Thailand has had a highly developed financial sector, as well as Indonesia. Three mobile money players has been relatively successful, i.e. TrueMoney, Advanced Mpay, and cooperation between DTAC and K-Bank. Indonesia also has a mobile payment system that has been run by three major providers of mobile communications, i.e. Telkomsel, Indosat and XL Axiata. The difference between Thailand and Indonesia is the geographic region of Indonesian archipelago that became a constraint of access and optimization to formal financial services, so it takes efforts of access expansion to finance and financial inclusion that more innovative and wireless technology based, and also able to reach wide regional coverage (Indonesia Finance Services Authority, 2013).

Indonesian government has encouraged various efforts to increase non-cash micro-payment instruments with technology based, and the expansion of more innovative financial inclusion. Micro-payment instruments are designed to serve the small-value payments with the use of a high frequency with a very quick payment process. At this time, e-money is the most appropriate solution for micro payment instruments (Hidayat, et al. 2006). According to data of Bank Indonesia, up to November 2014 there were 20 providers of e-money which has obtained a license from Bank Indonesia, and three of them are mobile providers, i.e. PT. Telkomsel, PT. Indosat, Tbk, and PT. XL Axiata Tbk.

According to the International Telecommunication Union (2014) statistical data growth of cellular subscribers in Indonesia from year 2000 to 2013 has rose very high, as well as penetration or mobile phone ownership. This mobile services growth potential to synergize with the inclusive financial access solutions expansion based on cellular technology through mobile payment services, which can reach all coverage of Indonesia wider than formal financial services network owned by banks. The non-cash financial service providers, particularly e-money which is run by mobile operators will get a lot of business opportunities of this system, depend on the perspective of business and assuredness risks are taken, and depend on the regulations of each country's financial authorities. The non-cash financial services also will provide many advantages for the operators, especially for mobile providers, such as new customer acquisition, revenue sources in addition to its core business, increase customer usage, reducing customers churn to competitors, as well as the opportunity to increase sales (Sutadi, 2012).

May 2013, three Indonesia mobile operators agreed to allow interoperability between their mobile payment system. In the future, the high level of interoperability can enable operators to take on additional roles, such as a retail agent can act as an agent while also receiving payment of goods and services from the end user. Growth will be far beyond the scope of remittance and payment of other bills. As the industry foresight, virtual currency that is prepaid and direct carrier billing can be done by all providers as an important payment instrument (Ernst and Young, 2014). Indonesian GDP has reached USD 3,000 since 2011, in line with Nielsen survey results that will give birth to a new people class called the middle class. The consequences of these conditions is the increase in consumer spending in all aspects, including fresh food, transportation, and telecommunications (Nielsen in Boediman, 2014). Based on the study results of a e-money in Jakarta in 2012, obtained a projection that if e-money is effective run, the potential use of it is in total amounting to IDR 24 trillion per year for daily needs, consisting of IDR 23.4 trillion in the transport sector (Busway, KRL, taxis, road tolls, fuel and parking) and IDR 600 billion in the sectors of food / drinks. In addition, the increase in economic activity among the member countries of ASEAN Economic Community (AEC) will require a payment system and final settlement to efficiently support business transactions, which can accommodate cross-border transactions and regional financial integration (Bank Indonesia, 2012). The challenges that were faced today are access to technology, investment costs, business models, security, and above all else is the regulation. On the application of a business model of electronic money systems, mobile providers who wish to cooperate with financial institutions rely heavily on the regulatory aspects of the country where the system is operated. If the agency regulation complicates the providers to manage their finances and serve customers, as a prevention consequences of money laundering criminal acts, the business model of electronic money will not be executed.

This facts and phenomenon leaves question and opportunity for all stakeholders to be its sustainability in the future. Gap that may have occurred between internal capabilities and strategies of mobile payment services business models in this country with the environmental changes such as the market demand, technology, core competencies and regulations as environmental changes or even turbulence. Strategic diagnosis can be a guidance to the right way on the path of winner, who will answer questions; why until now the use of mobile payment is still low although the potential of e-money transactions from mobile business is very large, on the other hand the government has launched a program that is aligned i.e. Less Cash Society since 2007, and what the cause of the low? How is the fit analysis between internal capabilities and strategies of mobile payment services business model that appropriate to Less Cash Society as turbulence environmental change? How is the optimal development of mobile payment services business model?

Reference:

Boediman. 2014. Indonesia digital landscape study 2012. Ideosource venture capital and incubation.

Bank Indonesia. 2014. Information of Licensed Operators and Payment System Support Service.

Ernst and Young. 2014. Mobile money the next wave of growth. Optimizing operator approaches in a fast-changing landscape. EYG. 134(1276530).

Hidayat, et al. 2006. Efforts to increase the use of non-cash payments through the development of e-money.

International Telecommunication Union. 2014. ICT statistics fact and figure. Telecommunication Development Bureau.

Leishman P. 2014. True Money and M-PESA : Two unique path to scale. GSMA Research.

Otoritas Jasa Keuangan. 2013. Press releases Financial Services Authority strengthen efforts to expand financial inclusion and access to finance through financial literacy.

Sutadi H. 2012. Rolling out digital payment platforms – An Indonesian perspective. 17^th Annual Cards and Payment Asia.

The World Bank. 2012. Measuring financial inclusion: The global finance index. World Bank Policy Research Paper 6025.

Reading the Landscape, Guessing the Future Mobile Business Model in Indonesia (Part End)

Adapt or Die

         Obviously, it has been being illustrated how mobile relationship with the digital future. The future market will not be defined by simply looking to profit from the financial interest and protectionism. This does not mean looking back that the old business models and revenue streams are wrong, but it needs a powerful business model, diverse and dynamic. Able to explore new services and new business models by operators working across borders, a big, strong, ASEAN regional player together with the smaller niche players. By reading the landscape of the mobile industry in Indonesia today, there are at least four dimensions of the major stakeholders in it, without counting other parties with little interest. The main stakeholders in this business is MNOs themselves (i.e. Telkomsel, Indosat Ooredoo, XL Axiata, SmartFren, Sampoerna Telekomunikasi, and Tri Indonesia). The second is the OTT players (Over-The-Top) or applications provider running on the mobile network. The presence of the OTT players currently considered as two potential by the mobile industry worldwide, which can be a friend or foe. Because their business model are targeting the revenue from applications usage by MNO’s subscribers without their owned network capacity provided. In the mutual relations point of view, they gave the effect of mobile services usage, but MNO as the part who bear the burden of the cost of providing network capacity unilaterally. The third is the regulator who should play a major role in managing all aspects of service and competition within the industry. The fourth is the customer itself.

This changing market conditions, pushing MNO to re-examine their framework. But by seeing the current market situation, it is for all operators in the world cannot see it as a violation by the OTT players. Today, Indonesian broadband penetration is still low (only 22% who have a connection), does not even reach half the population who can access the Internet on mobile phones. But the existing market is almost mature form, the market demand for greater and greater bandwidth, faster and faster speeds. How many users who will be doing it if there was no OTT? If there is no Facebook, YouTube, Twitter, Google? Even the OTT players are the ones who drive demand for digital, demand for the network offered by the operator. OTT players are those who can work with, not opposed. OTT is a necessity in this business that are not appropriate if placed as rivals or foes. But it is more appropriate if taken together, work together to mutually create a way to enjoy the honey from the business. In the near future, this business model will provide a new revenue streams, and now it’s the time seed. Incomes is still zero, but it could be the future driven business. Inevitably MNOs should take this path rather than having to add enemies in the industry. And this is the expectation of the market as well. MNOs can provide customer desires in coverage and quality of service (QoS), but customers also want the applications and content provided by the developers, the MNOs and OTT players can work together. And it needs an active regulators role that mediate and regulate the certainty of the rules in the synergy within this industry, which can provide a positive value for all

Differentiation as Switching Cost

There are three factors that can be simultaneously switching cost and differentiator between MNOs, i.e. (1) The best basic services in voice call, SMS, and data. (2) Application or content, there is added value proposition on basic services that can bind the customers, such as music, media socialization space, accompanied by various promos and so on, because there is needs of the customer. (3) Customer experience over the previous two factors, which is currently being as the battleground for MNOs to win the hearts of its customers by providing a service experience that can be imprinted in the minds of customers as a Memorable Experience. These three factors do not yet become a powerful weapon if it cannot be identified easily by the customer. Customers should be able to easily see, hear, and feel it too. The basic service is the easiest thing to be recognized by customers, while the applications and content factors are quite difficult to be identified. Then by this situation, MNO can create differentiation and value proposition respectively. Moreover, the most important is the third factor that will determine the winner in this business in the future that is the customer experience. So in this era of experiential economy, it is very appropriate when customer experience becomes an important and cutting edge tool that is able to answer and carve a positive sensation in the hearts of customers, and to be a strong point of customer loyalty. Brand is the vehicle to deliver customer experience to customers to be embedded in customer’s minds. The differentiator which has been created by the image and customer experience will get into customer’s minds as a value proposition by the brand intermediary, eventually becoming the best way to create customer’s willingness to pay.

Value proposition cannot be effectively targeting all segments. In all businesses, the priority of segments to be addressed first are the generating revenue in 80%. So obviously, no ones can serve all segments, but at least 80-90% of the segment that generates revenue definitely must be targeted and this should be appropriate. The niche market segments that smaller percentile such as B2B and communities are being targeted as well. Obviously the focus given to the service is addressing to the majority of segments, because it is the revenue stream. Except for developed countries, the composition of the target segment makes it possible to apply the reverse, where the minority segment (niche) is able to sustain business operations so as to subsidize the majority segment as a freemium service, because the infrastructure is already well established. So the business model is known as the Long Tail Business Model. For mobile businesses in developing countries such as Indonesia, India, Africa, Brazil seems this model cannot be applied, seeing that the niche segment which can sustain has not been being established, although it had begun work on intensively.

Now the internet demand phenomenon is already established and it’s very real in Indonesia, especially in the big cities, whereas the small towns is still not a staple. One time when this need has been spread out in? Indonesia, then the data will be a mainstream revenue. When will it be happen? Everyone feel the same impatient to wait, probably still two or three years. Of course, with the support of the Indonesian macroeconomic infrastructure, GDP growth, political stability, and so forth. At the time of the data demand has been created and established, meaning that customers already want the service and would be willing to pay. Then when it come, the service will become the new primary revenue stream. Unfortunately, until now no one has dared to be pioneers of change in the mainstream business models in Indonesia. Because MNO think too much risk. There are whom already trying to not sell voice and sms anymore, but only Internet data. But what happened? not profit. Data internet business is difficult and easy at the same time in care, profitability and so forth. No profit even though many acquiring customers. For the big MNOs, it’s very hard to leave voice and sms. It's too bigger risk to switch now. But for a small new challenger, there is no place to sell voice and sms, nothing to lose they have to, so it's a survival mode. That’s why they must do it.

How long this business model will still relevant, and how likely to reconstruct this business model? Steve Jobs ever said, not the smartest, or the greatest, or biggest will survive, but whose the fastest to adapt to changes. The greatest right now, might not be the greatest 2-3 years in the future, however the most rapidly changing to adapt, changing the business model, and so on. Now it's time to be changed now. Now it's time to cultivate apps and content. New apps are incubated until they become big and become a business. In the future, this will be a new digital revenue stream models for MNO, especially for those who are now only provide pipe. Prepare the infrastructure, man power, vision, and all sorts, so by the time will come, MNO is ready. Who is the most rapidly changing future, it will survive. 2-3 years down the road it will survive. Which still sells only internet pipe, with the price per Giga per dollars, will be dead.

Questions for discussion:

1. Is the business model of mobile telecommunications in Indonesia ready to change?

2. How is the mobile telecommunications business model that can provide a sustainable competitive advantage and profitability?

3. Is there congruence preparation of Indonesian MNO’s business strategy with AEC challenge?

4. How to design business strategies towards the mobile market leader in ASEAN?

5. What type of digital companies which will survive in the future?

Reading the Landscape, Guessing the Future Mobile Business Model in Indonesia (Part 3)

Indonesia mobile landscape and its today driving force

Indonesia has reached saturated mobile penetration and shrinking market. Not a matter of price is a major factor, but rather to the customer experience and new experience, e.g. data and internet. There are the battle fields that the players can differentiate themselves, not just selling a commodity which only the voice, sms and data, but also customer experience. In general, worldwide trend is moving towards data communications and Internet, communication is not just "halo-halo" anymore. Internet is the way to go, with high demands towards experience in all aspects, browsing, Internet, content, and all new experiences. Likewise in Indonesia, because broadband penetration is still low (32% of total mobile subscribers according to data from We Are Social in 2013). This business has been shifting toward "the next evolution of talking business", i.e. Internet and data. Talking of data becomes irrelevant when just looking to the price sensitivity, but rather the customer experience. For example, memorizing MSISDN was considered not too important, because with chat applications such as BBM, whatsapp, do not require such an identity number.

Although voice and SMS service as current business are still the largest contribution, but their growths has stagnated and tends to decline. Global experts and practitioners have predicted that mobile growth will be minus single digit in the next few years, while data services growth will grow in double digits, reaching more than 20 to 30 percent in some carriers, even already happened more than 40 percent in developed countries. Hence, we will see market real signals from that is going to a disruptive shifting. Customers who are already using a smartphone will shift their mobile services consumption behavior. At least these following 3 shifting is happening, i.e. (1) Increasing usage, ARPU increased by at least 20 to 30 percent. And on average, 50% up than normal usage or before using a smartphone. (2) No  more longer simply usage of voice and SMS only, but increase the usage frequent. It could be persistent usage of telephone and SMS, and data usage is increasing, or even all services usage are increasing. (3) Users who are already using a smartphone will not go back or downgrade to use the old phones which only have the basic service.

Mobile consumer will be more powerful than today. Numerous disruptive technology such as smartphones have changed the way using products and services. Digital consumer empowerment has created a level of personalization that has significant implications for strategy, customer interaction and selection of innovation provider in mobile industry. Consumers are looking for innovation and pleasure in everything from smartphones. There are also indicators of a strong market for new device categories such as phablets, health and fitness devices and other technologies. In short, now is the time for service providers to aggressively invest in product innovation. In doing so, the service provider must consider how the new product will interact with customers in all aspects of digital and new value-added proposition in its digital life. With all kinds of small objects that are equipped with modules that are connected to the Internet, the customer can quickly race toward full digital lifestyle. The high consumer interest to meet the digital lifestyle is abundant opportunities for technology providers and mobile operators. However, to obtain and secure a place in this economic constellation, it requires a very sophisticated knowledge in defining customer segments. MNOs need to understand how customers use every device in his life, how to build relationships with customers and how to attract new products can be introduced to meet customer needs.

In recognizing and defining customer segments, refers to Accenture survey released a couple years ago, it was identified how was the consumer behavior per segments that can be targeted into potential customers of new devices and services, i.e. (1) The early adopters who said "I want to have the latest products and services and became the first in the group to have it". (2) The early majority who said "Normally I became one of the first to try and buy new products and services". (3) The last majority who said "I want to buy new products and services but often wait for others to try it out first." (4) The last adopters who said "I usually wait until the majority of people have started using a new product or service, and be able to know what goodness beforehand." 18 percent indicating respondents are early adopters and an additional 17 percent identified themselves as the early majority. MNOs can create an effective satisfaction degree to its all customers segments by managing these segments.

Reading the Landscape, Guessing the Future Mobile Business Model in Indonesia (Part 2)

Telecommunication Business Journey

In this global, transparent and competitive era, the telecommunication industry has exceeded the drastic and rapid development. The competition was already very tight, it pushed the players to change the strategy to be more reliable and precise. More particularly for Indonesia and other countries in the ASEAN clumps that were getting ahead of the arrival of a new era of competition, i.e. The ASEAN Economic Community (AEC) by the end of 2015. The telecommunication industry must look ahead to the future. For the bright, digital, connected, open, and secure future of the industry. With digital as the center of the challenge, will soon be seen all things that are connected in an integrated manner between people, processes, and data to be more relevant and gives a better value for life. Telecommunication also have to transform information into action that will create new capabilities, enriching experience, as well as economic opportunities for individuals, businesses and countries. For example, such as connection of teachers and students without classrooms, a doctor with a medical instrument remotely, car with a car park, a housewife with a supermarket, community and city. And everyone will be screaming for cloud computing, big data, speed, internet, and so forth. These signals are pointing towards the digital age is already very real.

Telecommunication is also a sector that offers convenience, competition and choice. Offering public and business sector on all products that tailored to market’s demand. And users have willingness to pay, as well as ready to pay and queued for a new smartphone. The telecommunication sector has abilities to invest and innovate, which are the economic scale should be able to think big, beyond the limit, and compete globally, with a fast network capacity to support the future of digital.

The global telecommunications business development, shown in data as a drastic growth, where the number of mobile users are reached nearly 7 billion users as reported by ITU (end of 2013 report). The half of them (3.6 billion) are in Asia Pacific. Although the growth has slowed (2.6% globally), it shown that the cycle has reached the saturation level, with nearly 89% penetration in Asia Pacific. While the use of mobile broadband data will continue to exponentially elevate the growth in double digits. Mobile broadband subscribers, according to ITU data has reached 2.3 billion, which include penetration by 84% driven by growth in developing countries, including Indonesia, as can be seen in the figure below. Meanwhile, fixed telephone (fixed wireline) and fixed broadband slowed down. Thus, it seems global, fixed line business is indicated has no longer future in the telecommunications business. Furthermore, mobile will become the main business in the future.

Regional Mobile Users Growth and the Penetration

Source: ITU, 2013

Regional Mobile Broadband Growth and the Penetration

Source: ITU, 2013

ASEAN in regional perspective data showed a huge market potential in the era of one market and production center for one community. ASEAN as a political and economic community in Southeast Asia consists of Indonesia, Malaysia, Philippines, Singapore, Thailand, Brunei, Myanmar, Cambodia, Laos, and Vietnam, is the one of the centers of all mega trends in Global and Asia Pacific. With a total population of over 625 million people by the end of tahun2013, or 8.8% of the world population, and with nominal GDP has grown by more than USD 2.4 trillion (ASEAN published data in SWA Magazine edition October, 2014).

However, behind that promised opportunities and the growth potential of the industry, there is an interesting consumer behavior to be observed as a step to prepare a strategic competitive advantage in the future. Indeed, the data bandwidth consumption are driving the traffic revenues, whereas revenues were still far behind the traffic, it reflects MNO’s cost of supply. International Data Corporation (IDC, 2013) report that global mobile industry has indicated a decline phenomenon in Average Usage per User (ARPU) of basic voice services in Asia Pacific, above IDR 25,000 per month in 2008 to be less than IDR 15,000 per month, while data traffic surge from 500 petabytes per month (2011) to 2.500 petabytes per month (Informa, 2014).

 

Reading the Landscape, Guessing the Future Mobile Business Model in Indonesia (Part 1)

Digital Lifestyle

Nowadays, people’s lifestyle have been changed in a disruptive way, even a pandemic Social Networking Syndrome. The symptoms can be found in people behavior today, what they doing in 24 hours certainly been forced to always be connected to the virtual social world. Practically, they’ve been tied to social networking needs for 24 hours, and it is all being possible by the convergence of Internet and mobile technology. The service provider was enabling the occurrence of this phenomenon through the present services and products to support a variety of needs, above all the investments that have been embedded. The new lifestyle gave rise to new markets, new landscapes behavior of people communicating, and certainly there are opportunities to big business benefit. Then it becomes very interesting to look at the broader landscape of mobile telecommunications industry in Indonesia.

Indonesia, the largest archipelago in the world with a number of islands reaches 13 487 islands and a population of 250 million people is a very big country. In Indonesia, the market welcomed the presence of technology that provides the benefits and convenience for users as the above phenomenon. Mobile technology is destined perform voice communication space to move without restriction, fast track penetration than fixed line. The emergence of 3G (or even 4G fortunately as the newest coming) networks is the answer to today's society thirst. Speed ​​offered is said to have reached 42 up to 150 Mbps may not even able to give satisfaction to the internet users in Indonesia. The penetration of mobile subscribers continues to rise from the year 2007 amounted to 37.16% and it has become 112% in 2013.

According to population projections of Indonesia 2010 - 2035 by the Central Bureau of Statistics (BPS 2013) Indonesia is predicted to have a demographic bonus with numbers of middle class population, which will reach nearly 70%, i.e. residents with spending between US $ 2 - US $ 20 per day (according to the World Bank). Demographic bonus which gives a significant impact on economic growth in Indonesia this means that productive labor force number is far more than the old people. This is a tremendous potential to drive economic growth, including the demand for telecommunications services and lifestyle industry will rise significantly. This is because the Indonesian middle class experienced a reorientation in the household economy, which leads to the fulfillment of a lifestyle which reflected a certain social class. Mobile data and related telecommunications (mobile operators, device, application, and so on) is one of its manifestations. Indonesian telecommunication industry growth is followed by strengthening of two major trends, ie the level of competition and media convergence era marked by the widespread use of the Internet, especially for social media. Both of these symptoms are more prevalent these days is mainly driven by the increasing use of smartphones in Indonesia, which has become part of people's lifestyles with a penetration rate has reached above 30%, as reported by ATSI in mid-2013.

Indonesian MNO to capture and capitalize on this trend. The industry is changing rapidly with new revenue models that created and launched by the operator. Operators must be changed to be able to compete and the need to evaluate new technology options faster and reliable in managing existing systems or the loss of markets that have switched to a competitor. The market is growing rapidly, with the other players behind the scenes such as Cloud computing services, social media, online shopping, which indirectly become competitors in gaining revenue. A new way for consumers to subscribe to any services offered. Therefore, the operator must support the new business models that companies can remain relevant. The impact of the phenomenon of competition on the performance of the business is something that certainly should be anticipated. How to focus and how effective efforts to anticipate this to be an important objective to be analyzed, particularly of strategies and business models that have been implemented in his business.

Obviously, Indonesian MNOs have captured and capitalized this phenomenon. The industry is changing rapidly with the new income model that was created and launched by the operator. MNOs must be changed to be able to compete and need to evaluate new technology which faster and more reliable in Service Quality Index (SQI) in managing existing systems, otherwise loss markets that have switched to a competitor. The market is growing rapidly, with the other players behind the scenes such as Cloud computing services, social media, online shopping, which indirectly become competitors in gaining revenue. A new way for consumers to subscribe to any services offered. Therefore, MNO need to support new business models so that it can remain relevant. The impact of the competition phenomenon on the business performance is something that certainly should be anticipated. How focus and effective efforts to anticipate this is an important objective to be analyzed, particularly of strategies and business models that have been implemented in the business.

Fit Analysis of Indosat Dompetku Business Model Using A Strategic Diagnosis Approach

Mobile payment is an industry's response to global and regional technological-driven, as well as national social-economical driven in less cash society development. The purposes of this study were 1) identifying positioning of PT. Indosat in providing a response to Indonesian mobile payment market, 2) analyzing Indosat’s internal capabilities and business model fit with environment turbulence, and 3) formulating the optimum mobile payment business model development design for Indosat. The method used in this study was a combination of qualitative and quantitative analysis through in-depth interviews with purposive judgment sampling. The analysis tools used in this study were Business Model Canvas (BMC) and Ansoff’s Strategic Diagnosis. The interviewees were the representatives of PT. Indosat internal management and mobile payment business value chain stakeholders. Based on BMC mapping which is then analyzed by strategic diagnosis model, a considerable gap (>1) between the current market environment and Indosat strategy of aggressiveness with the expected future of environment turbulence level was obtained. Therefore, changes in the competitive strategy that need to be conducted include 1) developing a new customer segment, 2) shifting the value proposition that leads to the extensification of mobile payment, 3) monetizing effective value proposition, and 4) integrating effective collaboration for harmonizing company’s objective with the government's vision. Read more in Indonesian Journal of Business & Entrepreneurship