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QRFM
11,3 Alliance cooperation joint ATM
network: exploring the banking
sector in Indonesia
342 Krisna Damayanti
Department of Accounting, Sekolah Tinggi Ilmu Ekonomi Indonesia Surabaya,
Received 30 October 2018 Surabaya, Indonesia, and
Revised 30 January 2019
18 February 2019
Accepted 27 February 2019
Lydia Setyawardani
Department of Taxation, Sekolah Tinggi Ilmu Ekonomi Indonesia Surabaya,
Surabaya, Indonesia

Abstract
Purpose – This study aims to determine the factors that encourage Indonesian banks to collaborate in the
banking networks ATM Prima and ATM Bersama to achieve business efficiencies.
Design/methodology/approach – A combination of methods is used to collect both qualitative and
quantitative data. Factor analysis and different testing technics are used. The data were obtained through
interviews with managers of the banks involved in the two banking networks included in this study.
Findings – This research addresses ATM banking from three perspectives: banks that collaborate in ATM
networks, banks that are joint ATM providers and banking customers that use ATMs. The results show that
the banks in the study are more concerned about cost-effectiveness and cost-efficiencies in both the
operational and investment aspects of supporting their ATM infrastructures. ATM providers place more
importance on creating the most user-friendly, stable, wide-ranging and continuous system of services by
collaborating with other banks in networks that provide ATM services. Customers put more importance on
paying the minimum possible administration fees and the availability of specific banking services across a
wide area.
Research limitations/implications – This research took place over a period of only one year. This
limited the depth of the data collected. A longer study using data that cover more than one fiscal year would
have generated more detailed information.
Practical implications – This study places importance on maximizing cost-efficiencies to keep bank fees
low for customers. There are significant investment and operational costs associated with setting up and
operating ATMs and of adding and managing additional ATMs. This is particularly so in an era when their
use is on the decline owing to the increasing use of electronic banking.
Social implications – The social implications of ATM banking refer to the reduced administration fees
customers pay as banks incur cost savings from collaborating on infrastructure and services. The availability
of ATMs from specific banks could be replaced by one joint ATM machine that is situated in a specific area
where electronic banking is not available. Banks’ customers tend to move to other banking services, and this
means banks could lose a lot of their existing customers unless they can come up with unique services that are
both accessible and user-friendly.

JEL classification – M1, M15, O32

Qualitative Research in Financial
Markets
Vol. 11 No. 3, 2019
pp. 342-351
© Emerald Publishing Limited
1755-4179
DOI 10.1108/QRFM-10-2018-0113
The authors would like to express their highest appreciation for the Indonesian Minister of Higher
Education for providing the DIKTI Grant under the Young Researchers schemes for stimulating
various efforts towards the country in contributing valuable output/outcomes. The authors hope their
small contribution will enlighten readers, provide new perspectives and bring wealth for the entire
society.
The authors express their deepest gratitude to STIESIA School of Economics Surabaya Indonesia
for supporting the authors in finishing and publishing this research.
Originality/value – The originality of this research is that it recommends that some strategies Indonesian Banking sector
banks could use to become more efficient and effective, including forming ATM alliances to maximize
efficiency and to achieve a competitive advantage. in Indonesia
Keywords Banking competitive advantage, Business efficiency, Collaborative ATM networks,
Marketing performance, Successful of alliance strategy
Paper type Research paper
343
Introduction
In the era of globalization, every business must think creatively to survive (Schekkerman,
2003). “Winning to survive in the jungle” is an apt way of putting it. Just as in a war, a leader
determines the most effective strategies to use to capture the enemy’s castle or even to
survive, and the most efficient way to win battles and, ultimately, win the war.
In recent years, Indonesia has seen an increase in the number of private domestic banks and
foreign banks entering and operating in the financial sector in a trend that continues to rise.
Consequently, Indonesian financial institutions face an ever-competitive and complex business
environment. Globally, developments in technology in banking and finance continue to move at
a brisk pace, in a dynamic economic environment, at both the micro and macro levels. This,
coupled with higher competition and consumers that demand maximum satisfaction, has
spurred the government to respond with an increase in the number and complexity of policies
and regulations. These constitute only a small part of the changes that are taking place in the
business world (Defense RI, Lemhanas, 2012). Banking is at the core of each financial
institution, as both the demand for and the accumulation of capital must be managed efficiently
and effectively to ensure these institutions and the economy run efficiently. Banks optimize
their efforts to provide capital through both monetary and non-monetary strategies.
The banking business, in particular, must be stable. To capture and retain customers, there
must be optimal provision of non-monetary capital. To sustain such a system, banks must
remain competitive. This means constantly introducing technological advances in information
systems so as to meet customers’ needs (Kozak, 2005). In finance, the level of competition is
very high and information technology continues to develop at a rapid pace as banks strive to
increase revenues by turning loans into earnings and also by earning fees from other banking
services (fee-based income). The automated teller machine (ATM) is one such method of
supplying customers’ wants and needs. Many banks lack the necessary capital to invest in a
broad network of ATMs; therefore, cooperation through a strategic alliance of banking
institutions can resolve this issue (Rizal, 2006). This cooperation should be built on a synergy
that helps these banks manage their weaknesses and focus on their strengths so they can
efficiently implement a technology that can help eliminate some of the threats and barriers that
exist in Indonesia’s banking sector (Kozak, 2005; Saraswat and Jadhav, 2013).
In Indonesia, customers’ use of ATMs to make financial transactions has been
increasing. Thus, banks have attempted to provide ATM services to their clients by entering
into cooperative alliances with other banks. This study investigates the networks of ATM
Bersama and ATM Prima to determine how the implementation of this type of system could
help the banking business improve its efficiency within a competitive environment (Kozak,
2005; Saraswat and Jadhav, 2013).
Financial organizations can maximize benefits by taking advantage of the innovative
technology such a strategic network system provides. More specifically, a network system
will help organizations achieve synergies and gain leverage through their combined use of
ATM banking. These businesses will benefit from the efficiencies the network provides and
their customers will benefit from the conveniences the ATMs offer.
QRFM Literature review
11,3 Successful alliance strategy
Rizal (2006) defines a cooperative alliance as a partnership between two or more companies
that share resources and support each other’s common goals. He notes that becoming part of
an alliance is seen as central to a company’s efforts to face competition and enter new
markets. According to Pitts and Lei (1996), companies can benefit from building alliances in
344 three ways:
(1) it could help companies deal more effectively with the challenges posed by new
competition in the industry;
(2) it could help reduce the impact of a technological revolution in an industry in terms
of both learning about the use of the new technology and absorbing the cost of its
implementation; and
(3) it could strengthen the product line.

The ATM Bersama and ATM Prima are alliances that were formed among banking
companies that wished to expand the introduction of new technologies to better serve their
consumer. These companies also wished to strengthen their banking products and services,
such as through ATM cards and networks, so as to attract more customers.

Marketing performance
A company’s main purpose in entering into an alliance is to develop relationships with
partners that can help them improve their performance. Performance is measured in terms
of a company’s sales volume and growth, its number of customers and its profitability (Voss
and Voss, 2000). Dussauge and Garrette (1998) state that the purpose of a few large
companies forming a strategic alliance is to develop their businesses.

Business efficiency
A business is said to be efficient if it makes appropriate operational use of its budget. A
company’s inability to control its budgeted expenditures could result in waste or
inefficiency. Various technological innovations could help a company reduce its operating
costs and manage its production optimally. In the banking business, the provision of low-
cost banking services to business owners could help them achieve cost-efficiencies
(Saraswat and Jadhav, 2013). A business’s objective is to maximize profits by using its
existing resources to the fullest possible extent (Kozak, 2005).

Previous studies
Rizal (2006) analysed the factors that influenced the success of the banks that had formed an
alliance under ATM Bersama, an inter-banking network in Indonesia. The researcher
surveyed the heads and deputy heads of these banks and their divisions; 108 of these
employees completed and returned the survey. The survey questions were designed to
obtain qualitative data on the variables “commitment”, “reputation”, “trust” and “shared
decision-making” in terms of how these factors influenced the success of the companies in
the alliance and, thus, the alliance itself. The variable “influence the success of an alliance”
was compared against the variable “marketing performance”. The data analysis tool used
was the structural equation model (SEM) AMOS 5.0.
Jegede (2014) examined the effects of the ATM infrastructure on the success of the
e-payment system in Nigeria and whether its use was motivated by customers’ low levels of
satisfaction with the e-payment services banks provide through ATMs. The analysis was
mainly based on the primary data collected from ATM users. A total of 1,141 ATM users Banking sector
were interviewed on their ATM banking experiences. The weighted scores of the ATM-user in Indonesia
responses to the success factors identified in the literature were analysed by using factor
analysis model simulations. The five groups in the study modelled strategic decisions that
were made in situations where the infrastructure’s inadequate quality was identified as
being the most important restriction for an efficient ATM e-payment system. This study
found that the provision of an adequate infrastructure, such as a reliable electricity system,
is very important for the Nigerian banking system to effectively integrate into a global 345
network of electronic payments via ATMs. The findings point to the need for all
stakeholders to make an effort to resolve the energy crisis in that country.

Methodology
This study uses qualitative methods to collect information, such as focus group discussions.
This approach is considered to be in line with the objectives of this study because it
explores, in depth, the advantages of implementing a joint ATM banking business
(Sugiyono, 2007).
This study first sampled banks that joined the networks ATM Bersama and ATM
Prima. Next, it selected the respondents, namely, middle managers from each bank in these
two networks. In-depth interviews were conducted to determine the advantages of using the
strategic network systems provided under ATM Bersama and ATM Prima. The objective
was to determine the indicators of the efficiencies these networks offer the banking business.
Figure 1 shows this research’s road map.

Type and source of data

Primary data are data that are directly provided to data collectors (Sugiyono, 2007). The
primary data collected in this study were obtained directly from respondents or informants
through debriefings or interviews. The targeted respondents were bank’s middle managers
who were able to represent the interests of their banks’ top managers; respondents also
included lower-level managers who worked in cooperation with either ATM Bersama or
ATM Prima and also ensured their top managers’ policies were carried out. Table I provides
some details on the respondents.
Face-to-face interviews took place at each bank’s operational offices, for 1 h each, over a
period of one day of direct discussions at the central office. The rest of the time, interviews

Idenficaon
of the factors Idenficaon
of efficiencies
of excellence
in the banking
ATM Bersama business

Idenficaon
Idenficaon
of the factors
Interview of efficiency
Sample
p Respondent of excellence
Implementa indicators in
Determinaon Determinaon ATM PRIMA
on the banking
business

Idenficaon Idenficaon different

test
of the factors of efficiencies
of excellence in the banking
ATM Bersama factor
analy
business Figure 1.
and ATM sis Research road map
PRIMA
QRFM were conducted indirectly through the application “Messenger”, or by phone, or email. Most
11,3 of the interviews were conducted during working hours or depending on the availability of
the informants. The duration of each interview depended on whether the respondent had
already met with the interviewer. Some were interviewed between two and four times. This
study used pseudonyms, instead of the respondents’ names, so as to maintain confidentiality
and encourage informants to provide vital information. According to Berg (2007),
346 anonymity “requires that each researcher systematically change the subject’s real name to a
pseudonym or case number when reporting data”. Anonymity is important because the
information obtained from each bank respondent may be used as a public or private
document, in print or electronic format (Creswell, 2007). Other data were obtained from
documents that provide information on banks’ investments in ATM infrastructure and also
from contracts, codes of ethics, procedures, literature, scientific journals, archives and
official documents related to research institutions.
“Purposive sampling” was used to determine which respondents to interview for the
qualitative data-retrieval process. Purposive sampling is decision-based and depends on the
objectives and criteria of the research (Kozak, 2005). The respondents selected through this
process were from both Islamic and conventional banks and matched the following criteria:
(1) had become a member bank of ATM Prima;
(2) had become a member bank of ATM Bersama; or
(3) had become a member bank of either ATM Prima or ATM Bersama within the
Surabaya area.

Surabaya is more representative and dynamic in terms of customers’ funds and absorption.

Research objectives
The aim of this research is to educate customers on the benefits of ATMs; to identify why
their banks had decided to participate in the networks ATM Bersama or ATM Prima; and
how using the technology provided in a network system can help the banking sector gain a
strong foothold in Indonesia and survive and even thrive in the era of globalization.

Conceptual framework
This study was conducted to determine the strategic advantages gained by the banks
included in the ATM networks ATM Prima or ATM Bersama. It did so by examining the
factors that encouraged these banks to join either of these networks in relation to achieving
the objective of business efficiency. Figure 2 presents the full conceptual framework of this
research.
This research technique uses several systematic stages that comprise the concepts of
reduction-process phenomenology (horizonalization, clusters of meaning and textural
description) and imaginative variations (structural description). The synthesis between the
meaning and essence of these two concepts (Creswell, 2007) is as follows: first, researchers

Name Designation Skills qualification Unit area

R.S.I.P. Public relations manager executive External public relations Bank Negara Indonesia, Jakarta
Table I. M.A. Account manager executive Financial Bank Central Asia, Jombang
Details of K.P. Operational credit manager executive Financial systems Bank Rakyat Indonesia, Surabaya
respondents D.S. Operational manager executive Systems Analysist Bank Mandiri, Surabaya
organize all the data or a comprehensive picture of the experience for which the data have Banking sector
been gathered. Here, researchers re-examine all the data mainly in terms of completeness, in Indonesia
clarity of meaning, appropriateness and relevance. Second, they note the data that are
important and encoded these. Third, researchers find and classify the meaning of the
research question/statement as the respondents perceived it to be. The researcher then
eliminates overlapping questions and statements that are not relevant to the topic of the
study. This ensures that the remaining horizons do not include data that are not textural,
elemental or constituent of a phenomenon being studied. The data that do not fit these 347
criteria are eliminated so there are no irregularities. Fourth, the relevant statements are
collected into units of meaning (units/clusters of meaning) and then the researcher writes an
overview of how the experience occurred. Fifth, the researcher develops a textural description
(of the phenomenon of what happened to the respondent) and a structural description
(explaining how the phenomenon occurred). Sixth, the researcher provides a narrative of the
essence of the phenomenon under study and acquires meaning about the respondents’
experiences of the phenomenon. Seventh, a combination of the pictorial (composite
description) and written description is used to find the phenomenon of the research.

Results and discussion

Membership participation and cooperation in a joint ATM network alliance
ATM Bersama and ATM Prima offer strategies many banks in Indonesia emphasise as
being otherwise unreachable in terms of the most appropriate infrastructures to support
banking operations. Without these networks, many of the banks involved would not have
been able to afford the infrastructures required to provide their customers with excellent,
convenient and easily accessed banking services. For these banks to implement smart
strategies, this meant joining and becoming participating corporate members of an alliance
under an ATM network.
The network alliances in this study consist of banking services providers. In Indonesia,
the two major networks are ATM Bersama and ATM Prima. ATM Prima is an Indonesian
interbank network that is owned by PT Rintis Sejahtera, a satellite communications service
provider that transmits digital information within the region and around the world. It has 79
member banks that do not have strong resources or capital that would enable them to build
a good ATM infrastructure system on their own. Joining Prima has allowed them to provide
a complete range of ATM services to their customers. ATM Prima has a coordinator bank –
Bank Central Asia (BCA) – which is also a joint ATM system provider; thus, all network
members pay a service fee to this bank. Meanwhile, BCA also owns a separate ATM
network, called ATM BCA, which operates both locally and globally. Thus, ATM Prima has
become part of a strong and trustworthy ATM network that provides its members with
many advantages with which they can build effective and efficient business strategies.
ATM Bersama is an inter-bank network that connects the ATM networks of 21 banks. This
network is owned by PT Artajasa Pembayaran Elektronis. It has 87 members, with 17,000
ATMs throughout Indonesia. ATM Bersama provides many inter-bank facilities, including a
balance inquiry, cash withdrawal and real-time online transfers to the accounts of other

ATM Prima ATM Bersama

BUSINESS
EFFICIENCY
Figure 2.
Research conceptual
KEY SUCCESFUL FACTORS framework
QRFM members of the shared network. In 2004, Electronic Payment Artajasa formed a cross-border
11,3 network with ATM Bersama, along with the partner provider the Malaysian Exchange
Payment System. The Network for Electronic Transfers and the Inter-bank Transaction
Management and Exchange, respectively, have linked Singapore and Thailand to the ATM
Bersama network. ATM Bersama has the same characteristics as ATM Prima, the only
difference being that ATM Bersama is mostly a state-owned Bank. It is more advantages for
348 banks that become members of both networks, but of course, this comes with higher fees.

Significant impact of alliance cooperation in joint ATM networks

For banks that participate in the combined-use ATM system, both ATM Bersama and ATM
Prima certainly bring great benefits in terms of savings to these institutions. The cost of
setting up ATMs include a value-added tax (VAT) of 10 per cent just to build a single ATM.
Also included in the cost are: the hardware purchase of an ATM machine, cables, a unit
processing system, construction housing/shelter (ATM booth) and accessories. Other costs
include the preparation of a project plan and implementation; preparation of a strategy to
determine the ATM locations (at strategic points/population centres that are easily visible,
accessible, safe and convenient for customers, in centres where cash transactions are in
accordance with business strategies and customer profiles); the implementation of training
for officers in standard operational procedures, security costs and a marketing
communications program. The costs of setting up an ATM network can be classified into
two types: investment and operations. For example, the investment cost would be in the
order of US$7.8m to buy 1,500 ATMs. And there are several types of ATM machines,
including cash, mobile, cash deposits and drive-thru.
For banks, the costs of operating ATMs are high. For example, for PT Bank Central Asia
Tbk, the cost of procuring ATM machines ranges from US$5,000 to US$200,000, and the
annual operating cost can be as high as US$14,085 per unit for the network rental alone.
Additionally, there are maintenance costs of approximately US$10,141 per machine, per
month. This fee covers building rental, electricity, air-conditioning, insurance, cash
machines, cleaning services and other expenses. While operational costs per ATM, per
month, are as high as US$1,127. They include depreciation, communications and the cost of
refilling money, the latter of which is the highest cost. Depreciation costs are around US
$14,085 per month, but they could be as high as US$20,000 per month.
Furthermore, there are currently no ATMs produced in Indonesia. New ATMs are only
put in place when the rupiah is stronger against the US dollar as most of these machines are
imported. But adding more ATMs would certainly increase the load bank. With the
integration of more machines, the capital expenditures per bank would be far less as they
would be disbursed across members of the network alliance. The reason being that
individual banks would no longer need to spend money on procurement and put together a
maintenance fund. When ATMs are shared within an alliance network, this may incur
savings as it pushes down the per-unit operational costs and, at the same time, increases the
number of transactions.
The Minister for State Owned Enterprises Rini Soemarno has called for state banks to
reduce their operating costs. The government wants the banks, especially the state-owned
banks, to reduce their operational costs to increase their performance and competitiveness. In
addition to strengthening the banking industry, decreasing operating costs will also mean
reducing loan interest. Currently, the government is still studying the possibility of entering
into force the single ATM centre; however, these types of government requests will not have a
significant effect on the banks’ operating expenses, especially in terms of the decline in lending.
 One of the components in the calculation of interest on bank credit is the cost of funds Banking sector
issued to attract deposits from the public. The range of funding costs could reach between 4 in Indonesia
and 5 per cent. Other components are operational costs, be it the provision of infrastructure,
staff salaries or other costs, which can range from 2 to 2.5 per cent. Not to mention corporate
tax in the range of 0.5 per cent, plus other fees and the minimum-reserve requirement
(GWM). If the components were averaged out, then the banks’ burden would be between 10
and 10.5 per cent. Meanwhile, if the average loan interest rate were to be 12 per cent, and 349
then the banks’ would only earn a margin of 2 per cent.
To that end, the collective use of ATM systems would not significantly impact these
banks’ operating expenses. Moreover, in the future, the number of ATMs will continue to
decrease with an increase in non-cash transactions and with banking transactions shifting
to mobile banking. In fact, the usual transactions, such as cash withdrawals at ATMs, are
slowly becoming absolute because the public already knows about non-cash transactions.
This transition of the monetary transaction, too, will be reinforced with branchless banking
programmes or banking services that do not require an office. Thus, the penetration of
ATMs is on the wane. Moreover, the branchless banking programmes of the future will not
only take place in the regions but also in big cities.

Key banking factors in providing strategic competencies

Commitment is one of the success factors of alliance networks between banks that are
willing to maintain the fullest cooperation among their partners. Consequently, bank
management must have the will to maintain their stated commitments in the agreements
they sign with their partners.
Trust also creates a successful alliance because engendering trust lends to a good
reputation. Being trustful could be interpreted as being reliable (credible) and having the
ability to maintain the cooperation of all partners in the agreed arrangement. The
implication, here, is that each member’s management implements all of the necessary
provisions for the alliance to work, such as obliging partners to carry out routine operations
(check-out counter, check and count the physical cash, charging fees, maintaining journal
entries of accounting transactions, activity reports for each terminal), making daily process
reports (card-holder activity, inter-bank credit notes, terminal activity, bilateral network
inter-bank transactions, reports on the position of rights and obligations that have not been
resolved, reports on the results of inter-bank settlements, evaluation systems).
Shared decision-making is the next factor in creating a successful alliance. Here, the
members’ communication policy is important; that is, the form of communication members
use to establish a partnership is important. The implication, here, is to improve and enhance
communications with members that conduct management board meetings each period, to
discuss and take steps to resolve operational issues and to discuss the development or
enhancement of cooperation in the future.
Some banks noted the main reason for participating in the joint ATM system, either
through ATM Bersama or ATM Prima, was for cost-efficiencies. This research found
information on three perspectives as follows:
(1) The bank’s perspective: Banking should set up the best strategic infrastructures
and operational systems so they run well. In their collaboration in running the
ATM system, the banks are more concerned with cost effectiveness, operational
efficiencies, and investing in specific equipment to support the ATM
infrastructures.
QRFM (2) The banking ATM collaboration systems – Provider perspective: The second party
11,3 includes the providers that place importance on creating the easiest and most user-
friendly, stable, wide-reaching and continuous system of services for their
customers. PT Artajasa Pembayaran Elektronis is the system provider that
manages ATM Bersama, and PT Rintis Sejahtera handles ATM Prima.
(3) The banking customer’s perspective: bank customers want to pay the minimum
350 possible administration fees; at the same time, they want specific bank services
available across a wide range of areas. Figure 3 shows the relationships among the
banks, the providers and the customers, that are founded on this research model.

Conclusions
This research found three success factors in Indonesian banks’ efforts to become strong and
competitive in a globalized world:
(1) being committed to maintaining the fullest cooperation with their partners in a
network alliance;
(2) engendering trust by being reliable and credible and having the ability to
encourage all partners to agree and cooperate on the arrangement; and
(3) sharing decision-making in the established partnerships by conducting board
meetings to resolve operational, developmental or cooperative issues.

This research also found that important relationships were developed among the following:
(1) banks that set up the best strategic infrastructures and operational systems;
(2) providers that placed importance on creating the easiest and most user-friendly,
stable, wide-reaching and continuous system of services in collaboration with their
partners; and
(3) customers who wished to pay the minimum possible administration fees, while
having access to specific bank services across a wide range of areas.

For Indonesian banks to further improve their efficiency, participating in the use of ATM
machines through new joint ATM networks is a definite option. Banks’ participation in joint
ATM use saves on the costs of investing in and maintaining these cash machines. This,

Cost effectiveness and

efficiencies in operational
and investment Minimum
On creating the most administration fees,
user-friendly, stable, and the availability
wide, continuity system of specific bank
services across a
services
THE BANK wide area

Figure 3.
Relations among the THE SYSTEM
THE CUSTOMER
Bank, the Providers PROVIDER
and the Customer
combined with the ATM’s information systems, will provide more savings and improve Banking sector
banking efficiency. in Indonesia
Further research goal
The next study could research what third-party customers would consider a variety of good
banking services. Such a study would address the more visible advantages and benefits
both banks and customers could benefit from.
351
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Further reading
Ho, S.J. and Mallick, C.S.K. (2006), The Impact of Information Technology on the Banking Industry:
Theory and Empirics, Queen Mary University of London, London.
Idrus, M. (2009), Metode Penelitian Ilmu Sosial, Erlangga, Yogyakarta.

Corresponding author
Krisna Damayanti can be contacted at: krisnadamayanti2013@gmail.com

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