DOCSLIB.ORG

Garuda Indonesia Airline

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Garuda Indonesia Airline International Journal of Management and Applied Science, ISSN: 2394-7926 Volume-3, Issue-8, Aug.-2017 http://iraj.in 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 in operations strategies, technology and globalisation. Finally, a detailed summary of findings and conclusions are presented. Keywords- Innovation; resilience; competitiveness; strategy. I. INTRODUCTION Indonesia recorded growth turn out to be a very promising business. This case then used by the other Innovation can be defined as the process of airline competitors including Lion Air to take developing, creating, and implementing the new advantage of the Garuda Indonesia's bad reputation technologies, products and services which results with a massive expansion plan to get the majority of value [1]. Companies should generate innovation to market share. Based on data from State-owned keep its value in global market. Some of them forget corporation that provides services operator of airports the importance of innovation including Garuda in Indonesia, PT. Angkasa Pura, the number of air Indonesia as Indonesian airline company. Back from passengers in Indonesia has increased year by year to eighties, after separated from the KLM Dutch airline over 25 million in 2005 and continues to grow [3]. company, Garuda Indonesia received benefits from This research will address how is the competitive the government to do concession of monopoly in the position of Garuda Indonesia to competitors and aviation industry. As a result, in 1982 Garuda whatinnovation strategies are used to make Garuda Indonesia became the 2nd best airline in Asia Indonesia rose again. afterJapan Airlines as well as being the largest and influential airline in the southern hemisphere. II. METHOD However, since the Indonesian government issued ministerial decree no.11/2011 and particular In this study, the data collection system is done using deregulation about air transportation and initial secondary data. The data source comes from operational procedures in 1999 [2], the development corporate and online data. Data collection is done in of commercial aviation industry is becoming stages according to the sequence of data which want increasingly widespread. Garuda Indonesia as to process first. For internal data of Garuda Indonesia national Indonesia airline can no longer dominate the Airline, the research group prioritizes the internal market for aviation services industry. A large number report source of the company because it will be of private airlines companies operating in Indonesia trusted and valid, while the idea for data related such as Lion Air, Sriwijaya Air, Adam Air and others external factors affecting the company derived from automatically enter and create a tight competition in the discussion group of researchers. Data obtained commercial flight business sector. Indirectly, this from an indirect source is used but sought by its case affected the position of Garuda Indonesia in supporting information as an example of another severe conditions. The situation was getting worse by more reliable site to validate the data obtained. the Asian crisis that hit Indonesia in the last two Data processing is done in stages in accordance with decades, a series of accidents suffered by Garuda the sequence of steps in conducting analysis of Indonesia, and the ban on flights to the European corporate strategy include three crucial steps: Union in 2007. In contrast from the problems structural analysis and positioning which consists of experienced by Garuda, the air transport sector in five forces analysis of Porter, and TOWS analysis; Managementinnovation Strategy to Face the Competition of Domesticcommercial Flight Business in Indonesia Case Study: Garuda Indonesia Airline 7 International Journal of Management and Applied Science, ISSN: 2394-7926 Volume-3, Issue-8, Aug.-2017 http://iraj.in Innovation strategy implementation which includes Carrier industries in Indonesia. Meanwhile, Garuda “seven S” model, and Innovation on trategy Indonesia only able to occupy the second position [6]. development which using Ansoff matrix; and Thirdly, the threat of product substitution. Product Identified the needs of the innovation aims to substitution of Garuda Indonesia is air transport determine the needs of customers who will serve as services of sea and land transportation. Customers the basis for making / designing products. Identified prefer products replacement like train, car or bus for the needs of the design is made to clarify the short-haul routes, while the product replacement like boundaries in developing management. Strategy ship chosen by considering lower cost. Fourthly, applied by the company then processed into Grand bargaining power of suppliers. Garuda Indonesia has Strategy.The analysis given for each step considers a variety of suppliers including PT. Angkasa Pura to quantitative, qualitative and related data to the firm. support operations, Pertamina company for fuel, The results that have been obtained in the form of while the engine used by the fleet of aircraft data from observation. manufactured by CFM International between Rolls- Royce in the UK, and General Electric in the United III. RESULT States. Lastly, bargaining power of buyers. Garuda Indonesia as the premium airlines will focus on two A. The Structural Analysis and Positioning of categories of customers both domestic and Garuda Indonesia international. Garuda Indonesia for its own domestic To be competitive in the aviation industry bothinside market focus on middle-class customers by providing and outside the country, determining weaknesses, Full-Service Company. For international routes, each strengths, opportunities, threats, and strategies year Garuda Indonesia earned substantial profits from become crucial [4]. At this stage, I use the model of the Indonesian pilgrimage to middle east. Porter's five forces to analyse the competition of 2) TOWS Analysis Garuda Indonesia which is a widely used approach to Marketing audit is a systematic, comprehensive, develop a strategy in many industries and TOWS independent and always takes place on a regular basis Analysis to identify factor that affecting the company. in a company. Recommendations and solutions to improve the company's performance will be 1) Five Forces Analysis generated through this activity [7]. In this part, I tried The competitive strategy aims to establish the to implement Garuda Indonesia’s marketing audit profitable and sustainable position against the forces using a TOWS analysis. TABLEI TOWS ANALYSIS that determine industry competition [5]. Garuda Indonesia's business strategy in the competitive WEAKNESS STRENGTHS 1. Garuda Indonesia always 1. Perform continuous promotion in aviation industry can be analysed using five forces depends on automatic system to various ways such as social analysis approach. Firstly, competition among run its business. If something media promotions to increase error occurred on the system, sales. existing companies. The increasing number of business processes will be 2. Improve and expand the role of domestic and international airlines that operate disturbed. each individual worker to be able 2. Technical factor such as the to become a mentor so that indicating strong competition in this industry. limitation of cabin crew which productivity can be maintained. Domestic airlines include Air Asia, Sriwijaya Air, make more delays on flight. 3. Always innovating to produce value added products. Lion Air, Wings, Merpati. There are also several 4. Customer relation management international airlines, such as Singapore Airlines, becomes the main focus. Cathay Pacific, JAL, KLM. To respond to 5. Implement booking engine features to facilitate customers. competition among airlines Garuda Indonesia carries out operational activities byimplementing OPPORTUNITIES W-O S-O 1. Develop the new fleet with 1. Recruited many cabin crew in 1. International media promotion standardized only on Full-Service Carrier, but they advanced technology to save fuel order to avoid
Load more

Recommended publications
  • China Southern Airlines' Sky Pearl Club
    SKY PEARL CLUB MEMBERSHIP GUIDE Welcome to China Southern Airlines’ Sky Pearl Club The Sky Pearl Club is the frequent flyer program of China Southern Airlines. From the moment you join The Sky Pearl Club, you will experience a whole new world of exciting new travel opportunities with China Southern! Whether you’re traveling for business or pleasure, you’ll be earning mileage toward your award goals every time you fly. Many Elite tier services have been prepared for you. We trust this Guide will soon help you reach your award flight to your dream destinations. China Southern Sky Pearl Club cares about you! 1 A B Earning Sky Pearl Mileage Redeeming Sky Pearl Mileage Airlines China Southern Award Ticket and Award Upgrade Hotels SkyTeam Award Ticket and Award Upgrade Banks Telecommunications, Car Rentals, Business Travel ， Dining and others C D Getting Acquainted with Sky Pearl Rules Enjoying Sky Pearl Elite Benefits Definition Membership tiers Membership Qualification and Mileage Account Elite Qualification Mileage Accrual Elite Benefits Mileage Redemption Membership tier and Elite benefits Others 2 A Earning Sky Pearl Mileage As the newest member of the worldwide SkyTeam alliance, whether it’s in the air or on the ground, The Sky Pearl Club gives you more opportunities than ever before to earn Award travel. When flying with China Southern or one of our many airline partners, you can earn FFP mileage. But, that’s not the only way! Hotels stays, car rentals, credit card services, telecommunication services or dining with our business-to-business partners can also help you earn mileage.
    [Show full text]
  • Skyteam Timetable Covers Period: 01 Jun 2021 Through 31 Aug 2021
    SkyTeam Timetable Covers period: 01 Jun 2021 through 31 Aug 2021 Regions :Europe - Asia Pacific Contact Disclaimer To book, contact any SkyTeam member airline. The content of this PDF timetable is for information purposes only, subject to change at any time. Neither Aeroflot www.aeroflot.com SkyTeam, nor SkyTeam Members (including without Aerolneas Argentinas www.aerolineas.com limitation their respective suppliers) make representation Aeromexico www.aeromexico.com or give warranty as to the completeness or accuracy of Air Europa www.aireuropa.com such content as well as to its suitability for any purpose. Air France www.airfrance.com In particular, you should be aware that this content may be incomplete, may contain errors or may have become Alitalia www.alitalia.com out of date. It is provided as is without any warranty or China Airlines www.china-airlines.com condition of any kind, either express or implied, including China Eastern www.ceair.com but not limited to all implied warranties and conditions of China Southern www.csair.com merchantability, fitness for a particular purpose, title and Czech Airlines www.czechairlines.com non-infringement. Given the flexible nature of flight Delta Air Lines www.delta.com schedules, our PDF timetable may not reflect the latest information. Garuda Indonesia www.garuda-indonesia.com Kenya Airways www.kenya-airways.com By accessing the PDF timetable, the user acknowledges that the SkyTeam Alliance and any SkyTeam member KLM www.klm.com airline will not be responsible or liable to the user, or any
    [Show full text]
  • What Next for Alitalia After Air France-KLM Snub? Is Not a Normal Aircraft,” He Said
    ISSN 1718-7966 SEPTEMBER 30, 2013 / VOL. 408 WEEKLY AVIATION HEADLINES Read by thousands of aviation professionals and technical decision-makers every week www.avitrader.com WORLD NEWS Lion Air in CSeries talks Lion Air, the Indonesian budget carrier, is in talks with Canadian airframer Bombardier over a po- Alitalia is facing a cash tential order for up to 100 of its crunch after larger CSeries CS300 jets, with major share- negotiations set to be finalised holder Air at the UK’s Farnborough Airshow France-KLM voted against next July. In meetings with Bom- a capital bardier Commercial Aircraft boss increase Mike Arcamone last week, Lion Air president Rusdi Karana said Alitalia the CSeries was ‘beyond his ex- pectation: “What they’re doing What next for Alitalia after Air France-KLM snub? is not a normal aircraft,” he said. Move to keep carrier under Italian control would be ‘hidden nationalization’ “This one is very special.” It is understood that Export Develop- The future is looking increasingly with its own internal troubles, last Industry minister Flavio Zamonato ment Canada would be involved grim for Italian flag carrier Alita- week announcing that it no long- told reporters that the government in financing the deal. lia after Air France-KLM, its larg- er expected to reach its break- was in talks with banks and other est shareholder, last week voted even target this year and that it investors in the domestic market $15.6bn for Airbus in China against proposals to launch a would slash a further 2,800 jobs. that would keep the company un- capital increase of at Airbus said it won orders worth der Italian control.
    [Show full text]
  • 1 Tanggung Jawab Pengangkut Terhadap Penumpang Yang Tidak Terdaftar Dalam Manifes (Studi Kasus Jatuhnya Pesawat Lion Air Jt
    Abimanyu Faiz Prajogo & H. K. Martono TANGGUNG JAWAB PENGANGKUT TERHADAP PENUMPANG YANG TIDAK TERDAFTAR DALAM MANIFES (STUDI KASUS JATUHNYA PESAWAT LION AIR JT 610 DI KARAWANG) Volume 2 Nomor 2, Desember 2019 E-ISSN : 2655-7347 TANGGUNG JAWAB PENGANGKUT TERHADAP PENUMPANG YANG TIDAK TERDAFTAR DALAM MANIFES (STUDI KASUS JATUHNYA PESAWAT LION AIR JT 610 DI KARAWANG) Abimanyu Faiz Prajogo (Mahasiswa Program S1 Fakultas Hukum Universitas Tarumanagara) [email protected] Prof. Dr. H.K. Martono, S.H., L.L.M. (Corresponding Author) (Dosen Fakultas Hukum Universitas Tarumanagara, Meraih Sarjana Hukum pada Fakultas Hukum Universitas Universitas Indonesia) (E-mail: [email protected]) Abstract Lion Air with fligh code JT-610 route Jakarta to Pangkal Pinang on October 29th, 2028 which crashed in Karawang Waters carrying 178 passengers, one child passenger, 2 babies, and 7 cabin crew. On the plane there are passengers who are not on the ticket or not registered. Issues issued are how the responsibility of the carrier in an aircraft accident that is not listed in the passenger manifest. The research method used in this thesis research is normative legal research. The results of the research prove that passengers who are not in the manifest may receive compensation, but only compensate for voluntary purchases. It may be possible to request ex gratia or voluntarily to buy a passenger ticket that cannot be ordered in the passenger manifest. However, based on information compiled from PT Jasa Raharja, checking the heirs or families of victims of the crash of the Lion Air JT 610 aircraft which were not equipped in the manifest of the aircraft could still receive compensation.
    [Show full text]
  • Laws and Regulations: Air Transportation of Persons with Disabilities (PWD) and Others in Indonesia
    International Journal of Humanities and Social Science Invention ISSN (Online): 2319 – 7722, ISSN (Print): 2319 – 7714 www.ijhssi.org ||Volume 6 Issue 11||November. 2017 || PP.50-63 Laws and Regulations: Air Transportation of Persons with Disabilities (PWD) and Others in Indonesia Christine K,1 Frans Kurniawan,2 and Martono3 Abstract: This article purported to explore laws and regulations on air transportation of persons with disabilities (PWD) and others in Indonesia. It consist of three chapter namely chapter one regarding legal ground such as the United Nations (UN), Act No. 13 Year 1998, Act No. 39 Year 1999, high light of Act No. 39 Year 1999, PWD related to Chicago Convention of 1944, PWD in the ICAO Doc.9984, legal ground of PWD in the Civil Aviation Act of 2009; chapter two regarding air transportation of PWD and others provides Citilink’s COC includes the use of electronic ticket, cancellation and refund of E-ticket, legal liability, carrying PWD; Garuda Indonesia’s COC includes the right to refuse carriage, special assistance, passenger with illnesses and PWD, travel with a companion, special assistance for prisoners; Indonesian AirAsia’s COC includes PWD, passenger with a companion, passengers with a medical condition /illnesses, unaccompanied child, pregnant women, infants 8 days and/or below, the right to refuse and others; Lion Air’s COC includes PWD, the right to refuse; Sriwijaya Air’s COC includes the right to deny carriage and other; chapter three conclusion and recommendation. Keywords: persons with disabilities. air transportation, condition of carriage ----------------------------------------------------------------------------------------------------------------- ---------------------- Date of Submission: 18-11-2017 Date of acceptance: 30-11-2017 --------------------------------------------------------------------------------------------------------------------------------------- I.
    [Show full text]
  • Analyzing the Case of Kenya Airways by Anette Mogaka
    GLOBALIZATION AND THE DEVELOPMENT OF THE AIRLINE INDUSTRY: ANALYZING THE CASE OF KENYA AIRWAYS BY ANETTE MOGAKA UNITED STATES INTERNATIONAL UNIVERSITY - AFRICA SPRING 2018 GLOBALIZATION AND THE DEVELOPMENT OF THE AIRLINE INDUSTRY: ANALYZING THE CASE OF KENYA AIRWAYS BY ANETTE MOGAKA A THESIS SUBMITTED TO THE SCHOOL OF HUMANITIES AND SOCIAL STUDIES (SHSS) IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF MASTER OF ARTS DEGREE IN INTERNATIONAL RELATIONS UNITED STATES INTERNATIONAL UNIVERSITY - AFRICA SUMMER 2018 STUDENT DECLARATION I declare that this is my original work and has not been presented to any other college, university or other institution of higher learning other than United States International University Africa Signature: ……………………… Date: ………………………… Anette Mogaka (651006) This thesis has been submitted for examination with my approval as the appointed supervisor Signature: …………………. Date: ……………………… Maurice Mashiwa Signature: …………………. Date: ……………………… Prof. Angelina Kioko Dean, School of Humanities and Social Sciences Signature: …………………. Date: ……………………… Amb. Prof. Ruthie C. Rono, HSC Deputy Vice Chancellor Academic and Student Affairs. ii COPYRIGHT This thesis is protected by copyright. Reproduction, reprinting or photocopying in physical or electronic form are prohibited without permission from the author © Anette Mogaka, 2018 iii ABSTRACT The main objective of this study was to examine how globalization had affected the development of the airline industry by using Kenya Airways as a case study. The specific objectives included the following: To examine the positive impact of globalization on the development of Kenya Airways; To examine the negative impact of globalization on the development of Kenya Airways; To examine the effect of globalization on Kenya Airways market expansion strategies.
    [Show full text]
  • Demand in Indonesian Domestic Air Travel Market After Deregulation
    Advances in Engineering Research (AER), volume 147 Conference on Global Research on Sustainable Transport (GROST 2017) DEMAND IN INDONESIAN DOMESTIC AIR TRAVEL MARKET AFTER DEREGULATION Basri Fahriza1,2, Frank Willey1 1. RMIT University, 2. STMT Trisakti. corresponding author: [email protected] Abstract: This research is exploring the change of domestic air travel market demand in Indonesia prior and post deregulation. Changes on policies in Indonesian aviation were contributed to the present day market. This historical overview will examine the ‘oligopoly policy’ with only five airlines and the deregulation process that began in 1999. The research then analyses the demand for domestic air travel. Exponential Moving Average Growth were using to analysing data to forecasting the number of passenger from year 2007 to 2015 in yearly basis. Demand is then analysed on three separate airline routes in Indonesia they are Jakarta-Medan, Jakarta-Surabaya, and Jakarta-Pontianak. Keywords: Demand, Domestic Air Travel, Deregulation, Passeneger, Indonesia. Introduction Deregulation in Indonesia start when governments remove restrictions on airlines business Indonesia to encourage the efficient, competitive and consumer oriented marketplace in Indonesian airline industry (Williams, 1993). Secretary General of the Ministry of Communications Anwar Suprijadi said the decision to deregulate was taken in a bid to promote fair competition in domestic airline services, (“Govt insists on licensing more airlines,” 1999). And resulting numbers of new Indonesian airlines emerged predominantly mostly in the cut-fare sector including Lion Air; Indonesia’s Air Asia, former Adam Air, former Batavia Air and Sriwijaya Air, radically changing the nature of the airline business in Indonesia with present of low cost carrier.
    [Show full text]
  • Vol-5, Issue 2
    International Journal of Management Sciences and Business Research, Feb-2016 ISSN (2226-8235) Vol-5, Issue 2 Analysis on the Factors Causing Airlines Bankruptcy: Cases in Indonesia Author’s Details: (1)Suharto Abdul Majid-Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia (2) Sucherly - Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia (3) Umi Kaltum- Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia Abstract the high growth of national aviation services after the aviation deregulation in 2000 has given a positive impact on the increase of national economic activities, especially in tour and trade. In the same time, however, it negatively impacts the aviation business itself, making many airline companies stop their operation and then go to bankruptcy. The aim of this research is to analyze the factors causing bankruptcy to some national airline companies in Indonesia after the aviation deregulation in the periods of 2001-2010 and 2011-2015. It is an exploratory research with a qualitative descriptive approach emphasizing on evaluating the factors causing bankruptcy to a number of domestic airlines in Indonesia. The method of data collection is an interview with the format of focus group discussion (FGD), while the data analysis uses factor analysis method. The results of this research show that there are two main factors that cause bankruptcy to a number of domestic airlines in Indonesia. They are both internal and external factors of the companies. Key words: Airline companies bankruptcy, internal factors, and external factors. INTRODUCTION Since the implementation of the national aviation deregulation policy in 2000, the growth of aviation business in Indonesia increases rapidly.
    [Show full text]
  • Flying Blind
    VAN ZORGE REPORT — FEBRUARY 8, 2007 AVIATION Flying blind s the top executives from nearly every major Indonesian airline gathered THE MEETING OF AIRLINE EXECUTIVE WAS around a table at the ministry of transportation in mid-January, a TENSE. A general feeling of irritability filled the air. The group rarely meets and certainly not on such short notice—a combination that led to a somewhat tense atmosphere, one executive at the meeting told the Report. Following the January 1 Adam Air crash, the country’s beleaguered THEY FELT IT WAS UNNECESSARY DESPITE transportation minister, Hatta Radjasa, had called the meeting to discuss the THE RECENT CRASH. country’s aviation safety procedures, which had fallen under heavy scrutiny in the wake of the recent disaster. “Some of them were grumbling,” the executive said. “They said that they knew perfectly well the government’s aviation safety procedures, and they didn’t need reminding.” Indeed, many of those aviation executives certainly have a very professional HOWEVER, ACCUSATIONS ARE RIFE THAT attitude toward air safety. But since the Adam Air tragedy, accusations have SAFETY MEASURES ARE LACKING. intensified that not all airlines in Indonesia have prioritised the safety of their passengers and crews. Some NGOs, DPR members and media outlets have recently questioned THE AVIATION INDUSTRY SEEMS TO BE TWO what they see as the development of a two-tier system within Indonesia’s TIERED IN INDONESIA. aviation industry. They say that many of the budget carriers are prioritising profit over safety while the more expensive carriers are doing a more professional job. However, the jury is still out on whether these budget carriers, which BUT THE JURY IS STILL OUT ON THE mushroomed after the industry was deregulated in the late 1990s, are operating BUDGET CARRIERS.
    [Show full text]
  • THE IMPACT of RESTRUCTURING on the AIRLINE PERFORMANCE: the Case of Garuda Indonesia
    Výskumné štúdie THE IMPACT OF RESTRUCTURING ON THE AIRLINE PERFORMANCE: The Case of Garuda Indonesia Roberto AKYUWEN ABSTRACT: Garuda Indonesia is an airline company owned by the Indonesian Government. The airline has been vastly deve- Dr. Roberto Akyuwen loped since being established in 1950. Remarkable growth has been achieved mainly due to the fact that in the Senior Lecturer early years there was minimal competition in the airline industry in Indonesia. Being the fi rst Indonesian airline, Finance Education and Training Center Yogyakarta Garuda Indonesia monopolised the commercial air transportation services. This situation allowed more than Ministry of Finance Republic Indonesia reasonable company performance for many years. However, since the government introduction of an open do- Jl. Solo Km 11 Kalasan, Sleman, Yogyakarta 55571 INDONESIA mestic airline industry in 1990, Garuda Indonesia started to face diffi culties. Garuda competed against a number Telp. 62-274-496219, Facs. 62-274-497235 of private airlines, which possessed expansive strategies in developing routes as well as increasing the number [email protected], [email protected] of aircraft. The performance of Garuda Indonesia gradually decreased to a low when operational profi t and cash fl ow reached negative fi gures during the period 1993 to 1997. Further, the seat load factor and on time perfor- Roberto Akyuwen was born in Ambon, Indonesia on 19 March, 1970. He obtained his doctorate degree with cum mance were also worsening. To overcome these problems, restructuring was fi rst undertaken during 1998 to laude in 2003 from the Doctorate Program in Economics, Gadjah Mada University Yogyakarta. Currently, he has 2001.
    [Show full text]
  • 2014-En-CSR.Pdf
    Contents p.124 Corporate Citizenship p.126 8-1 Sports Activist p.128 8-2 Grassroots Education p.132 8-3 Charity Support p.133 8-4 Tourism Promotion p.136 8-5 Giving Hands Aid 15 p.137 8-6 Mandarin Airlines p.140 Appendix Charity p.140 Disclosure on p.86 Responsible Procurement p.36 Caring for the Employees 14 Management p.88 6-1 CAL Value Chain p.38 4-1 Year of “Employee First” Approach (DMA) p.94 6-2 Local Procurement p.41 4-2 Employee Rights on Material p.95 6-3 Green Procurement p.46 4-3 Recruitment and Aspects for CAL p.95 6-4 Contractor 13 Retention p.142 GRI G4 Index Management p.08 Sustainable 6 p.53 4-4 Competency p.96 Environmental Sustainability p.148 Independent Third Performance Development and 12 p.98 7-1 Environmental -Party Assurance Talent Cultivation Management Report p.07 Awards 5 p.18 Stakeholder 4-5 Healthy and p.102 7-2 Climate and Energy Management Communications p.58 11 p.110 7-3 ECO Service p.19 2-1 CAL Stakeholder Safe Workplace p.06 Management 4 p.64 Customer Service p.115 7-4 Green Operations Perspectives on p.20 2-2 Communication 10 p.66 5-1 A New Benchmark Management Sustainability Channels and Frequency p.04 Message from the in Aviation Service 3 p.21 2-3 2014 Communication Chairman and 9 p.71 5-2 Customer Service Results President p.24 Corporate Governance p.77 5-3 Flight Safety p.02 Reporting Principles 8 2 p.26 3-1 Board Operation p.82 5-4 Pilot Training and 7 p.28 3-2 Sustainability Governance Management p.01 About this Report 1 p.10 About China Airlines p.30 3-3 Regulatory Compliance p.11 1-1 About Us
    [Show full text]
  • 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
    [Show full text]