Consolidating the Growth
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Bab Ii Sejarah Dan Perkembangan Garuda
BAB II SEJARAH DAN PERKEMBANGAN GARUDA INDONESIA Pada bab dunia penulis akan menguaraikan ataupun membahas tentang kondisi dunia penerbangan indonesia serta penulis mengambil studi kasus dari salah satu maskapai penerbangan Indonesia yaitu PT. Garuda Indonesia (Persero) Tbk. Dan pada bab ini penulis akan membagi menjadi dua sub bab utama yaitu : Gambaran banyak tentang Garuda Indonesia dan perkembangan dari Garuda Indonesia. A. Sejarah Garuda Indonesia Garuda Indonesia adalah perusahaan penerbangan nasional yang dimiliki oleh indonesia serta maskapai pertama dan terbesar yang ada di Indonesia, Dengan tujuan serta pendekatan yang berorientasi untuk “melayani” serta Garuda Indonesia juga mempunyai slogan yaitu “The Airline Of Indonesia”. Garuda ini sendiri diambil dari nama burung, yaitu burung dari dewa Wisnu dalam legenda pewayangan. Sejarah perkembangan penerbangan dilakukan sejak dulu pada saat Indonesia sedang mempertahankan kemerdekaanya. Penerbangan komersial pertama yang dilakukan oleh Indonesia menggunakan pesawat DC-3 Dakota dengan registrasi RI 001 dari Calcutta ke Rangoon dan diberi nama “Indonesian Airways” dilakukan pada 26 Januari 1949 yang sekaligus juga menjadi hari jadi dari Garuda Indonesia.19 Serta di tahun yang sama yaitu pada tanggal 28 Desember 1949 pertama kalinya pesawat 19 Garuda Indonesia, Tentang Garuda Indonesia, https://www.garuda-indonesia.com/id/id/corporate- partners/company-profile/about/index.page?, di akses tanggal 09 Des. 16 Pukul 16:11 WIB 18 Garuda di cat dengan logo “Garuda Indonesian Airways” pesawat tipe Douglas DC- 3 dengan nomor registrasi PK-DPD, yang pada saat itu terbang dari Jakarta menuju Yogyakarta untuk menjemput presiden pertama yaitu Presiden Soekarno. Dan itulah penerbangan Garuda yang pertama dengan logo “Garuda Indonesian Airways” serta nama tersebut di berikan oleh Presiden Soekarno dan nama itu di perolehnya dari penyair terkenal “Noto Soeroto”. -
Liste-Exploitants-Aeronefs.Pdf
EN EN EN COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, XXX C(2009) XXX final COMMISSION REGULATION (EC) No xxx/2009 of on the list of aircraft operators which performed an aviation activity listed in Annex I to Directive 2003/87/EC on or after 1 January 2006 specifying the administering Member State for each aircraft operator (Text with EEA relevance) EN EN COMMISSION REGULATION (EC) No xxx/2009 of on the list of aircraft operators which performed an aviation activity listed in Annex I to Directive 2003/87/EC on or after 1 January 2006 specifying the administering Member State for each aircraft operator (Text with EEA relevance) THE COMMISSION OF THE EUROPEAN COMMUNITIES, Having regard to the Treaty establishing the European Community, Having regard to Directive 2003/87/EC of the European Parliament and of the Council of 13 October 2003 establishing a system for greenhouse gas emission allowance trading within the Community and amending Council Directive 96/61/EC1, and in particular Article 18a(3)(a) thereof, Whereas: (1) Directive 2003/87/EC, as amended by Directive 2008/101/EC2, includes aviation activities within the scheme for greenhouse gas emission allowance trading within the Community (hereinafter the "Community scheme"). (2) In order to reduce the administrative burden on aircraft operators, Directive 2003/87/EC provides for one Member State to be responsible for each aircraft operator. Article 18a(1) and (2) of Directive 2003/87/EC contains the provisions governing the assignment of each aircraft operator to its administering Member State. The list of aircraft operators and their administering Member States (hereinafter "the list") should ensure that each operator knows which Member State it will be regulated by and that Member States are clear on which operators they should regulate. -
Publications 2019
AAIP Policy Paper No. 2 / 2019 – Reviewing Ownership and Control of the Indonesian Airlines Ridha Aditya Nugraha ASEAN Aviation Integration Platform (AAIP) Policy Paper No. 2 / 2019 Reviewing Ownership and Control of the Indonesian Airlines Ridha Aditya Nugraha Air Power Centre of Indonesia Air and Space Law Studies, International Business Law Program Universitas Prasetiya Mulya Member of German Aviation Research Society The views expressed are those of the author. 2 AAIP Policy Paper No. 2 / 2019 – Reviewing Ownership and Control of the Indonesian Airlines Ridha Aditya Nugraha Contents Executive Summary .............................................................................................................................. 4 1. The Liberalization Progress in Indonesia ................................................................................... 5 2. The State of Play ............................................................................................................................ 6 3. The Current Legal Regime and Its Limits .................................................................................. 9 4. Benefits from Relaxing Ownership and Control of the Indonesian Airlines ...................... 10 5. The Way Forward and Conclusions ......................................................................................... 12 Table 1: Domestic Flights Market Share of Indonesian Airlines, 2017 ........................................... 7 Table 2: International Flights Market Share of Indonesian Airlines, 2017 -
The Impact of Brand Equity and Price Towards Customer Purchase Decision in Low Cost Airlines
THE IMPACT OF BRAND EQUITY AND PRICE TOWARDS CUSTOMER PURCHASE DECISION IN LOW COST AIRLINES (A CASE STUDY OF INDONESIA AIRASIA, JAKARTA – DENPASAR ROUTE) By Fazrul Rahman ID No. 014201200185 A skripsi presented to the Faculty of Business President University Inpartial fulfillment of the requirements for Bachelor Degree in Economics Majoring Management October 2016 PANEL OF EXAMINERS APPROVAL SHEET The panel of examiners declared that the skripsi entitled “THE IMPACT OF BRAND EQUITY AND PRICE TOWARDS COSTUMER PURCHASE DECISION IN LOW COST AIRLINES (A STUDY CASE OF INDONESIA AIRASIA, JAKARTA – DENPASAR ROUTE)” that was submitted by Fazrul Rahman majoring in Management from the Faculty of Business was assessed and approved to have passed the Oral Examinations on December 14, 2016. Miftah Zikri, M.Sc Chair – Panel of Examiners Dr. Ir. Yunita Ismail Masjud, M.Si Examiner 2 Filda Rahmiati, MBA Examiner 3 SKRIPSI ADVISER RECOMMENDATIONLETTER This skripsi entitled “THE IMPACT OF BRAND EQUITY AND PRICE TOWARD COSTUMER PURCHASE DECISION IN LOW COST AIRLINES (A STUDY CASE OF AIR ASIA INDONESIA IN JAKARTA – DENPASAR ROUTE)” prepared and submitted by Fazrul Rahman in partial fulfillment of the requirements for the degree of Bachelor in the Faculty of Business has been reviewed and found to have satisfied the requirements for a skripsi fit to be examined. I therefore recommend this skripsi for Oral Defense. Cikarang, Indonesia, December 14, 2016 Acknowledged by, Recommended by, Dr. Dra. Genoveva, M.M Miftah Zikri, M.Sc Head of Management Study Program Skripsi Adviser DECLARATION OF ORIGINALITY I declare that this skripsi, entitled “THE IMPACT OF BRAND EQUITY AND PRICE TOWARD COSTUMER PURCHASE DECISION IN LOW COST AIRLINES (A STUDY CASE OF INDONESIA AIRASIA, JAKARTA – DENPASAR ROUTE) is, to the best of my knowledge and beliefs, an original piece of work that has not been submitted, either in whole or in a part, to another university to obtain a degree. -
Dahulu Dikenal Sebagai PT AWAIR Internasional) Dibentuk Pada Bulan September 1999 Sebagai Perusahaan Swasta Lokal Di
BAB III GAMBARAN UMUM PERUSAHAAN A. Gambaran Umum Indonesia AirAsia 1. Sejarah PT Indonesia AirAsia PT Indonesia AirAsia (dahuludikenal sebagai PT AWAIR Internasional) dibentuk pada bulan September 1999 sebagai perusahaan swasta lokal di Indonesia. Pada Maret 2000, PT AWAIR Internasional diambil alih oleh sekelompokinvestor swasta yangdikepalai olehUnn Harris danPinHarris yang kemudian secara penuh mengelola seluruh perusahaan. AWAIR mengadopsi model bisnis maskapai penerbangan dengan penuh dan beragam kelas dan pelayanan kabinyang lengkap. AWAIR memperoleh ijin bisnis penerbangan udara berjadwal pada Mei 2000, dua armada A310300 diantarkan ke AWAIR. AWAIR meluncurkan penerbanganperdananya dari Jakarta ke Surabaya, Medan, danBalikpapanpada Juni 2000. Pada Desember 2000, AWAIR menambah armada A310300 yang ketida dan membuka rute dari Jakarta ke Singapore, Denpasar dan Ujung Pandang. AWAIR secara bertahap menurunkankegiatanoperasinya pada awal 2001 karena ketatnya kompetisi di Indonesia dalam mengikuti kebijakan sektor penerbangan Indonesia. Pada pertengahan 2004, AA International Limited (AAIL) sebuahperusahaanyang 99.8% sahamnya dimiliki olehAirAsia Berhad menunjukkan ketertarikannya terhadap AWAIR dan memulai pembicaraan Analisis perbandingan pengaruh..., Siskanita, FISIP UI, 2008 47 dengan para pemegang saham AWAIR untuk mengambil alih 49% saham AWAIR. Pada 30 Agustus 2004, AAIL memasuki kerjasama penjualan dan pembayaranuntukpengambilalihansaham AWAIR. Danpada bulanSeptember 2004, AWAIR memperoleh ijin dari Badan Koordinasi Penanam -
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D A Y 3 AVIATION WEEK & SPACE TECHNOLOGY / AIR TRANSPORT WORLD / SPEEDNEWS February 18, 2016 Singapore Airshow Zetta managing director Geoffery Cassidy (left) and Bombardier Business Aircraft sales VP Peter Likoray toasted MRO is Changing in Asia the deal here yesterday. Lufthansa Technik says deeper pockets will be needed. PAGE 3 No Rolls-Pratt Link Up British maker had its chance, says new P&W president, Leduc. PAGE 10 Saab Enters ASW Market Swordfish anti-submarine system is based on Global 6000. PAGE 18 Buys Two Globals Yak Trainer Sports a Diesel New primary trainer for Russia Singapore-based Zetta Jet has exercised options on two Bombardier Global 6000 jets, and has taken options on an additional has a German engine. PAGE 20 pair, Bombardier said here yesterday. The 6000 “delivers the perfect combination of comfort, range and performance sought by the international traveling elite who make up our clientele,” said Zetta managing director Geoffery Cassidy. The two aircraft will be based at Zetta’s North American hub in Los Angeles. The firm order, including a first Global 6000 announced in December, is valued at approximately US$187 million, Bombardier says. If all options are exercised, the value could reach ST Aero Opens VIP Center US$436 million. Zetta was established this past August. Will furnish/refurbish VIP busi- ness jets in Singapore. PAGE 22 Airbus, Boeing, CFM Win Orders AVIAGE Works to be Global AVIC-GE JV proposes avionics for CFM topped the orders league yesterday The Okay order, which still must be approved new Chinese widebody. PAGE 27 with a US$4.9 billion contract placed by by the Chinese government, is valued at $1.3 Transportation Partners, the leasing arm of Lion billion at list prices and makes the Beijing- Opinion: Forex Wild Card Group, for 348 LEAP-1A engines to power 174 headquarted carrier the Chinese launch opera- previously-ordered Airbus A320neo airliners. -
Operation Management Is a Functional Field of Business with Clear Line Management Responsibilities
7 CHAPTER II LITERATURE REVIEW 2.1 Operations Management Operations Management is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services. Like marketing and finance, operation management is a functional field of business with clear line management responsibilities. This point is important because operations management is frequently confused with operation research and management science and industrial engineering (Chase, 2001, pp.6-7). Operations management decisions at the strategic level impact the company’s long-range effectiveness in terms of how it can address its customer’s needs. Thus, for the firm to succeed, these decisions must be in alignment with the corporate strategy. Decisions made at the strategic level become the fixed conditions or operating constrains under which the term must operate in both the intermediate and short term. At the next level in the decision-making process, tactical planning primarily addresses how to efficiently schedule material and labor within the constraints of previously made strategic decisions. Issues on which Operation Management concentrates on this level include: How many workers do we need? When do we need them? Should we work overtime or put on a second shift? When should we have material delivered? Should we have a finished goods inventory? These tactical 8 decisions, in turn, become the operating constraints under which operational planning and control decisions are made (Chase, 2001, p8). 2.2 Achieving Competitive Advantage through Operations Competitive advantage implies the creation of a system that has a unique advantage over its competitors. The idea is to create customer value in an efficient and sustainable way. -
Managementinnovation Strategy to Face the Competition of Domesticcommercial Flight Business in Indonesia Case Study: Garuda Indonesia Airline
MANAGEMENTINNOVATION STRATEGY TO FACE THE COMPETITION OF DOMESTICCOMMERCIAL FLIGHT BUSINESS IN INDONESIA CASE STUDY: GARUDA INDONESIA AIRLINE S. RENDY ARDIANSYAH Department of Engineering Management, University of Birmingham, Birmingham, United Kingdom E-mail: [email protected] Abstract- Innovation is an essential part to be done bycompanies in order to survive for the tight competition in business industry. Being innovative does not just creating new product using the expertise of market researchers, and product developers. It also involves using capabilities of everyone in organisation to achieve the process that help new product to reach the market effectively and efficiently. Garuda Indonesiabecomes one of many companies that successfully innovate in their core business. They do a good innovation in their marketing strategy as well as in the company's management structure. In thispaper, a review of selected innovation strategy has been undertaken by Garuda Indonesia that can provide a competitive advantage and sustainability in the global market. Based on the literature review, a framework has been developed with key factors/enablers that determine the resilience and competitiveness of innovation strategy of Garuda Indonesia. This framework has been empirically studied by collecting data from annual report, and data from company. It involves a sample of competitor and provides further insight into the key characteristics associated with resilience and competitiveness of Garuda Indonesia airline that are influenced by advances -
Garuda Indonesia (GIAA IJ) Buy
Indonesia Initiating Coverage 3 October 2019 Transportation | Airline Garuda Indonesia (GIAA IJ) Buy Flying High; Initiate At BUY Target Price (Return) IDR750 (+51%) Price: IDR498 Market Cap: USD0.91bn 14.3bn/1.0m Avg Daily Turnover (IDR/USD) Initiating coverage with a BUY on recent constructive structural Analysts changes, with a 12-month TP of IDR750, derived from a 10-year DCF (WACC: 9.3%, terminal growth: 4%), 51% upside. Post multiple accidents, the Jessica Pratiwi Government has raised the price floor for commercial airfare to 35% of the +6221 5093 9845 price ceiling, and mandated regular maintenance, which should benefit GMFI, [email protected] GIAA’s subsidiary. A higher ASP and fuel management through capacity adjustments have resulted in much higher profitability – 7M19 NPAT reached management’s FY target. It is trading at an attractive 8.1x 2020F P/E. Michael W Setjoadi Variable price floor to preserve profitable margins. The higher ticket price +6221 5093 9844 floor regulation has increased the industry’s profitability, including Garuda [email protected] Indonesia’s low-cost carrier (LCC) – Citilink from a USD11.7m loss in 1H18 to USD27.7m profit in 1H19 (contributing to 49% of 1H19 total EBIT). Regulators will review the price floor every three months, or whenever there is a spike in Marco Antonius production cost of >10%. We believe this is more proactive than the previous +6221 5093 9849 regulation that reviewed the price floor on an annual basis. [email protected] Rising passenger yield on price competition. Following the higher price Share Performance (%) floor, GIAA has adjusted its prices by +25% for Garuda Indonesia, and +40% for Citilink, resulting in much higher passenger yield of US cents 10.9/km YTD 1m 3m 6m 12m (+38.9% YoY) and US cents 7.98/km (+57% YoY) as at 8M19. -
BAB I PENDAHULUAN 1.1 Gambaran Umum Objek Penelitian Perkembangan Industri Baik Produk Maupun Jasa Di Indonesia Semakin Bertumbu
BAB I PENDAHULUAN 1.1 Gambaran Umum Objek Penelitian Perkembangan industri baik produk maupun jasa di Indonesia semakin bertumbuh dengan cepat seiring dengan munculnya pesaing – pesaing baru dengan modal besar memasuki pasar dan bisnis. Salah satunya yaitu di sektor transportasi khususnya jasa udara karena transportasi udara yang paling umum digunakan adalah dengan menggunakan pesawat terbang. Perusahaan atau organisasi yang menyediakan jasa penerbangan bagi penumpang ataupun barang disebut dengan Maskapai Penerbangan. Terdapat berbagai jenis maskapai penerbangan yang beroperasi di Indonesia, diantaranya adalah Maskapai Penerbangan Niaga Berjadwal, Niaga Kargo Berjadwal, Niaga Tidak Berjadwal, Niaga Kargo Tidak berjadwal dan juga Maskapai Penerbangan Non Niaga. (Dickson, 2014). Berikut ini adalah gambaran umum maskapai penerbangan yang akan digunakan sebagai objek penelitian, yaitu Garuda Indonesia, Lion Air, Sriwijaya Air, Air Asia dan Citilink: PT Garuda Indonesia (Persero) Tbk Gambar 1.1 Logo PT Garuda Indonesia (Persero) Tbk Sumber: Garuda Indonesia, 2015 Garuda Indonesia adalah maskapai penerbangan nasional Indonesia yang terbang ke lebih dari 40 tujuan domestik dan 36 tujuan Internasional. Garuda Indonesia meraih penghargaan sebagai maskapai penerbangan regional terbaik di dunia yang diberikan oleh Skytrax dan terbang untuk pertama kalinya pada tahun 1949. Kantor pusat Garuda Indonesia beralamat di Jl. M1, Area Perkantoran Gedung 1 Garuda City Center Soekarno-Hatta International Airport Cengkareng 19120 – Indonesia. (GarudaIndonesia, 2015). Website yang digunakan Garuda Indonesia adalah https://www.garuda-indonesia.com PT Lion Mentari Airlines Gambar 1.2 Logo PT Lion Mentari Airlines Sumber: Lion Air, 2015 Lion Air mulai mengangkasa dari Indonesia pada tahun 2000 dengan satu buah pesawat dalam armadanya. Selama delapan tahun beroperasi, Lion Air kini terbang ke lebih dari 36 kota di Indonesia dan banyak tujuan-tujuan penerbangan lainnya, seperti Singapura, Malaysia dan Vietnam dengan armada Boeing 737-900ER yang baru. -
Commission Implementing Regulation (EU) No
Status: This is the original version (as it was originally adopted). Commission Implementing Regulation (EU) No 1318/2014 of 11 December 2014 amending Regulation (EC) No 474/2006 establishing the Community list of air carriers which are subject to an operating ban within the Community (Text with EEA relevance) COMMISSION IMPLEMENTING REGULATION (EU) No 1318/2014 of 11 December 2014 amending Regulation (EC) No 474/2006 establishing the Community list of air carriers which are subject to an operating ban within the Community (Text with EEA relevance) THE EUROPEAN COMMISSION Having regard to the Treaty on the Functioning of the European Union, Having regard to Regulation (EC) No 2111/2005 of the European Parliament and the Council of 14 December 2005 on the establishment of a Community list of air carriers subject to an operating ban within the Community and on informing air passengers of the identity of the operating carrier, and repealing Article 9 of Directive 2004/36/CE(1), and in particular Article 4(2) thereof, Whereas: (1) Commission Regulation (EC) No 474/2006(2) established the Community list of air carriers which are subject to an operating ban within the Union, referred to in Chapter II of Regulation (EC) No 2111/2005. (2) In accordance with Article 4(3) of Regulation (EC) No 2111/2005, some Member States and the European Aviation Safety Agency (EASA) communicated to the Commission information that is relevant in the context of updating that list. Relevant information was also communicated by certain third countries. On the basis of that information, the Community list should be updated. -
Asia-Pacific Low-Cost Carriers Ranked by Fleet Size As of Dec
Asia-Pacific Low-cost Carriers Ranked by Fleet Size as of Dec. 31, 2013 No. of Rank Carrier Country LCC Group Aircraft 1 JT Lion Air Indonesia Lion 94^^ 2 AK AirAsia Malaysia AirAsia 74 3 JQ Jetstar Airways Australia Jetstar 74 4 6E IndiGo India (independent) 73 5 SG SpiceJet India (independent) 56 6 5J Cebu Pacific Air Philippines (independent) 48 7 9C Spring Airlines China Spring* 39 8 FD Thai AirAsia Thailand AirAsia 35 9 BC Skymark Airlines Japan (independent) 33 10 QZ Indonesia AirAsia Indonesia AirAsia 30 11 IW Wings Air Indonesia Lion 27 12 TR Tigerair Singapore Tigerair 25 13 QG Citilink Indonesia (Garuda) 24 14 OX Orient Thai Airlines Thailand (independent) 22 15 DD Nok Air Thailand Nok* 21** 16 IX Air India Express India (Air India) 21 17 3K Jetstar Asia Vietnam Jetstar 19^ 18 D7 AirAsia X Malaysia AirAsia X* 18 19 GK Jetstar Japan Japan Jetstar 18 20 G8 GoAir India (independent) 17 21 8L Lucky Air China (Hainan Airlines) 17 22 7C Jeju Air South Korea (independent) 13 23 Z2 Zest Air Philippines AirAsia 13 24 S2 JetLite India (Jet Airways Airlines) 13 25 PN West Air China (Hainan Airlines) 13 26 HD Air Do Japan (independent) 13 27 TT Tigerair Australia Australia Tigerair 12 28 LQ Solaseed Japan (independent) 12 29 MM Peach Japan (All Nippon Airways) 11 30 BX Air Busan South Korea (Asiana Airlines) 11 31 7G Star Flyer Japan (independent) 11 32 VJ VietJet Air Vietnam VietJet* 10 33 OD Malindo Air Malaysia Lion 10 34 LJ Jin Air South Korea (Korean Air) 10 35 RI Tigerair Mandala Indonesia Tigerair 9 36 ZE Eastar Jet South Korea (independent)