Current and future, a national Islamic banking industry faced with great challenges of the global financial crisis. The crisis that originated from the United States is bringing great impact on the economy and financial system all countries in the world, Indonesia is no exception. Sluggish global economy is able to inhibit the acceleration of sharia banking, if not exactly disiasati immediately. Profits decline and the weakening of the competitive Islamic banks is the possibility of negative effects caused by this crisis. However, on the other hand, these difficult conditions may also encourage Islamic banks to create new investment or financing, developing methods and instruments of liquidity management, and strengthen endurance in the midst of a crisis.

In 1998, Islamic banks proved able to survive when the economy was rocked by the financial crisis Indonesia. Now, the ability of Islamic banks survive re-tested it. Therefore, the Islamic banking industry players must implement a strategy to focus on maintaining the existence of order and can increase its position in the market situation is erratic.

Adopt survival strategies is a must for the management of Islamic banks in order to remain able to perform the intermediation function in time of crisis. This strategy includes the first, Consolidation Strategy. This strategy is applied through the protection and strengthening the competitive position of Islamic banks in the market. This does not mean only the silent witness management market dynamics and invasion of competitors. Management should focus on core competence, especially Islamic banks commitment to the implementation of sharia principles, the strength of capital structure, and the availability of third party funds. Awareness to meet the competencies will help to increase resources that provide competitive position better than the competition.

Second, cost advantages. Achievement rates of return for shareholders and depositors are higher than usual will make it easier to apply Sharia bank consolidation strategy above. The best way is to cut operational costs (service cost) incurred. Indeed Islamic bank's capital structure contains no debt so there is no fixed interest payments to depositors or other maal Shahibul. This gives a competitive advantage for Islamic banks compared to conventional banks because of pressures related to the management of risk taking and investment decisions will be slightly relaxed. Therefore, the managerial costs are relatively more manageable than the interest cost.

Third, mergers and acquisitions. Based on the experience of financial institutions and non-financial, this strategy is the most common strategy recommended. The merger will have a positive impact on economies of scale, the ability to compete and synergy Islamic banks. But there are few records that need to be considered, namely the merger of two weak banks that sharia will only result in an Islamic bank is not strong enough. Differences nature (source and use of funds, cost structure) between Islamic banks and conventional banks also have to be really considered if applied to two different types of banks.

Striking out
This strategy can be used by Islamic banks to take initiatives to maximize opportunities and minimize threats. First, market expansion. The global financial crisis will provide opportunities sharia bank is open enough to enter this market for less untouched. This market provides new customers from sectors such as SME financing, empowerment of women, and the funding needs for the local government budget. This will provide a golden opportunity for Islamic banks to win new sectors. Islamic banks can expand and diversify its financing activities through the establishment of funding a new branch offices or affiliated with a bank in that market segment has not been touched by this.

Second, Diversification Strategy. Islamic banks can issue new products or innovations to existing products, with the approval of Shariah Supervisory Board. This can be done simultaneously with the introduction of a new market segment. This strategy involves the movement of Islamic banks to the market by offering new products. Islamic banks can be penetrated the market by bringing new products to the financial industry, such as the establishment of and investment in Islamic insurance, Islamic mutual funds and other Islamic financial institutions. In addition, Islamic banks may be diversifying its investments outside the financial sector through direct investment into the real sector such as manufacturing plants, hospitals, and other industrial companies.

Third, Dynamic Leadership. The crisis also forced the bank's sharia automatically change the target depth and structural. Therefore, the leadership of Islamic banks are required to take actions that are responsive, intelligent, and quite flexible. Unique character and leadership will be strong determinants of success or failure of implementation strategies that have been prepared. The top managers should be able to control the operational activities of Islamic banks are stable through the storm crisis. Managers of Islamic banks today challenged to be more willing to take strategic decisions as a form of response to urgent situations. The young managers also may be given the opportunity to escort the Islamic banks and try to do a variety of new and innovative breakthroughs.

The combination of business on the orientation is expected to create a national Islamic banking industry into compliance with the crisis phenomenon. An integrated manner is a major issue of these strategies. Cooperation among Islamic banks would have a significant role in reducing the ill effects of the global financial crisis. This strategy is also meant to build awareness to help one another in goodness (ta'awanu 'ala al-Birri) and strengthen brotherhood among Muslims (Ukhuwah Islamiyah). A comprehensive strategy to unify our Islamic banking industry in the vanguard.

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