Pesatnya perkembangan teknologi perangkat pendukung menyebabkan tingginya dinamika industri telekomunikasi. Teknologi dan perangkat baru yang semakin eepat bermunculan menimbulkan semakin pendeknya siklus hidup produk telekomunikasi.Di sisi lain, tingkat persaingan juga meningkat karena dipicu regulasi yang semakin terbuka, ekspansi para pemain besar, dan pendatang bare. Pemain-pemain bare makin banyak bermunculan karena didukung adanya regulasi yang semakin mudah dan skala ekonomi yang makin rendah.Untuk menghadapi tantangan dari luar seperti tersebut di atas maka perusahaan komunikasi data (PT. XYZ) perlu mempersiapkan strategi portfolio usaha. Salah satu alternatif strategi yang bisa dikembangkan adalah strategi akuisisi dalam rangka perluasan portfolio dan sinergi anak perusahaan dalam grup.Dalam memilih bisnis apa yang cocok untuk diakuisisi, PT. XYZ perlu mempertimbangkan kemungkinan sinergi yang bisa dihasilkan dengan anak perusahaan yang diakuisisi. Sinergi yang dapat dilakukan adalah sinergi pasar, sinergi jasa, dan sinergi infrastruktur.Bisnis Internet Service Provider (ISP) dipandang merupakan jenis bisnis yang cocok untuk diakuisisi, yaitu ISP yang kuat penguasaan pasarnya di daerah dan memiliki segmen pasar yang komplementer dengan PT. XYZ.Sinergi pasar dan jasa didasarkan pada pembagian pasar dan pengelolaan jasa berdasarkan kompetensi yang sudah dikuasai. Sinergi infrastruktur didasarkan pada pembagian investasi dan pengelolaan berdasarkan tingkat skala ekonomi yang dimiliki induk maupun anak perusahaan.Untuk menjamin terrealisasinya tujuan sinergi dari akuisisi anak perusahaan, maka diperiukan pengendalian kinerja strategis anak perusahaan dalam jangka menengah - panjang dalam bentuk target-target usaha yang memiliki tingkat goal congruence tinggi dengan strategi korporasi/grup usaha.

---

ICT (Infommation, Communication, and Telecommunication) industry has been growing quite rapidly for these decades due to massive innovations in infrastructure technology behind it. New technologies and new products appear more frequently. This condition has been shortening average life cycle of telecommunication products or services.

Market competition, on the other side, has been increasing significantly. Deregulation policy from the government, big companies expansion, and new players entering the market are the drivers of the market competition level. New regulation and less economies of scale has attracted new players from other countries and encourage new players from local to enter the market, aiming at the same market with existing players in the industry.

PT. XYZ as one of incumbent players in Indonesian telecommunication industry, especially data communication industry, has to prepare a strategy to survive and still grows in this dynamic situation. Market competition increase has an immediate impact in the decrease of market share. In order to maintain business growth, PT. XYZ should try to find new growth opportunities. One of the alternatives for PT. XYZ to develop is takeover strategy as a part of business portfolio and synergy within the corporation/group.

The basic question for PT. XYZ would be "what business should they takeover". Business selection should consider strategic synergy that can be built once the takeover has take place. Synergy possibilities for PT. XYZ and its group would be market synergy, service synergy, and infrastructure synergy.

Based on strategic considerations, Internet Service Provider (ISP) viewed as a good line of business to takeover. ISP will have many synergy potentials with PT. XYZ as its parent company. To maximize the synergy, ideal takeover candidate would be an ISP with complementary market penetration with market segments PT. XYZ currently penetrate.