Strategic marketing plan mandala air

Strategic Marketing Plan

Strategic Marketing Plan Mandala Air

The Second Life

Haris Suhendra, Pramita Wardani, Endah Widiastuti,
Stephanus Kurniadi, Hendriana, Steven Martono


Table of Contents

Table of Figure
Chapter 1 : Overview 1
1.1 Executive Summary 1
1.2 Introduction 2
Chapter 2: Situation Analysis 9
2.1 4C’s Diamond Analysis 9
2.2 Curve Value analysis 14
2.3 SWOT Analysis 15
2.4 Competitor Analysis based on 4P’s 19
2.5 Consumer Insight 20
Chapter 3 : Marketing Segmentation, Target Market, and Positioning 26
3.1 Market Segmentation 26
3.2 Target Market 26
3.3 Positioning 26
Chapter 4 : Marketing Goal and Objectives 27
Chapter 5 : Marketing 4C’s Strategies and Tactics 28
5.1 Consumer 28
5.2 Cost 29
5.3 Convenient 30
5.4 Communication 31
Chapter 6 : Controls – progress measurement and monitoring 37
Reference 38
Appendix


Table of Figure

Figure 1 : Mandala Lockheed L-188 Electra at Perth Airport (early 1990s).
Figure 2 : An Airbus A319-100 in the current livery
Figure 3 : Mandala Corporate Identity
Figure 4 : The 4C’s Diamond of Mandala, Source : MIM
Figure 5 : Indonesia Macroeconomic Situation
Figure 6 : Indonesia Airlines Market 2011 Market Share, Source: OAG Max Online for w/c
10 January 2011
Figure 7 : Mandala Curve Value
Figure 8 :Mandala SWOT Analysis
Figure 9 : Customer’s Insights: Customer’s Profile
Figure 10 : Customer’s Insights: Customer Transportation
Figure 11 : Customer’s Insights:Airline’s Profile
Figure 12 : Customer’s Insights: Mandala Brand Awarenes
Figure 13 : Customer’s Insights: Netnography #1
Figure 14 : Customer’s Insights: Netnography #2
Figure 15 : Mandala Marketing Segmentation, Target Market and Positioning
Figure 16 : Mandala Marketing 4C’s Strategies and Tactics
Figure 17 : Consumer : New Product Development
Figure 18 : Cost : Bowman’s Strategic Options
Figure 19 : Convenient for the New Mandala
Figure 20 : Clarification of Mandala Brand
Figure 21 : Mandala Brand Strategy Platform
Figure 22 : The New Mandala Value Curve
Figure 22 : The New Mandala Brand Campaign
Figure 23 : The New Mandala 360 degree Communication
Figure 24 : The Mandala Controls – progress measurement and monitoring


Chapter 1
Overview

1.1 Executive Summary
Mandala Air was once a glorious airline in Indonesia, in January 2011 they stopped their
operation due to bankruptcy. Because of the future prospect in Indonesia airline is quite
good, Saratoga Group bought 51% share of the airline, pledged with Tiger Airways 33%.
Sandiaga Uno, co-founder and chief executive of private equity firm Saratoga Group and
Chin Yau Seng.

Mandala restarting operations with its first flight from Jakarta to Medan, capital of North
Sumatra. Mandala’s return as a low-cost carrier, Mandala expects to tap the middle-income
demographic, which he said had grown by 7 million people annually in recent years,
creating a big pool of consumers increasingly seeking air travel.

Chin Yau Seng, Tiger’s chief executive was optimistic about the Indonesian market and
ready to compete with established budget airlines, including Lion Air, Citilink and Indonesia
AirAsia, that are also expanding. The good thing is the market is also growing, so while low-
cost carriers will grow their frequencies and networks. The rise in middle-income
households combined with the many islands that make up the country meant air travel was
the most efficient means of travel.

Both Saratoga and Tiger refrained from disclosing the amount of money they have invested
in Mandala. Mandala owed Rp 2.4 trillion ($262 million) to 114 of its suppliers, and Rp 27
billion to more than 70,000 ticket holders. Mandala are committed to provide new Airbus
A320. Initially Mandala will operate three planes and will operate 10 aircraft by the end of
the year. It is also re-employing about 80 people from its former cabin crews, including 22
pilots. The company is aiming to hire as many as 100 pilots by the end of the year.

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After the initial Jakarta-Medan route with 12 flights a week, Mandala will fly Medan to
Singapore and Jakarta to Kuala Lumpur. The company will continue “analyzing and adjusting”
its routes for the most effective and efficient operation.

This market is not static, it is fast growing. Mandala will grow as Mandala offer more flights
and more frequency. Mandala believes the company is operating in the right market at the
right time.

1.2 Introduction
About Mandala Airlines
Mandala Airlines is a low-cost carrier which the headquartered is in the Mandala Airlines
Building in West Jakarta, Jakarta, Indonesia. Mandala operated scheduled services to 3
international and 17 domestic destinations, used a fleet of narrow body Airbuses. Its main
operational base is Soekarno-Hatta International Airport in Jakarta. The airline had
positioned itself as a provider of safe and reliable service combined with a competitive
pricing scheme. In January 2011, the Mandala operation is suspended and its air certificate
of operation has been reactivated.

The company was reported to have asked the commercial court to delay debt recovery
action against the airline. The official application for postponement of debt payments to
the Commercial Court has been filed for Rp.800 billion to about 271 creditors. At end of
February 2011, the creditors had finally accepted the airline's debt settlement proposal to
convert debt to equity. It was approved by 70.58 percent of total creditors from the total
debt of Rp.2.4 trillion. After struggle with the funds, on September 24, 2011 the acquisition
transaction was finally closed. Mandala would be back in the air 90 days after it, but
certainly should get a new Air Operator Certificate first during it. Two Mandala aircraft
have been checked by the Transportation Ministry inspectors and Mandala Airlines have to
resume service by February 15, 2012 or its AOC license would be revoked. Mandala will
have 10 aircraft within one year.

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Mandala resume their airline operations on April 5th, 2012, with one domestic route
between its home base Jakarta and Medan. This will be followed by its first international
destination when they launches the Medan-Singapore route on April 20th, 2012, adding a
second Indonesian destination to Tiger's Singapore network after Jakarta. In May, Mandala
also fly twice daily to Malaysia's capital Kuala Lumpur from Jakarta. The latest Mandala
passengers who are still holding on to Mandala tickets after the company ceased
operations in 2011, were offered a complimentary travel voucher redeemable through the
company's new Tiger-based website.

History about Mandala

Figure 1 :
Mandala Lockheed L-188 Electra at Perth
Airport (early 1990s).

PT Mandala Airlines was founded on April 17th , 1969. The founders were Col. Sofjar, Maj.
Gen. Raden Soerjo, Adil Aljol, Maj. (Air Force) Soegandi Partosoegondo, Kasbi Indradjanoe
and Darwin Ramli. The airline was owned by PT Dharma Kencana Sakti, which was the
commercial arm of Yayasan Dharma Putra Kostrad, a foundation linked to Kostrad, the
strategic reserve command of the Indonesian army. The airline was named after Operation
Mandala, the military operations to incorporate West Papua into Indonesia. The name also
refers to Mandala, a Sanskrit term for a diagram symbolizing the universe, and it also being
used as the logo of the corporation.

In its early years Mandala Airlines operated flights between Jakarta and destinations in
eastern Indonesia, such as Ambon, Gorontalo, Kendari, Makassar and Manado. In 1972,

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Mandala took over Seulawah Air Service (another military-owned airline), which flew to
cities in western Indonesia, such as Banda Aceh, Banjarmasin, Medan, Padang, Palembang,
Pekanbaru and Pontianak, giving the airline a national coverage.

Under military management, Mandala Airlines kept a relatively quiet existence as a
second-tier airline. In 1992, it retired the last of its aged turboprop fleet and replaced them
with leased second hand jet aircraft. In 2001, it suffered a financial scandal, in which no
less than IDR 135.5 billion (about USD 13.5 million) was stolen from the company funds by
a senior Kostrad officer.

Despite being awarded as Indonesia's "Most Potential Brand in Airlines Service" in 2002,
Mandala found it hard to compete with other recently-emerged Indonesian airlines. In
2005, Mandala experienced a high profile accident in Medan. At about the same time,
political developments in Indonesia forced the military to divest itself of its businesses,
resulting in Mandala Airlines being offered for sale. After the Indonesian government
refused to take over Mandala Airlines, Cardig International acquired the airline for IDR 300
billion (USD 34 million) in April 2006. Indigo Partners acquired 49% of Cardig's shares in
October 2006.

Figure 2 :
An Airbus A319-100 in the current livery

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Within one year of its acquisition, Mandala Airlines transformed its image into a modern
airline satisfying international standards of safety. It adopted the low-cost carrier model, in
order to compete with other low-cost airlines in Indonesia. Mandala Airlines created a
special niche among Indonesia's low-cost carriers by creating an image as a safe airline,
taking advantage of the relatively young age of its fleet.

Mandala has completed the IOSA (IATA Operational Safety Audit) of the International Air
Transport Association (IATA), and other manufacturer audits. It contracted maintenance of
its aircraft to Singapore Airlines Engineering Company (SIAEC). Its safety improvements
were recognized by the European Union as Mandala was among four Indonesian airlines
(the others were Garuda Indonesia, Airfast Indonesia and Premiair) officially struck from
the EU airline ban list on July 14, 2009. Mandala is listed in Category 1 by the Indonesian
Civil Aviation Authority for airline safety quality.

In January 2009, Mandala Airlines completed the phasing out of its older Boeing aircraft,
replacing them with newer Airbuses. On April 20, 2009, Mandala moved its Jakarta
operations to the new Terminal 3 of the Soekarno-Hatta International Airport. In April 2010,
Mandala Airlines announced international services to Hong Kong, Macau and Singapore,
these services started on June 25, 2010.

Shortly after services between Jakarta and Macau started on 21 July 2010, the airline
announced that all flights between 22 to 29 August 2010 had been cancelled. Concerns
were raised by some passengers that the company did not provide adequate information
about the abrupt cancellations.

On January 13, 2011, Mandala Airlines temporarily stopped flying all of their fleet due to
debt problems. In May 2011, Singapore-based Tiger Airways thru Road Aviation Pte. Ltd.
and Saratoga Investama, an Indonesian strategic investment company owned by Sandiaga
Uno, announced their plans in a filing to the Singapore Stock Exchange on Thursday. Tiger

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Airways will acquire a 33 percent stake, while the Saratoga Group will buy 51 percent of
Mandala. Mandala Airlines will focus on Low Cost Carrier (LCC) market because one of the
shareholders, Tiger Airways also runs an LCC operation.

Corporate identity

Figure 3 :
Mandala Corporate Identity

The Mandala Airlines logo at figure 3, was used from 1969 to 2008. The airline's logo
represent a golden eight-pointed mandala reflecting the eight characters of humanity and
the eight elements in Javanese tradition, with a five-petaled lotus in its center reflecting
Indonesia's five-principled state ideology, Pancasila.

A new logo was unveiled on September 1, 2008, emphasizing the new image of the
corporation. The new logo, designed by Veronica Halim & Eddy Purwanto from Nuage
Branding, keeps the mandala and lotus theme of the original, but has a more streamlined
design.

The current livery of Mandala Airlines is a "Eurowhite" scheme, consisting of a white
fuselage with a blue 'mandala' title. The company logo is applied on the tail and the
outboard sides of engine nacelles. Mandala's previous livery was also a "eurowhite"
scheme with a different typeface for the 'Mandala' title, a blue tail and the original logo.
The airline's earliest scheme was a bare-metal lower and white upper fuselage with a blue
cheat line across the cabin windows and a red 'MANDALA' title.

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Other recent liveries used by Mandala Airlines include a gold and blue wavy scheme with a
large billboard 'Mandala' title introduced in early 2008, a mainly-white scheme with gold
and blue hockey stick stripes on the fuselage and a blue tail, and an all-white scheme.
Following its restructuring, the new hybrid Mandala livery reflects its status as Tiger
Airways' partner airline in Indonesia by keeping the blue 'mandala' title on the fuselage of
the Airbus A320 but having its wingtips and logo on the tail replaced with Tiger's stripes
and colors.

Destinations
Mandala resumed operations on April 2012 with a daily flight between Jakarta and Medan.
It was also announced in the same press release that the airline’s first international
destination would be Kuala Lumpur in Malaysia. However, a few days later, Mandala
quietly opened a new Medan-Singapore route for booking on its website, with flights
commencing 20 April 2012 and operated by Mandala. Other routes that have been
approved include Jakarta-Singapore and Singapore-Denpasar (Bali)-Jakarta.

In-flight service
Mandala Airlines is a single class service airline. It had a buy on board service offering food
and beverages for purchase by passengers, but no in-flight entertainment. Seats were
reserved and allocated during check-in. Free in-flight magazines and newspapers were
provided during flight.

Mandala Airlines had a baggage allowance of 20 kg (44 lb) per passenger, with an extra
5 kg (11 lb) for priority passengers. Priority passengers also benefit from better seat
locations (at the front of the aircraft), free lounge access and free food and beverages
(both in lounges and during flight).

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Ticketing
In line with current airline practice, Mandala Airlines utilized an electronic ticketing and an
e-payment system. The airline had a 24-hour call center and a website for customers to
book and pay for tickets electronically. Tickets for TransNusa destinations can be booked
from the website, but flights involving the different airlines need separate bookings for
each leg.

The motivation behind the marketing strategy
The good thing is the market is also growing, so while low-cost carriers will grow their
frequencies and networks. The rise in middle-income households combined with the many
islands that make up the country meant air travel was the most efficient means of travel.
Mandala expects to tap the middle-income demographic, which had grown by 7 million
people annually in recent years, creating a big pool of consumers increasingly seeking air
travel. Mandala is optimistic about the Indonesian market and ready to compete with
established budget airlines.

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Chapter 2
Situation Analysis

For the situation analysis, we do an analysis about the Macroeconomic Environment, Demand
and demand trends for the products/services in airline industry, The Social and Demographic
trends and also about the Industry environment it selves. The tools that we use are the 4C’s
Diamond Analysis, The Curve Value Analysis, SWOT Analysis and The Customer Insight Analysis.

2.1 4C’s Diamond Analysis
The 4C’s Diamond consists of Changes, Customers, Company and Competition.

Figure 4 :
The 4C’s Diamond of Mandala, Source : MIM

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1. Change
a. Macroeconomic environment

Figure 5 :
Indonesia Macroeconomic Situation

From the global market perspective, Indonesia macro economy has a big
achievement, although the world economic and politic is in crisis. Therefore
Indonesia is one of the potential investment targets for the investors. The Fourth
Cluster Driving Growth are food and beverages industry, Textiles, textile products,
and footwear industry, electronics and electronic components industry, and
transportation equipment’s and automotive components industry.

b. Technology Trends
From the technology trends, we can see that Information Technology (IT) is
expanding very fast, especially in communication area. The Social Media are also
expanding and have some new revolutions, the internet is becoming very popular
and it has a huge networking in Indonesia area. Using the internet, now customer
could search any information they want to know, by searching at their official

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website or blogs (social media). And accessing the internet, now there are many
media customer can use, such as laptop, smartphones, Ipad etc.

c. Social Culture
In the social culture area, the social media is now a phenomenon. Every people in
every level can access the internet easily. Because of the transforming of IT from
static to mobile, customer’s culture are now is mobile. They can access the internet
anytime and anywhere they want.

d. Market
The growth of the aviation industry doubled from Indonesia's economic growth
average 20% -21% per year. In the Low cost carrier (LCC) service area, there are
more attractive to suck 80% market share.

The middle-class people of Indonesia increased by 7 million people each year. And
there are 60 million passengers by 2015 and 75 million by 2020. This opportunity is a
good market for Mandala with the concept of low cost carrier. So, the domestic
aviation, market still needs a lot of planes, at least up to 1,000 units considering
Indonesia is an archipelago, while from the side of the plane is still defeated by India,
China, even Singapore. Indonesia has a lot of business sectors that depend on the
airline business, which is the tourism sector.

Foreign airlines also took the market potential of Indonesia, foreign investment in
Indonesia will be the toughest rival for local airlines in Indonesia.

Based on the Airline market share, Lion air has a big market share comparing to the
competitor. Lion Air has 38.9% frequency share and 45.55% capacity share and 92
domestic routes. Meanwhile, Mandala only have 3% frequency share and 3%

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capacity share and 17 domestic routes. Surely this market share will grow in line
with the growth of the airline industry itself.

Airline Frequency share Capacity share Domestic routes
Lion Air 38.9% 45.5% 92
Garuda 20.9% 21.6% 38
Indonesia
Batavia 12.7% 10.7% 55
Sriwijaya Air 9.8% 8.8% 39
Merpati 7.4% 5.9% 41
Nusantara
Mandala Airlines 3.0% 3.0% 17
Indonesia AirAsia 1.6% 1.8% 6
Figure 6 :
Indonesia Airlines Market 2011 Market Share, Source: OAG Max Online for
w/c 10 January 2011

e. Politic & Legal
Based on the political and legal regulation of the Aviation Law and government
policy, airlines or foreign investor will still be able to build the airline in Indonesia, as
long as the majority of shares held by local investors. The rule on Law No.1, 2009 on
Aviation, the aviation world investment of at least 50 million U.S. dollars is very
burdensome and threatening local investors.

Besides the political and legal regulation of the Aviation Law and government policy,
Mandala also must aware about the aviation fuel price, it increase every year.

2. Competitor
The Asean Open Sky will be enacted in 2015, the national airline to compete with the
airlines. Six airlines So Tight Competitors in Asean Open Sky. Three-in-class airline

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services is a full service Singapore Airlines, Thai Airways, Malaysia Airlines, while three
other carriers in the class cost (low cost carrier / LCC) is AirAsia, Tiger Airways and
Jetstar Airways.

The other issues from competitor Mandala must be aware are:
• Long haul flight is an trial to get undeveloped market share
• Differentiation from traditional LCC model by adding customer services or operation
as full service airline with low fare
• Ongoing industry consolidation has opened up prospects for new routes and airport
deals
• Full service airlines start cut costs to compete
• Entrance of other LCCs
• Increase in operation cost in producing value-added services
• System disruption due to heavily reliance on online sales
• The increase in customer’s requirements of higher-quality products/services

3. Customer
Customer more educated and has much information of taking a decision. Customers
now have many choices and they are more demanding and difficult to be satisfied.

Customer loyalty is decreasing because a lot of promotion that offer more benefits.
Customers who are price- oriented segment is very big, but have low buying power.

4. Company
• Company is value-decider
• The others 3C’s must be learned to see the effect to campany.
• The must existing competence analysis for the company.
• Base on the existing competence, take the stretch possibilities.
• Company has several choices that are go/invest, no no/hold, harvest and divest.

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• To decide the choice, depend on company risk attitude

2.2 Curve Value Analysis
The concept of a Value Curve is to use a diagram to compare products on a range of factors by
rating them on a scale from low to high. These can be features, benefits or ways in which a
product is distributed or consumed. The combination of these various factors defines the
product or service.

Multiple Value Curves should be drawn, to allow a visual comparison with competitive products
and to unearth possible spaces or gaps in the market. By investigating the feasibility of these
gaps (Will customers want this? Can you afford to offer this?) It may be possible to identify
changes to the product that significantly alter the value proposition. From figure 7, Mandala in
orange comparing it to the competitors.

Figure 7 :
Mandala Curve Value

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In The Curve value is seen some element as a key success factor for performance of the airline,
the assessments seen from the price offered, the availability of food, lounge facilities, seat
selection service, Hub Connectivity, speed and timeliness, coming from different cities,
amenities and services trunk.

Key success factors over the course of each different airline companies. This difference is the
goal to provide the best service and win competition.

2.3 SWOT Analysis
The SWOT Analysis is the fundamental concept, determining the strengths, weaknesses,
threats, and opportunities for Mandala.

SWOT Strength Weakness

Strength- Weaknesses-
Opportunities Opportunities opportunities
(SO) (WO)

Strength- Weaknesses-
Treats
Treats (ST) Treats (WT)

Figure 8 :
Mandala SWOT Analysis
The explanation about Mandala SWOT Analysis at Figure 8 can bee seen in Exhibit 1 : Mandala
SWOT Matrix Analysis and for the detailed IPAS (Internal Factors Analysis Summary) and EPAS
(External Factors Analysis Summary) of Mandala could be seen in Exhibit 2 : Mandala IPAS and
EPAS.

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Mandala Strength are :
1. Shares owned Mandala Saratoga Capital (51%), Tiger Airways (33%), concurrent credit
of 15%, and the old shareholders Cardig and Indigo (1%).
2. Tiger Sandiaga and prepare capital of U.S. $ 250 million.
3. Tiger Airways business model adopted.
4. Low-cost airline
5. Mandala operated scheduled services to three international and 17 domestic
destinations, used a narrow-body fleet of Airbuses.
6. The name Mandala is not changed
7. Safe and reliable flights
8. Tiger Airways, together with its associated airlines, operates a fleet of 32 Airbus A320
aircraft

Mandala Weaknesses are :
1. Service resource is limited by lower costs Limited human resources Situation Could not
handle irregular.
2. Government interference and regulation on airport deals and passenger compensation.
3. Non-central location of secondary airports.
4. Brand is vital for market position and developing it is always a challenge
5. Heavy reliance on outsourcing
6. New entrants to Provide the price-sensitive services
7. Mandala is still not a good name in the public eye since 2011 had been frozen.
8. The plane is still not much
9. Mandala routes are limited.
10. Other companies using the LCC business model too.
11. New Mandala will penetrate the Jakarta-Medan route. As for the international flights
will start from Jakarta to Kuala Lumpur, Malaysia.

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Mandala Opportunities are :
1. The growth of the aviation industry average of 20% -21% per year.
2. Long haul flight to get your trial is an undeveloped market share
3. Differentiation from traditional LCC models by adding customer services or as full-service
operation with a low fare airline
4. Ongoing industry consolidation has opened up prospects for new routes and airport
deals
5. High fuel prices will squeeze out unprofitable competitors
6. Service low cost carrier (LCC) more attractive to suck 80% market share.
7. 16 domestic routes and four international routes
8. Target the middle class 7 million people each year.
9. Increased tourism sector
10. 60 million passengers by 2015 and 75 million by 2020.
11. Mandala will operate 10 Airbus A320 aircraft.
12. Aviation Law. Airlines or foreign investment will still be able to build the airline in
Indonesia, as long as the majority of shares held by local investors.
13. Expand the technology of the website (ie iPhone apps, etc.)

Mandala Treats are:
1. Full service airlines cut costs start to Compete
2. Entrance of other LCCs
3. High fuel price decreases yield
4. Accident, terrorist attack, and disaster and affect customer confidence
5. Aviation regulation and government policy
6. Increase in operation cost in producing value-added services
7. System Disruption due to Heavily reliance on online sales
8. Asean Open Sky enacted in 2015

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9. Six airlines So Tight Competitors in Asean Open Sky (Singapore Airlines, Thai Airways,
Malaysia Airlines, AirAsia, Tiger Airways and Jetstar Airways.
10. The regulation on Law No. 1,2009 on Aviation, the aviation world investment of at least
50 million U.S. dollars is very burdensome and threatening local investors.
11. Foreign airlines also eyeing the market potential of Indonesia, foreign investment in
Indonesia will be the toughest rival for local airlines in Indonesia.
12. The increase of in aviation fuel prices
13. The increase of in the customer's requirements of higher-quality products / services
14. Tiger Airways Mandala proposed name is replaced with the name Tiger.

The correlation explanation between the strengths, weaknesses, threats, and opportunities are:
1. Strength/ opportunities (SO)
1. Increase Market Share
2. Increase Sales & Revenue
3. Expand current customer rewards program to build customer loyalty.
4. Expand freight air portion into former Tiger Airway and Local areas
5. Mandala Airlines utilized an electronic ticketing and an e-payment system. The
airline had a 24-hour call center and a website for customers to book and pay for
tickets electronically
2. Weaknesses/ opportunities (WO)
1. Build Strong Mandala Brand
2. Increase number of airplanes
3. addition Route
4. Improve efficiency through the use of aircraft Airbuss
5. Focus on service, speed and departure point-to-point.
3. Strength/ Treats (ST)
1. Expand brand recognition as top low-cost air carrier to eliminate competition.
2. Retain low-cost operating strategy to remain competitive.
3. Focus on the importance of safety, security, and service.

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4. Focus on the timeliness
5. Offer the most competitive price

4. Weaknesses/ Treats (WT)
1. Increase load capacity to get
2. maximum value out of jet fuel.
3. Initiate employee rewards program for productivity and customer retention.
4. Create expanded strategy and growth plan to thwart competition.
5. Reduce the cost of jet fuel that will decrease operational costs

2.4 Competitor Analysis based on 4P’s
We also analyze the competitor using the 4P’s, which are Product, Price, Place and
Promotion. For the competitor analysis, we try to compare some of airline industry in
Indonesia, which are : Lion Air, Sriwijaya Air, Air Asia, Merpati Nusantara Airlines, Batavia
and Garuda : Citilink Airlines. The competitor profile can be seen in Exhibit 3 : The
Competitor Profile.
1. Product
The product is an airline services, at the Low Cost Carrier Airlines segment.
2. Price
The detailed price comparison can be seen in Exhibit 4 : The Airlines Price
Comparison
3. Place
In the airline industry, place means the media that customer can buy the tickets.
The detailed place for the ticketing can be seen in the Exhibit 5 : The Airlines
Ticketing Place
4. Promotion
The detailed place for the ticketing can be seen in the Exhibit 6 : The Airlines
Promotions

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2.5 Consumer’s Insights
To have a strong in the analysis of Mandala and to make an accurate marketing strategy of
Mandala, we have approach some of the airlines customers. The goals is to have the insights
from the customer’s perspective about their experience using airline services.

Using a quantitative research method, the specific research method we use are Deep Interview,
Story Telling and Netnography. The goals of this research are getting a closer look and detailed
information about :
 the segmentation and the customer target,
 the customer behavior,
 the insights of the airlines customer,
 any supporting factors and inhibiting factors in the process of the brand development
 find new and fresh idea for the new development strategy

1. Deep Interview and Story Telling Method
The process of collecting the data, we had a deep interview for 50 customer, who are
divided in to 2 characteristic, the users of the new mandala and the non-users of
Mandala. And the analysis based on the interview are divided in to 3 :
1. Customer’s Profile
2. Airlines Profile
3. Mandala Brand Awareness

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1. Costumer’s Profile

Figure 9 :
Customer’s Insights: Customer’s Profile

Based on the deep interview, 100% of the respondents have traveled within a year.
Majority in 36% they traveled 4-8 times/ year, 29% they have traveled 1-3 times/year, 21%
have traveled >12 times/year and 14% they have traveled 8-12 times/year.

For the domestic destination, 13 % of the travelers, travels to Yogyakarta and Surabaya, 9%
of the travelers, travels to Semarang, Makasar and Denpasar, etc.

For the international destination, 37% of the travelers, travels to Singapore, 18% travels to
Kuala Lumpur, 13% travels to Bangkok and 11% travels to Hongkong, etc.

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2. Airline Profile

Figure 10 :
Customer’s Insights: Customer Transportation

We asked the respondent about the transportation they use to travel. For the international
destination, 100% are using airplane. But for the domestic destination, 79% are using
airplane, 13% they travel using their own vehicle, 7% using public transportation such as bus
or travel agencies and 1% are still using train.

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Figure 11 :
Customer’s Insights : Airline’s Profile

For the airline’s profile, customer’s bought their ticket 71% using online services and 29%
are using travel agent.

For the airlines corporation they use, majority use Air Asia and Garuda (30%) and 13% using
Mandala Air and Lion Air. And the reason they are using these airlines are 79% because of
the price, 75% are because of the promo offered, 65% are because of the Route hub and 57
% are because of the airlines provide’s foods and the punctual time.

There are 46% of the customer who are not aware of the type of the plane.

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3. Mandala Brand Awarness

Figure 12 :
Customer’s Insights: Mandala Brand Awareness

All of the respondent have heard about Mandala (100%) and 69% of it have flight using
Mandala because of the Good Service and Good Pilot (Landing) – 18%, 16% because of the fair
price, 14 % because of the easy and quick to do reservation online and the clean-comfort of the
airplane and also the punctual time.

2. Netnography Method

In netnography methode, we try to capture consumer insight through the social media. The
information about Mandala’s return have some pro and some contra.

Here are some pro about the return of Mandala. They are happy about the returning of
Mandala. The detailed about the pro of the return of Mandala can be seen in Exhibit 7 :
Netnography Customer Pro

24 | P a g e


Figure 13 :
Customer’s Insights: Netnography #1

Here are some contra about the return of Mandala :
The detailed about the contra of the return of Mandala can be seen in Exhibit 8 : Netnography
Customer Contra

Figure 14 :
Customer’s Insights: Netnography #2

25 | P a g e


Chapter 3
Marketing Segmentation, Target Market, and Positioning

Figure 15 :
Mandala Marketing Segmentation, Target Market and Positioning

3.1 Market Segmentation
Mandala market Segmentation are travelers, promo lovers, shopaholic and value added
seeker.

3.2 Target Market
The Mandala’s target market is the Value Added Seeker which leads to people looking
for added value at a low price. This opportunity is a good market for Mandala with the
concept of low cost carrier.

3.3 Positioning
Mandala will position itself to consumer’s mind as an low-cost airline (low cost carrier),
which focuses on the “Low Price - High Value” by applying the importance of safety,
security, service and timeliness.

26 | P a g e


Chapter 4
Marketing Goal and Objectives

Marketing goal and objectives :
 Build a strong Mandala Brand
 Communicate the New Mandala Values and Commitment
 Increase Market Share
 Increase Sales & Revenue
 Open new route with lower costs
 Create Mandala New Experience

27 | P a g e


Chapter 5
Marketing 4C’s Strategies and Tactics

To reach the marketing goals which are building a strong Mandala Brand , Communicate the
New Mandala Values and Commitment , Increase Market Share , Increase Sales & Revenue
Open new route with lower costs and Create Mandala New Experience, here are the Marketing
4C’s Strategies and Tactics :

Consumer Cost Convenient Communication

Figure 16 :
Mandala Marketing 4C’s Strategies and Tactics

5.1 Consumer
For the product, Mandala will open a new route expanding and exploring the
east of Indonesia which are not touched by the other airlines. Mandala will also
open new rout to Bali, and Maluku.

28 | P a g e


Full Service Not Favorite
New Route
Airlines Route Route
• Medan – • Medan – Bali • Medan - Maluku
Singapore – Raja
Ampat/Wakatobi

Figure 17 :
Consumer: New Product Development

5.2 Cost
The cost/price strategy is to set the price to be affordable. Below Full Service and
average Low Cost Carrier Airways

Figure 18 :
Cost : Bowman’s Strategic Options
Ancillary Fees:
Reservation changes, baggage limitations, frequent flyer point sales,
concession

29 | P a g e


In-flight service
 Mandala Airlines is give choices of seats class service airline. It had a
buy on board service offering food and beverages for purchase by
passengers, but no in-flight entertainment. Seats were reserved and
allocated during check-in. free in-flight magazines or newspapers and
blanket were provided during flight.
 Mandala Airlines had a baggage are included in the flight price about
20 kilos. Priority passengers also benefit from better seat locations (at
the front of the aircraft), free lounge access and free food and
beverages (both in lounges and during flight).

5.3 Convenient
Here are the convenient for the New Mandala, and for the Mandala Website can
be seen in Exhibit 9 : Mandala Website.

Mandala web site
website for customers to Mandala Bye-Pass®
Mobile Web program
book and pay for tickets airport self-service kiosks
electronically.

Travel agency web sites
Corporate booking Traditional travel
(e.g. Travelocity,
agencies agencies
Expedia)

In line with current
airline practice, Mandala Mandala T.T.M
The airline had a 24-hour
Airlines utilized an
call center Ticket Teller Machine
electronic ticketing and
an e-payment system.
Figure 19 :
Convenient for the New Mandala

30 | P a g e


5.4 Communication
For the communication about the new Mandala, first we clarify the brand first.

Figure 20 :
Clarification of Mandala Brand

The marketing vision for Mandala is being the Low Cost Carrier Airline icon as the
market leader in the LCC Airlines. The core are is being the brand leadership
premium.

31 | P a g e


1. Brand Strategy Platform
Mandala Brand Strategy platform:
Brand target is for the Value Added Seeker, with the brand essence is Everyone
already fly. The brand positioning is the Low Price-High Value and for the brand
personality is the active dynamic and modern people.

Figure 21 :
Mandala Brand Strategy Platform

Looking at the Value Curve, it’s very obvious that the Mandala Direct
offering differs greatly to its competitor. By cutting out costly traditional
elements such as ticket price. It provides food and convenient lounge
with a higher value than rivals. Mandala position the brand as the airline
with low price-high value. The competitor did not provide more benefits
to its customers. Therefore Mandala provides additional value such as a
dining and lounge facilities. Mandala Direct's service is for everyone.

32 | P a g e


Figure 22 :
The New Mandala Value Curve

2. Co creation
Co-creation, maintaining the quality of Mandala services and Maintain the service of
the product. We create new services for Mandala customers especially in the
reservation area; we call it Mandala Check and Go. The website would be more
simple, easy and quick to access. The aim is to attract more customers especially in
value added seeker. People who are a value added seeker, has a very concern in
time and seeking for the product quality especially the benefits for themselves
comparing to others. Maintain the service of the product; the aim is to satisfy and
create more value to the customers.

3. Communal Activation
Mandala must create a creative outlet to attract customers. The outlet must have a
unique experience like the products, combine with some activities. The activity must

33 | P a g e


take place at malls or office area. The creative outlet we named it Mandala Lovers’
Near You!

4. Conversation, we use 360 degrees to 365 days a year strategy include inside
advertising, brand activation, digital media activities, and PR Events. Mandala must
create a community itself. Our suggestion name is Mandala Lovers. The community
contains people with the same interest, value added seeker.

The Campaign :

Global Campaign Local Campaign

Where can Fly All You Can Fly promotions allowed consumers
and for the to buy a monthly pass for
Local unlimited travel to Mandala
destinations. Mandala believes
half of the buyers had not flown
them before

Figure 22 :
The New Mandala Brand Campaign

34 | P a g e


The following table describes how Mandala's marketing program supports its brand position.
360 degrees Communication Framework :

Figure 23 :
The New Mandala 360 degree Communication

5. Commercialization
 To create the buzz, name we name the activation Mandala Near You! The outlet
for exhibition should not stay long, so the customer could search for Mandala
and wondering what’s their New Unique Experience.
 Creative and interactive sales promotion, especially in the social media to boost
the awareness.
 Social Media, Extensive use of social media allows Mandala to create buzz with
very little cost.

35 | P a g e


 Website, Visitors to www.Mandalaair.com can browse an Experience Mandala
section that features videos of consumers talking about the various benefits of
flying Mandala (e.g., space, entertainment, etc.)
 Mandala Flyer Lovers, This loyalty program to address customers' desire for the
elimination of blackout dates, an extended lifespan for points, and a shift to
points for miles flown rather than money spent.
 Continue to Stress Differentiation, Mandala’s new You Above All campaign is
built upon stressing the idea that the flying experience is significantly better with
Mandala than with other airlines. Continuing this focus is the best way to ensure
customer know what Mandala Air stands for, especially as the company’s ability
to continually provide a significantly lower price comes into question.
 Leverage Integrated Customer Service System, Mandala’s new customer service
system11 provides a great way for the company to profile its customer base,
investigate customer actions, and understand key loyalty drivers. Using this tool
to build a targeted marketing program that tailors messages to customers will
enable Mandala to increase effectiveness.
 Target Price Sensitive People, Mandala is in a unique position to target
customers who are a value added seekers during tough economic times. As a
discount provider who also focuses on customer service, they can appeal to cost-
sensitive people that need to cut travel costs but don’t want to sacrifice comfort,
convenience, and modernity. Mandala should investigate opportunities to
increase corporate travel partnerships.

36 | P a g e


Chapter 6 :
Controls – progress measurement and monitoring

Controls – progress measurement and monitoring

Figure 24 :
The Mandala Controls – progress measurement and monitoring

We suggest Mandala could be concern to the customer loyalty. Nowadays, many brands are trying hard
to grab attention and getting new customer. Instead of investing to grab new market which are not
necessarily loyal, the most important thing is maintain your customer not searching for new customer.
Mandala and Tiger already has their own community, we just have to maintain them and make them
loyal. If the customers are loyal, then they are Mandala Lovers Stars, who will share experience about
the product and suggesting people to buy the product without asking any compliment. So, let Mandala
Lovers Stars be Mandala Word Of Mouth Agent. That’s why we use Return on Marketing Investment
(ROMI) to see the optimization of marketing activities in the short and long term to increased revenue,
profit and also market share.

37 | P a g e


Reference
Keller, Kevin Lane. 2008, Strategic Brand Management, Building, Measuring and
Managing Brand Equity, Pearson

Kim, W.Chan and Mauborgne R., 2005. Blue Ocean Strategy : How To Create
Uncontested Market and Make Competition Irrelevant, Harvard Business School
Publishing Corporation

Kotler, Philip and Keller, Kevin Lane. 2006. Marketing Management. Pearson

Rangkuti, Freddy. 2009, Analisis SWOT : Teknik Membedah Kasus Bisnis, PT. Gramedia
Pustaka Utama.

38 | P a g e


Appendix

Exhibit 1 : Mandala SWOT Matrix Analysis
Exhibit 2 : Mandala IPAS and EPAS
Exhibit 3 : The Competitor Profile
Exhibit 4 : The Airlines Price
Exhibit 5 : The Airlines Ticketing Place
Exhibit 6 : The Airline Promotion
Exhibit 7 : Netnography : Customer Pro
Exhibit 8 : Netnography : Customer Contra
Exhibit 9 : Mandala Website

39 | P a g e


Exhibit 1 : Mandala SWOT Matrix Analysis

Strength Weaknesses

1. Shares owned Mandala 1. Service resource is limited by lower
Saratoga Capital (51%), costs Limited human resources
Tiger Airways (33%), Situation Could not handle irregular.
concurrent credit of 15%,
and the old shareholders 2. Government interference and
Cardig and Indigo (1%). regulation on airport deals and
passenger compensation.
2. Tiger Sandiaga and
prepare capital of U.S. 3. Non-central location of secondary
$ 250 million. airports.

3. Tiger Airways business 4. Brand is vital for market position and
model adopted. developing it is always a challenge

4. Low-cost airline 5. Heavy reliance on outsourcing

5. Mandala operated 6. New entrants to Provide the price-
scheduled services to sensitive services
three international and 17 7. Mandala is still not a good name in
domestic destinations, the public eye since 2011 had been
used a narrow-body fleet frozen.
of Airbuses.
8. The plane is still not much
6. The name Mandala is not
changed 9. Mandala routes are limited.

7. Safe and reliable flights 10. Other companies using the LCC
business model too.
8. Tiger Airways, together
with its associated 11. New Mandala will penetrate the
airlines, operates a fleet of Jakarta-Medan route. As for the
32 Airbus A320 aircraft international flights will start from
Jakarta to Kuala Lumpur, Malaysia.

40 | P a g e


Opportunities Strength/ opportunities (SO) Weaknesses/ opportunities (WO)

1. The growth of the aviation 1. Increase Market Share 1. Build Strong Mandala Brand
industry average of 20% -21%
per year. 2. Increase Sale & Revenue 2. Increase number of pesawat
2. Long haul flight to get your 3. Expand current customer 3. addition Route
trial is an undeveloped market rewards program to build
share customer loyalty. 4. Improve efficiency through the use of
3. Differentiation from aircraft Airbuss
traditional LCC models by adding 4. Expand freight air portion
into former Tiger Airway 5. Focus on service, speed and
customer services or as full-
and Local areas departure point-to-point.
service operation with a low fare
airline
5. Mandala Airlines utilized
4. Ongoing industry
an electronic ticketing and
consolidation has opened up
an e-payment system. The
prospects for new routes and
airline had a 24-hour call
airport deals
center and a website for
5. High fuel prices will squeeze
customers to book and
out unprofitable competitors
pay for tickets
6. Service low cost carrier (LCC)
electronically
more attractive to suck 80%
market share.
7. 16 domestic routes and four
international routes
8. Target the middle class 7
million people each year.
9. Increased tourism sector
10. 60 million passengers by
2015 and 75 million by 2020.
11. Mandala will operate 10
Airbus A320 aircraft.
12. Aviation Law. Airlines or
foreign investment wilcl still be
able to build the airline in
Indonesia, as long as the
majority of shares held by local
investors.
13. Expand the technology of
the website (ie iPhone apps,
etc.)

41 | P a g e


Treats Strength/ Treats (ST) Weaknesses/ Treats (WT)

1. Full service airlines cut costs 1. Expand brand recognition 1. Increase load capacity to get
start to Compete as top low-cost air carrier
2. Entrance of other LCCs to eliminate competition. 2. maximum value out of jet fuel.
3. High fuel price decreases yield 3. Initiate employee rewards program
4. Accident, terrorist attack, and 2. Retain low-cost operating
strategy to remain for productivity and customer
disaster and affect customer retention.
confidence competitive.
5. Aviation regulation and 4. Create expanded strategy and growth
3. Focus on the importance
government policy of safety, security, and plan to thwart competition.
6. Increase in operation cost in service. 5. Reduce the cost of jet fuel that will
producing value-added services
4. Focus on the timeliness decrease operational costs
7. System Disruption due to
Heavily reliance on online sales
5. Offer the most
8. Asean Open Sky enacted in
competitive price
2015
9. Six airlines So Tight
Competitors in Asean Open Sky
(Singapore Airlines, Thai
Airways, Malaysia Airlines,
AirAsia, Tiger Airways and
Jetstar Airways.
10. The regulation on Law No.
1,2009 on Aviation, the aviation
world investment of at least 50
million U.S. dollars is very
burdensome and threatening
local investors.
11. Foreign airlines also eyeing
the market potential of
Indonesia, foreign investment in
Indonesia will be the toughest
rival for local airlines in
Indonesia.
12. The increase of in aviation
fuel prices
13. The increase of in the
customer's requirements of
higher-quality products /
services
14. Tiger Airways Mandala

42 | P a g e


proposed name is replaced with
the name Tiger.

Exhibit 2 : Mandala IPAS and EPAS
IFAS & EFAS Analysis
Internal Factors Weight Rating Weighted
Strength Score
Shares owned Mandala Saratoga Capital (51%),
Tiger Airways (33%), concurrent credit of 15%, and 0.08 4 0.32
the old shareholders Cardig and Indigo (1%).
Tiger Sandiaga and prepare capital of U.S. $ 250
0.05 2 0.1
million.
Tiger Airways business model adopted. 0.03 1 0.03
Low-cost airline 0.03 3 0.09
Mandala operated scheduled services to three
international and 17 domestic destinations, used a 0.09 2 0.18
narrow-body fleet of Airbuses.
The name Mandala is not changed 0.12 4 0.48
Safe and reliable flights 0.11 3 0.33
Tiger Airways, together with its associated airlines,
0.1 4 0.4
operates a fleet of 32 Airbus A320 aircraft
Total 0.61 3 1.93

Weaknesses
Service resource is limited by lower costs Limited
human resources Situation Could not handle
irregular. 0.1 4 0.4
Government interference and regulation on airport
deals and passenger compensation. 0.07 1 0.07
Non-central location of secondary airports. 0.04 3 0.12
Brand is vital for market position and developing it
is always a challenge 0.1 4 0.4
Heavy reliance on outsourcing 0.06 2 0.12

43 | P a g e


New entrants to Provide the price-sensitive services 0.03 2 0.06
Mandala is still not a good name in the public eye
since 2011 had been frozen. 0.03 3 0.09
The plane is still not much 0.03 3 0.09
Mandala routes are limited. 0.03 3 0.09
Other companies using the LCC business model too. 0.03 3 0.09
New Mandala will penetrate the Jakarta-Medan
route. As for the international flights will start from
Jakarta to Kuala Lumpur, Malaysia. 0.04 3 0.12
Total 0.39 3 1.18
TOTAL 1 3 2.05

EFE Matrix for Mandala Airlines
External Factors Weight Rating Weighted
Opportunities Score
The growth of the aviation industry average of 20%
-21% per year. 0.07 3 0.21
Long haul flight to get your trial is an undeveloped
market share 0.12 4 0.48
Differentiation from traditional LCC models by
adding customer services or as full-service
operation with a low fare airline 0.05 1 0.05
Ongoing industry consolidation has opened up
prospects for new routes and airport deals 0.05 1 0.05
High fuel prices will squeeze out unprofitable
competitors 0.04 2 0.08
Service low cost carrier (LCC) more attractive to
suck 80% market share. 0.04 3 0.12
16 domestic routes and four international routes 0.04 3 0.12
Target the middle class 7 million people each year. 0.04 3 0.12
Increased tourism sector 0.04 3 0.12
60 million passengers by 2015 and 75 million by
2020. 0.04 3 0.12
Mandala will operate 10 Airbus A320 aircraft. 0.04 3 0.12
Aviation Law. Airlines or foreign investment will
still be able to build the airline in Indonesia, as long
as the majority of shares held by local investors. 0.04 3 0.12
Expand the technology of the website (ie iPhone
apps, etc.) 0.04 3 0.12
Total 0.37 3 1.83

44 | P a g e


Threats
Full service airlines cut costs start to Compete 0.06 4 0.24
Entrance of other LCCs 0.05 1 0.05
High fuel price decreases yield 0.06 3 0.18
Accident, terrorist attack, and disaster and affect
customer confidence 0.12 3 0.36
Aviation regulation and government policy 0.06 1 0.06
Increase in operation cost in producing value-added
services 0.06 2 0.12
System Disruption due to Heavily reliance on online
sales 0.04 1 0.04
Asean Open Sky enacted in 2015 0.03 1 0.03
Six airlines So Tight Competitors in Asean Open Sky
(Singapore Airlines, Thai Airways, Malaysia Airlines,
AirAsia, Tiger Airways and Jetstar Airways. 0.04 1 0.04
The regulation on Law No. 1,2009 on Aviation, the
aviation world investment of at least 50 million U.S.
dollars is very burdensome and threatening local
investors. 0.02 1 0.02
Foreign airlines also eyeing the market potential of
Indonesia, foreign investment in Indonesia will be
the toughest rival for local airlines in Indonesia. 0.04 1 0.04
The increase of in aviation fuel prices 0.02 1 0.02
The increase of in the customer's requirements of
higher-quality products / services 0.03 1 0.03
Tiger Airways Mandala proposed name is replaced
with the name Tiger. 0.63 1 1.23
TOTAL 1 3 3.06

45 | P a g e


Exhibit 3 : The Competitor Profile
Mandala Air Lion Air Sriwijaya Air Air Asia Merpati Batavia Air Citilink
Nusantara
Airlines
PT Saratoga Investment PT Lion Mentari Airlines PT. Sriwijaya Air PT. Indonesia AirAsia. PT. Metro Batavia
Group (51%), Tiger
Airways(33%), Kreditur dan
pemegang saham lama (16%)
Presiden Direktur Diono Nurjadin Rusdi Kirana Chandra Lie Sardjono Joseph Saul
Jhony
Tjitrokusum
o
Mulai Beroperasi 17 April 1969, Berenti 19 Oktober 1999 2003 6 5 Januari 2002 8 Agustus 2008
beroperasi 10 Januari 2011 – September
4 April 2012 1962
Aliansi Tiger Airways Wings Air -
Slogan Partner Airlines of Tiger We make people fly Enjoy Simplicity
Airways
Jenis Kelas Bisnis -
Ekonomi
Program Frequent Lion Pasport Club - Merpati
Flier EasyFlyer
Lounge Penumpang Mandala Priority Lion King Lounge -
Website www.mandalaair.com www.lionair.co.id www.sriwijayaair.co.i www.merpa www.batavia-
d ti.co.id air.co.id
Facebook #fans Merpati
airlines #
2.432
Twitter #followers @mandalaair #8.917 @lionairliners # 2.384 @SriwijayaairSJ @airasiaid #147.745 @merpati_i @bataviaair @citilink #18.154
@tigerairways #11.467 #2.703 nfo # 5.011 #3.242
@tigerairwayssg #14.280 @Sriwijayaair #1.200
Twitter tweets @mandalaair #632 0 @SriwijayaairSJ #18 30.929 6.330 28 8.147
@tigerairways #352 @Sriwijayaair #2
@tigerairwayssg #1.063
Youtube Citilink
Jumlah Armada 11 72 29 33
Kota Tujuan 16 61 36 87
Jawa Jakarta o Bandung  Jakarta   Surabay
Yogyakarta o Jakarta  Surabaya o Jakarta a
Surabaya o Malang  Bandung o Semara (Bandar
o Semarang  Semarang ng Udara

46

o Solo  Yogyakarta o Solo Internasi
o Surabaya  Solo o Yogyak onal
o Yogyakarta arta Juanda)
o Suraba  Jakarta
ya (Bandar
o Malang Udara
Internasi
onal
Soekarn
o-Hatta)

Bali & NTT Denpasar Denpasar Denpasar o Denpas Denpasar
Kupang ar
o Matara
m
o Kupang
Kalimantan Balikpapan o Balikpapan Balikpapan o Pontian  Balikpap
o Banjarmasi ak an
n o Palang (Bandar
o Berau karaya Udara
o Palangkaray o Banjar Sepingga
a masin n)
o Pontianak o Balikpa  Banjarm
o Tarakan pan asin
o Taraka (Bandar
n Udara
Sjamsudi
n Noor)

Sumatera Padang o Banda Aceh  Banda Aceh  Batam
Medan o Bengkulu  Palembang o Medan (Bandar
Pekanbaru o Lampung  Pekanbaru o Banda Udara
Palembang o Jambi  Medan Aceh Hang
Banda Aceh o Medan  Padang o Padang Nadim)
o Padang o Pekanb  Medan
o Palembang aru (Bandar
o Pangkal o Batam Udara
Pinang o Jambi Polonia)
o Pekanbaru DJB
o Tanjung o Palemb
Pandan ang
o Tanjungpina o Pangka
ng lpinang
o Tanjun
g
Pandan

47

o Bengku
lu BKS
o Tanjun
gpinan
g
Sulawesi Manado o Gorontalo  Makasar  Makassa
Makasar o Kendari o Makass r,
o Manado ar (Bandar
o Palu o Kendari Udara
o Makassar o Palu Internasi
o Ambon o Manad onal
o Ternate o Sultan
o Ambon Hasanud
din)
 Manado

Papua Manok
wari
MKW
(Banda
ra
Rendan
i)
Jayapur
a DJJ
(Banda
ra
Sentani
)

Asia Tenggara Singaporeya  Singapura  Malays 
 Vietnam o Singapura ia
 Philimpes  Malaysia  Kuala
o Cebu o Penang Lumpur
o Clark o Kuala  Kuchin
(Manila Lumpur g
)  Timor Leste  Singap
o Manila o Dili ura
o Kalibo
 Singap
 Malaysia ura
o Kinabal  Thailan
u d
o Kuala
Lumpur
 Bangko
k
o Kuchin
 Phuket

48

g  Iran
o Penang
 Tehran
 Isfahan
 Timor
Leste
 Dili DIL

Asia Timur  Republik Rakyat  Republ 
Cina ik
o Guangz Rakyat
hou Cina
o Haikou  Guangz
o Shenzh hou
en CAN
 Hongkong
 Macau
 Srilangka
 India
o Bangal
ore
o Chenna
i
o Kochi
o Thiruva
nantha
puram
o Tirucha
irapalli

Timur Tengah Bangladesh  Arab 
 Dhaka Saudi
 Jeddah
JED (
 Riyadh
RUH

Australia Brisbane
Caines
Goald Coast
Hobart
Melbourne
Perth

49

Syney

Exhibit 4 : The Airlines Price

Booking 24 April Mandala Air Lion Air Sriwijaya Air Air Asia Merpati Nusantara Airlines Batavia Air Citilink
2012
(7 – 14 Mei) - pagi
Jakarta –
Denpasar
Promo Rp. 401.000; Promo Rp. 500.000; Promo n/a Promo Rp. 379.000; Eco 0 Rp.
Pro 399.090;
mo
Ekonomi Rp. 643.000; Ekonomi Rp. 530.000; Reguler Rp. 443.900; Flexi Rp. 588.000; Eco Rp. 716.900;
Bud
get
Business n/a Business n/a Ekonomi Rp. 698.000; Eco Rp. 886.900;
Me
diu
m
Business - Eco Rp. 1.266.900;
Pre
miu
m
Denpasar -
Jakarta
Promo Rp. 544.000; Promo Rp. 460.000; Promo n/a Promo n/a Eco 0 Rp.
Pro 399.090;
mo
Ekonomi Rp. 643.000; Ekonomi Rp. 530.000; Reguler Rp. 443.900; Flexi n/a Eco Rp. 556.900;
Bud
get
Business n/a Business n/a Ekonomi Rp. 918.000; Eco Rp. 886.900;
Me
diu
m
Business - Eco Rp. 1.266.900;
Pre
miu
m

50

Strategic marketing plan mandala air

Strategic marketing plan mandala air

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