Operational and Marketing Strategic For Integrated Digital Service Attractiveness: A Study on "Madina" From Bank Muamalat Indonesia

: Technological developments are forcing the banking sector to adapt to the digital era. Bank Muamalat Indonesia focuses on e-Banking services for non-individual customers. 24/7 service, including the MADINA feature for real-time transactions, makes things easier for customers. MADINA, a CMS application, makes cash management easier for corporate customers. Through SWOT and QSPM analysis, the bank formulates a digital marketing strategy to improve business performance. This research uses mixed methods, combining quantitative and qualitative data to produce a narrative description. This approach emphasizes the nature of data, process rather than results. Descriptive analysis was carried out using a financial ratio approach. The focus is on converting qualitative data into quantitative data from interviews as a data collection technique. Bank Muamalat Indonesia will implement a collaboration strategy with third parties as a top priority, with the highest TAS of 4,143. The second alternative is to utilize brand image, with TAS 4,068. Utilization of technology in promotions was the third highest strategy, with TAS 4,031, followed by sustainable satisfaction for partners with TAS 4,003. Training to improve the quality of human resources is the final strategy with a TAS weight of 4.031.


INTRODUCTION
The development of information technology has triggered major changes in the banking sector, driving the transition to the digital era.In the midst of the rapid pace of technological development, traditional financial institutions must adapt to the needs of the times with appropriate innovation and digitalization strategies.This aims to address the challenges faced and ensure more focus on customer needs, speed and ease of access, not just on the products offered.The development of A Study on "Madina" From Bank Muamalat Indonesia information technology has triggered major changes in the banking sector, driving the transition to the digital era.Amid the rapid pace of technological development, traditional financial institutions must adapt to the needs of the times with appropriate innovation and digitalization strategies.This aims to address the challenges faced and ensure more focus on customer needs, speed and ease of access, not just on the products offered.
The banking system, especially Core Banking, is a key element in the banking information technology framework.Core Banking is used to provide various services to customers in all banking branches.The following is an overview of the Core Banking application, as well as the functions and facilities provided by the banking system.The use of Information Technology in financial institutions aims to increase effectiveness and efficiency in managing banking business activity data.This is intended to provide accurate, timely results and maintain the confidentiality of information.The use of the Core Banking System (CBS) must fulfill two aspects, namely operational aspects and compliance/reporting aspects.
Bank Muamalat is undergoing a digital platform-based business transformation.
Currently, Bank Muamalat's main focus is on developing e-Banking services aimed at nonindividual customers.This is a response to growth and increasing demand, as well as a step to increase efficiency and ease in transaction activities.Currently, Muamalat e-Banking provides five main services, namely Muamalat QRIS, H2H Web Service, Muamalat DIN (Digital Islamic Network), Muamalat ATM, and Muamalat Internet Banking.
Muamalat Internet Banking is an electronic banking service available 24 hours a day and 7 days a week via the internet, designed to provide easy and safe access for customers.Through this service, customers can carry out various transactions on all accounts held at Bank Muamalat.One of the features in Internet Banking Muamalat is MADINA (Muamalat Digital Integrated Access), an internet banking service aimed at supporting the business needs of Bank Muamalat customers.The launch of this digital product is an innovative initiative from Bank Muamalat as a service to attract new customers and speed up and simplify banking transactions, especially for corporations.
The "MADINA" product is a Cash Management System (CMS) based application.CMS is a method or process used by companies or organizations to manage their cash flow efficiently.The main objective of this CMS is to ensure that companies have sufficient funds to meet their financial obligations, while optimizing the use of available cash.CMS covers a number of activities, including: (1) daily cash flow monitoring; (2) short-term and long-term cash planning; (3) cash investment; (4) liquidity risk management; and (5) selection of appropriate financial instruments.As a CMS product, MADINA offers three main features that stand out for their ease of use and security: cash, e-trade, and financial supply chain.This is an online banking service platform designed specifically for corporate customers, enabling them to monitor and carry out real-time transactions on all their accounts at Bank Muamalat Devi Septiana, Marissa Grace Haque, Batara Maju Simatupang, Bambang Budhijana | 1726 without using cash.MADINA provides convenience to customers with various transaction options, including employee salary payments, BPJS Employment bills, tax payments, as well as zakat, infaq and alms (ZIS) donations.This platform is also connected to virtual account services, allowing customers to manage billing data and download payment reports through this feature.
The impact of digital transformation is very significant and requires financial services throughout the world, including Indonesia, to adapt.This encourages Bank Muamalat to improve digital services and provide a simple, fast, safe and comfortable system for all customers.To maintain and improve its position in the competitive Asian regional market, as well as to overcome the decline in transactions due to customer dissatisfaction, the company seeks to face various challenges by designing and implementing appropriate strategies.In its marketing strategy, Bank Muamalat Indonesia must consider influential internal and external environmental factors.SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis reflects internal strengths and weaknesses such as superior management and potential marketing risks.Meanwhile, external factors involve opportunities from new competitors with strong management, effective negotiations with suppliers, and the influence of buyers on prices and interest rates.The threat comes from similar sharia banking products which increase competition, trigger product innovation, and require intensive promotion to meet customer expectations and pay attention to people's cultural tendencies towards these products.
After identifying internal and external factors, analysis was carried out using the EFI (Internal Factor Evaluation) and EFE (External Factor Evaluation) matrices as a guide in compiling a SWOT analysis.External Factor Analysis (EFE) is intended to explore issues outside an organization's control that may influence its impact, and although it cannot be controlled by the organization, actions can be taken to reduce or increase that impact.Meanwhile, Internal Factor Analysis (EFI) is a strategic management tool used to assess strengths and weaknesses in various organizational functions.EFI, together with EFE, is a holistic organizational performance evaluation instrument (Janah & Erowati, 2019).From this IFE and EFE matrix, an IE (Internal-External) matrix was formed to show the business conditions of Bank Muamalat Indonesia.
The EI matrix is formed by referring to two main dimensions, namely the weighted total assessment from External Factor Analysis (EFE) on the y-axis, and the weighted total value from Internal Factor Analysis (EFI) on the x-axis (Janah & Erowati, 2019).The importance of obtaining comprehensive information also needs to be fulfilled through the research process so that companies can take the right strategic steps in facing digitalization challenges and improving business performance.
Research on the application of financial technology using the SWOT approach has proven to provide an overview of the current status of financial technology implementation.However, the use of SWOT cannot produce decisions regarding further A Study on "Madina" From Bank Muamalat Indonesia strategies that must be taken, so other methods are needed that can help in making more appropriate strategic decisions.In research conducted by (Budiman et al., 2020), they used a combination of SWOT and QSPM.QSPM (Quantitative Strategy Planning Matrix) is a recommended tool for carrying out objective evaluations of alternative strategy options, taking into account key success factors from both internal and external sources.QSPM is considered capable of formulating accurate formulas for strategy implementation (Fadhli, 2020).
Furthermore, QSPM can provide insight that supports decision making to determine the most appropriate strategy for a goal.In explaining the problems that have been mentioned, it is important to provide a more detailed and detailed explanation regarding Islamic bank marketing strategies.This can be done by using the EFI and EFE matrix tools as an approach to analyzing the strengths and weaknesses of a marketing strategy, with the aim of achieving competitive advantage.This approach is strengthened by the SWOT method, and supported by the QSPM method to obtain a more in-depth and structured understanding of Islamic bank marketing strategies.Therefore, the researcher attempts to describe it in the title: "Strategic Operational Marketing Management of Integrated Digital Service Innovation: A Study on "MADINA" from Bank Muamalat Indonesia."

Literature Study Strategic Management Concept
Strategic management is the process of planning, implementing and monitoring a series of decisions and activities designed to achieve the longterm goals of an organization or company.The concept of strategic management involves developing strategic plans, implementing strategies, and evaluating the results.The strategic management concept is divided into two parts, namely: a) External Strategy External strategy is a series of steps and decisions taken by an organization to adapt to and exploit opportunities and overcome challenges originating from its surrounding environment.This external environment consists of factors outside the organization's direct control, such as changes in market trends, government regulations, the level of competition in the industry, as well as social and technological aspects (Alaslan et al., 2023).
External strategy is about identifying opportunities and confronting threats from the environment around an organization, with the aim of creating competitive advantage, anticipating market changes, and responding to business dynamics.This involves a variety of approaches such as product diversification, market penetration, strategic collaboration, and response to regulatory changes.External strategies are important to help organizations remain relevant and sustainable in facing challenges and opportunities that continue to develop outside the organization (Alaslan et al.,

2023). b) Internal Strategy
Internal strategy includes the steps and policies taken by an organization to manage its internal aspects, including optimizing resources, operational

External Factor Evaluation Matrix (EFE) and Internal Factor Evaluation (EFI)
The EFE matrix (External Factor Evaluation) and EFI matrix (Internal Factor Evaluation) are analytical tools generally used by companies to evaluate external and internal environmental factors (Fahmi, 2022).The EFE Matrix helps in understanding the opportunities and threats faced by a company, by weighing and rating these factors.Meanwhile, the EFI matrix aims to identify the company's internal strengths and weaknesses, by evaluating the weight and rating of internal factors.These two matrices provide a comprehensive picture of external conditions; And

Matriks Internal-Eksternal (IE)
The IE matrix is a combination of the Internal-External matrix created from the results of the EFI and EFE matrices, aimed at determining the company's position and formulating an overall strategy.The IE Matrix uses the total weighted score of EFI and EFE to indicate the company's internal and external position.The resulting total weight score forms an IE Matrix at the company level, with a range of scores indicating internal strengths or weaknesses as well as external opportunities or threats (Pratomo et al., 2019).According to (Atikah & Moeliono, 2021), the IE Matrix has three strategic elements, namely "grow and develop," "guard and maintain," and "harvest or divest."This helps companies determine strategic steps that suit their internal and external conditions.

SWOT Analysis
SWOT analysis is a strategic evaluation process that helps in formulating company strategy by identifying factors related to the company's environmental conditions in a comprehensive and structured manner.Consisting of strengths, weaknesses, opportunities and threats, this analysis aims to optimize strengths and opportunities, while minimizing weaknesses and threats simultaneously (Syah et al., 2021) The SO strategy in the SWOT matrix is used by companies to utilize their strengths to take advantage of existing opportunities.Meanwhile, the WO strategy is an approach to reduce weaknesses and at the same time take advantage of opportunities.ST is a strategy that relies on company strengths to face and reduce emerging threats, while WT is a step to overcome weaknesses and minimize the impact of emerging threats (Arif & Nagara, 2020).According to (Istiqomah & Andriyanto, 2018), there are several things that need to be considered when making a SWOT analysis, they are: a) SWOT analysis can be very subjective, so two individuals conducting an analysis of the same company may produce different SWOT results.b) Analysis makers must be realistic in describing internal strengths and weaknesses.Ignoring weaknesses or A Study on "Madina" From Bank Muamalat Indonesia hiding strengths can lead to creating ineffective strategies.
c) Analysis must be based on actual conditions that are taking place, not on ideal conditions that should occur.

RESEARCH METHOD
This research uses mixed methods, which is a research approach that combines quantitative data collection and qualitative data interpretation to produce narrative descriptions in the form of words, both written and spoken, which include individual views and behavior as well as observed phenomena.The mixed approach emphasizes the natural nature of the Devi Septiana, Marissa Grace Haque, Batara Maju Simatupang, Bambang Budhijana | 1730 data, uses direct data sources, is descriptive, and places more emphasis on the process than the results.Analysis in qualitative research tends to be inductive, with the discovery of meanings being important in the data interpretation process (Haque, 2024).
This research is a descriptive analysis, which aims to provide a general or specific description of the data without drawing definitive conclusions.Descriptive analysis was carried out using a theory-based approach to financial ratio analysis of the company's financial reports.The aim is to obtain financial ratios that provide an overview of the company's financial performance in a certain period.
The focus of this research is on the results of qualitative data which will be converted into quantitative data.This data was obtained from the companies studied, but it should be noted that the results cannot be directly applied to similar companies in various conditions or locations (Ascarya, 2011) The data collection technique used in this research is interviews.Interviews in general are verbal interactions between two or more individuals involving an interviewer and a source.Interviews are often described as a wellorganized form of oral communication between two or more people, either face-to-face or over a distance (Yuhana & Aminy, 2019).
In this research, interviews will be conducted with customers, employees and staff of Bank Muamalat Indonesia to obtain relevant information in determining strategy.
To ensure data accuracy and representation of the field situation, researchers conducted in-depth interviews with sources who were related to the research object.Due to time constraints, interviews were conducted using a purposive sampling technique, where considerations in sampling include: a) Suitability of the position of the source with the information needed by the researcher.b) Availability of resource person's time.

RESULT AND DISCUSSION
In

SWOT Strategy Analysis
Conducting a SWOT strategy analysis in this research, started with interviews to fill out a questionnaire based on the identification of the company's internal and external factors.Interviews were conducted from 1 to 3 March 2024, aimed at four respondents who are key figures related to the operational management of Madina Bank Muamalat Indonesia products.Each respondent will be asked to answer all the questions on the questionnaire.The respondent's classification requirement is to have a minimum education of S-1 (Nurohman & Qurniawati, 2022).
From the results of weighing the questionnaire data from the four respondents, the researcher succeeded in achieving the following results for all SWOT dimensions (Strengths, Weaknesses, Opportunities, Threats) investigated:  403,704 384,615 327,273 376,923 1.492,514 373,129 Source: Processed Data (2024) From the questionnaire weighing analysis of internal and external factors as mentioned previously, the results can be easily presented through the following diagram: A Study on "Madina" From Bank Muamalat Indonesia According to the external) matrix theory, the weighting results show that the total value of the internal score or IFE is 425,255, which is classified as Field I (Growth) category.From these values, it can be seen that Madina Bank Muamalat Indonesia's product operations have very positive potential and prospects for the future.By continuing to improve the quality of human resources (HR) and actively improving the marketing of sharia products, this bank can continue to grow.Apart from that, support from management in including sharia products in every promotional material is also very important.
Meanwhile, the score from the External factor or EFE is 417,092, and this value is also included in the same category, namely Field I (Growth).This shows very encouraging conditions for Madina Bank Muamalat Indonesia's product operations, especially in the marketing aspect.It is hoped that this bank can continue to improve the quality of human resources (HR) and continue to improve the marketing of sharia products.
Devi Septiana, Marissa Grace Haque, Batara Maju Simatupang, Bambang Budhijana From these results, it is clearly visible through the IE matrix that Madina Bank Muamalat Indonesia's product operations are in quadrant I, indicating the high strength of internal and external factors.From the picture above, it can be concluded that Bank Muamalat Indonesia, at the time the research was conducted, was in an optimistic position and continued to develop sustainably, ndicating the need for the right strategy to be implemented by the bank.
To design optimal business strategies, exploitation of the advantages of economies of scale is carried out, where production costs decrease as production increases.This is studied through a SWOT matrix analysis, as shown below:

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Total Attractiveness Score (TAS) for each strategy choice.The strategy with the highest TAS value will have priority in its implementation compared to other strategies.
The following are the results of the Total Attractiveness Score (TAS) based on the QSPM matrix for Madina Bank Muamalat Indonesia's product marketing strategy: Providing training in order to improve the quality of human resources for bank employees.

3,968
Source: Processed Data (2024) Based on the results of strategic priorities, Bank Muamalat Indonesia will implement a strategy with the highest Total Attractive Score (TAS), namely 4.143, namely a collaboration strategy with third parties to expand opportunities.This is part of the WT (Weaknesses-Threats) category and is a derivative of the market penetration strategy, a top priority at Bank Muamalat Indonesia.The alternative strategy with the second highest TAS is utilizing brand image to capture the market, with a TAS of 4,068.This falls into the SO (Strengths-Opportunities) category and is also a derivative of market penetration strategy, being the second priority.The alternative strategy with the third highest TAS is the use of technology in promotions, with a TAS of 4,031.Meanwhile, providing sustainable satisfaction to partners is a strategy with TAS 4,003.The final priority strategy is providing training to improve the quality of human resources, with a TAS weight of 4,031.

CONCLUSION
Based on the previous analysis of MADINA Bank Muamalat Indonesia's product marketing strategy, several alternative business strategies have been produced to be implemented.This strategy aims to align marketing activities and identify existing strengths, weaknesses, opportunities and threats, with the hope of exploiting the potential in Indonesia to increase marketing of MADINA products in 2024.
To face possible threats from external factors in the future, company performance evaluation needs to be carried out.Through SWOT matrix analysis, several alternative strategies have been proposed, including (i) providing services to maintain partner satisfaction, (ii) taking over the market by utilizing brand image, (iii) providing

Figure 2
Figure 2 SWOT Analysis Results of Bank Muamalat Indonesia Source: Processed Data (2024) Careful intuitive judgment is always required to assign appropriate weights and ratings.Below are the results of the SWOT analysis weighting of Bank Muamalat's internal and external factors, accompanied by a detailed explanation based on the results of the SWOT analysis, with the following results: The internal value consisting of S and W: Internal Value (IFE): (447,917 + 402,593) : 2 = 850,51 : 2 = 425,255 The external value consisting of O and T: External Value (EFE): (461,055 + 373,129) : 2 = 834,184 : 2 = 417,092According to the external) matrix theory, the weighting results show that the total value of the internal score or IFE is 425,255, which is classified as Field I (Growth) category.From these values, it can be seen that Madina Bank Muamalat Indonesia's product operations have very positive potential and prospects for the future.By continuing to improve the quality of

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Figure 3 Madina Bank Muamalat Indonesia Product Operational IE Matrix