Sustainable Strategy at PNM Mekaar Kedaton Balances Profit, People, and Planet
A 2026 study published in the Internasional Journal of Integrative Sciences reveals that sustainable business strategy at PT Permodalan Nasional Madani (PNM) Mekaar Kedaton Unit requires stronger integration of economic, social, and environmental dimensions. The research was conducted by Hatni Resmi Sari from Perbanas Institute Jakarta and published in Volume 5, Issue 2 of the journal. The findings matter because microfinance institutions play a critical role in empowering ultra-micro entrepreneurs, especially women, while facing rising competition and digital disruption.
The study evaluates how the Triple Bottom Line (TBL) framework—profit, people, and planet—can be integrated with the Resource-Based View (RBV), which focuses on internal strategic strengths. At PNM Mekaar Kedaton, operations have been strongly oriented toward financial performance, while social and environmental impacts are not yet systematically measured.
Why This Research Is Important
Micro, Small, and Medium Enterprises (MSMEs) contribute more than 60 percent of Indonesia’s GDP and absorb over 97 percent of the national workforce. However, many micro-entrepreneurs still struggle with limited capital access, low financial literacy, and weak sustainability practices.
As a state-owned microfinance institution, PNM through the Mekaar program provides capital and mentoring for underprivileged women entrepreneurs. Yet, sustainability today requires more than loan distribution. It demands measurable social empowerment and environmental responsibility.
Hatni Resmi Sari from Perbanas Institute Jakarta emphasizes that long-term competitiveness depends not only on financial growth but also on structured sustainability integration.
Research Method
The study applies a qualitative descriptive approach based on a constructivist perspective. Data were collected from January to February 2026 at PNM Mekaar Kedaton Unit.
Primary informants included:
- The Head of the Mekaar Unit (five years of service)
- The Senior Account Officer (three years of service)
Data collection methods involved:
- In-depth interviews
- Participant observation
- Documentation
- Focus group discussions
- Triangulation for validity
Strategic analysis tools included SWOT, IFE (Internal Factor Evaluation), EFE (External Factor Evaluation), IE Matrix, and TOWS Matrix.
Key Findings
The research identifies strong internal resources at PNM Mekaar Kedaton:
Strengths
- High trust and close social ties with clients
- Experienced human resources in mentoring micro-entrepreneurs
- Institutional support from PNM
- Strong community network
- Positive reputation in economic empowerment
These assets meet the RBV criteria of being valuable and difficult to imitate.
However, several weaknesses remain:
- Limited integration of Triple Bottom Line principles
- Low financial literacy among clients
- Limited service digitalization
- No formal sustainability performance indicators
- Limited HR capacity in green financing innovation
The IFE score of 2.98 indicates relatively strong internal conditions. The EFE score of 2.75 shows moderate responsiveness to external opportunities such as digitalization trends and government MSME support.
Based on the IE Matrix, the unit falls into a “Hold and Maintain” position. This means internal strengthening and selective opportunity utilization are necessary.
Strategic Implications
The study recommends integrating TBL and RBV into a unified sustainable strategy.
Priority actions include:
- Developing formal sustainability performance indicators
- Strengthening digital financing and mentoring services
- Enhancing financial literacy programs
- Introducing green microfinance initiatives
- Building partnerships with local governments and MSME communities
According to Hatni Resmi Sari of Perbanas Institute Jakarta, internal resources such as social capital and mentoring competencies are the foundation of long-term competitive advantage. When combined with structured sustainability measurement, these strengths can create balanced economic, social, and environmental impact.
The research highlights that sustainability in microfinance is not merely corporate responsibility. It is a strategic necessity to remain competitive amid fintech growth, regulatory changes, and economic uncertainty.
Real-World Impact
For policymakers, the findings underline the importance of supporting sustainability indicators in microfinance institutions.
For microfinance managers, the study provides a roadmap:
- Strengthen internal competencies
- Formalize sustainability measurement
- Leverage digital transformation
- Expand green financing
For MSMEs, stronger mentoring and literacy programs can improve resilience and long-term business viability.
The integration of Triple Bottom Line and Resource-Based View offers a practical strategy that aligns empowerment with competitiveness.
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