This study aims to determine the strategy for non-performing financing\nmanagement on financing in Islamic banks based on the economic sector of\nfinancing. This study was specifically carried out at the BRI Syariah Bank in\nthe period 2010 to 2017, using the Analytical Hierarchy Process (AHP) in determining\nits handling strategy with the involvement of nine experts as respondents\nwith the background of three people from Islamic bank practitioners,\nthree people from the profession academics or lecturer staff, and three\npeople from the sharia banking authority or regulator. In the formulation of\nstrategies for handling non-performing financing in financing, it is divided\ninto five levels, namely level 1) goal, level 2) economic sector, level 3) factor,\nlevel 4) actor, level 5) program. The results showed that the economic sector\nthat needs attention with a high level of importance is the trade, restaurant\nand hotel sector with a weight of 0.197, followed by the construction sector\nwith a weight of 0.189 and the industrial sector with a weight of 0.168. An\nimportant factor that needs attention regarding non-performing financing is\nthe handling of NPF with a weight of 0.243, followed by bank rating of the\nbankâ??a risk profile with a weight of 0.217 and Indonesiaâ??s economic growth\nwith a weight of 0.148. The actors who play an important role in handling\nnon-performing financing are directors with a weight of 0.300 followed by\nwork units with a weight of 0.178 and economic conditions with a weight of\n0.144. The most important non-performing financing management program\nis intensive collection with a weight of 0.340, then the restructuring with a\nweight of 0.312 and collateral sales with a weight of 0.151.
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