Strategic marketing plan mandala air

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Strategic marketing plan mandala air

  1. 1. Strategic Marketing Plan Strategic Marketing Plan Mandala Air The Second Life Haris Suhendra, Pramita Wardani, Endah Widiastuti, Stephanus Kurniadi, Hendriana, Steven Martono
  2. 2. Strategic Marketing Plan 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
  3. 3. Strategic Marketing Plan 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
  4. 4. Strategic Marketing Plan 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. 1|Page
  5. 5. Strategic Marketing Plan 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 airlines 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. 2|Page
  6. 6. Strategic Marketing Plan 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 Tigers Singapore network after Jakarta. In May, Mandala also fly twice daily to Malaysias 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 companys 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, 3|Page
  7. 7. Strategic Marketing Plan 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 Indonesias "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 Cardigs shares in October 2006. Figure 2 : An Airbus A319-100 in the current livery 4|Page
  8. 8. Strategic Marketing Plan 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 Indonesias 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 5|Page
  9. 9. Strategic Marketing Plan 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 airlines 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 Indonesias 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. Mandalas previous livery was also a "eurowhite" scheme with a different typeface for the Mandala title, a blue tail and the original logo. The airlines 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. 6|Page
  10. 10. Strategic Marketing Plan 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 Tigers 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). 7|Page
  11. 11. Strategic Marketing Plan 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. 8|Page
  12. 12. Strategic Marketing Plan 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 9|Page
  13. 13. Strategic Marketing Plan 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 10 | P a g e
  14. 14. Strategic Marketing Plan 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 Indonesias 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% 11 | P a g e
  15. 15. Strategic Marketing Plan 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 12 | P a g e
  16. 16. Strategic Marketing Plan 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. 13 | P a g e
  17. 17. Strategic Marketing Plan • 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 14 | P a g e
  18. 18. Strategic Marketing Plan 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. 15 | P a g e
  19. 19. Strategic Marketing Plan 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. 16 | P a g e
  20. 20. Strategic Marketing Plan 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 17 | P a g e
  21. 21. Strategic Marketing Plan 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 customers 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. 18 | P a g e
  22. 22. Strategic Marketing Plan 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 19 | P a g e
  23. 23. Strategic Marketing Plan 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 20 | P a g e
  24. 24. Strategic Marketing Plan 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. 21 | P a g e
  25. 25. Strategic Marketing Plan 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. 22 | P a g e
  26. 26. Strategic Marketing Plan 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. 23 | P a g e
  27. 27. Strategic Marketing Plan 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
  28. 28. Strategic Marketing Plan 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
  29. 29. Strategic Marketing Plan 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
  30. 30. Strategic Marketing Plan 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
  31. 31. Strategic Marketing Plan 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
  32. 32. Strategic Marketing Plan 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
  33. 33. Strategic Marketing Plan 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
  34. 34. Strategic Marketing Plan 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
  35. 35. Strategic Marketing Plan 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 Directs service is for everyone. 32 | P a g e
  36. 36. Strategic Marketing Plan 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
  37. 37. Strategic Marketing Plan 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
  38. 38. Strategic Marketing Plan The following table describes how Mandalas 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
  39. 39. Strategic Marketing Plan  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
  40. 40. Strategic Marketing Plan 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
  41. 41. Strategic Marketing Plan 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
  42. 42. Strategic Marketing Plan 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
  43. 43. Strategic Marketing Plan 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
  44. 44. Strategic Marketing Plan 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
  45. 45. Strategic Marketing Plan 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 customers requirements of higher-quality products / services 14. Tiger Airways Mandala 42 | P a g e
  46. 46. Strategic Marketing Plan 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
  47. 47. Strategic Marketing Plan 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
  48. 48. Strategic Marketing Plan 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 customers 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
  49. 49. Strategic Marketing Plan 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
  50. 50. Strategic Marketing Plan 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
  51. 51. Strategic Marketing Plan 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
  52. 52. Strategic Marketing Plan 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

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