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Membangun Loyalitas Pelanggan —Citilink“ Garuda: Tinjauan Manajemen Hubungan Pelanggan

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Membangun Loyalitas Pelanggan —Citilink“ Garuda: Tinjauan Manajemen Hubungan Pelanggan Terakreditasi DirMen Dikti S. 1o. 56/D,.TI/.ep/2005 0emEangun Loyalitas 3elanggan —CitilinN“ Garuda: Tinjauan 0anajemen HuEungan 3elanggan 3rima 0ulyasari Agustini ABSTRACT Building a loyal customer community is the aim of transportation Eusiness. CitilinN as one of national flag carrier manages its customer relation Ey maintaining communication among customer, corporate, and worNforce. 8sing communication management approach to Euild a close connection among its customers, CitilinN focused on 4 aspects: maNes regular repeat purchase, purchases across products and service lines, refers others, and demonstrates immunity to the pull of competition. A system of customer satisfaction fulfillment needs to Ee estaElished to ensure customer loyalty. .ata Nunci: manaMemen huEungan pelanggan, loyalitas pelanggan, Masa penerEangan 1. /atar BelaNang 0enMadi pemain di industri ini semakin mudah, dimana pemerintah menetapNan Eahwa perusahaan ,ndustri transportasi di ,ndonesia mulai masNapai penerEangan bisa diEuka , minimal menggeliat kemEali setelah dihantam Eadai krisis memiliki dua pesawat, Eaik milik sendiri maupun di tahun1998. .risis ekonomi EerkepanMangan, leasing. 3ada tahun 2003 saMa, terdapat 31 menghempaskan industri ini, dengan kenaikan perusahaan penerEangan yang melayani Eiaya opersaional moda, Eaik darat, laut, maupun penumpang pesawat di seluruh Indonesia. udara. .risis ini begitu terasa pada industri Selain itu, pada tahun 2001, pemerintah penerEangan. Tingginya Eiaya opersioanal dan menetapNan tarif Eatas atas untuN masNapai avtur yang merupakan Eahan EaNar pesawat, telah penerEangan. Dampak dari keEiMakan ini adalah, memaNsa Eeberapa perusahaan penerbangan terMadinya saling Eanting harga antarmaskapai gulung tiNar. penerEangan. 3ara peEisnis ini EerlomEa 1amun, dengan adanya NebiMaNan Earu menurunkan harga tiNet yang serendah-rendahnya, pemerintah mengenai open sNy policy, telah walaupun margin Necil, namun perusahaan memEuat industri penerEangan kemEali ramai. Eerupaya mengeMar kuantitas. 0emang pemerintah Prima 0ulyasari Agustini. 0emEangun /oyalitas 3elanggan CitilinN Garuda 297 tidak menetapkan Eatas Eawah tarif penerbangan. menyataNan Eahwa manaMemen huEungan Tentu saMa ini, sangat menguntungNan bagi pelanggan adalah: suatu proses dalam Nonsumen Indonesia, yang cenderung sensitif mengumpulkan EerEagai informasi yang aNan terhadap harga. meningkatkan pemahaman mengenai Eagaimana 3T Garuda Indonesia seEagai marNet leader mengelola suatu hubungan perusahaan dengan di industri ini, tentu tidak mau Netinggalam untuk pelanggannya. mendapatNan laEa dari keEiMaNan Earu pemerintah 0enurut StorEacNa dan /ehtinen (2001:4) ada ini. Garuda meluncurNan Citilink seEagai produk tiga konsep dari manaMemen hubungan pelanggan. menengah ke Eawah, yang dipasarkan dengan .onsep yang pertama adalah penciptaan nilai memanfaatNan NeEiMaNan tidaN adanya Eatas Eawah pelanggan yang bertuMuan tidaN hanya untuN tarif penerbangan. Citilink ini disediakan untuk memaNsimalNan pendapatan dari transaNsi tunggal, memfasilitasi penumpang pesawat untuN MaraN deNat. melainkan keunggulan Eersaing yang tidaN hanya Dengan strategi Nepemimpinan Eiaya, di mana EerdasarNan harga, tetapi Muga EerdasarNan tarif yang ditawarkan leEih murah dari pada tarif kemampuan provider untuk memEantu pelanggan regular Garuda, manaMemen perusahaan tetap menghasilNan nilai untuN mereNa sendiri dan untuN Eerupaya Citilink memiliki keunggulan Eersaing memEina huEungan MangNa panMang dengan dengan masNapai penerbangan lainnya, yang pelanggan. .onsep kedua adalah dengan melihat melayanai rute yang sama, untuN dapat produN sebagai suatu proses dalam hal ini mempertahanNan loyalitas pelanggan. Salah satu perbedaan Earang dan Masa tidak berarti lagi. cara mempertahankan loyalitas pelanggan adalah 3roduN dilihat seEagai suatu entitas yang dengan memEangun huEungan dengan mencaNup pertuNaran antara proses yang pelanggan. Hubungan dengan pelanggan ini perlu diMalanNan oleh provider dengan proses yang diNelola dengan baiN. 0anaMemen hubungan diMalanNan oleh pelanggan. 0elalui pertukaran ini pelanggan Citilink Garuda perlu dilakukan agar kompetensi provider seEagian dipindahNan ke pelanggan tetap loyal. dalam penciptaan nilai pelanggan. .arena itu, Sesuai dengan latar Eelakang di atas, maka diferensiasi produk menMadi diferensiasi proses rumusan masalah dalam maNalah ini sebagai sehingga membuka peluang yang tak terbatas EeriNut: —Eagaimana manaMemen huEungan yang menghasilkan EerEagai macam hubungan. pelanggan Citilink Garuda dalam mempertahankan .onsep ketiga adalah tanggung MawaE provider. loyalitas pelanggan" Suatu perusahaan dapat memEina hubungan yang leEih kuat hanya Mika perusahaan bertanggung 2. TinMauan Teoretis MawaE dalam memEangun hubungan terseEut dan menawarNan para pelanggannya untuN 2.1 0anajemen HuEungan 3elanggan menghasilNan nilai-nilai untuN mereNa sendiri. SemaNin tingginya peran Nonsumen Eagi suatu 0anaMemen hubungan pelangan merupakan perusahaan maka dirasaNan perlu untuk menMalin komEinasi dari proses Eisnis dan teknologi yang hubungan yang leEih mendalam dan dalam Mangka tuMuannya untuN memahami pelanggan dari panjang dengan pelanggan atau yang leEih dikenal EerEagai prospektif untuk memEedakan produk dengan istilah manaMemen hubungan pelanggan dan Masa perusahaan secara kompetitif (Tiwana; (customer relationship manangement). Bernd H. 2001:23). Fokus dari manaMemen hubungan Schmitt (2003: 15) menyataNan Eahwa menaMemen pelanggan itu sendiri adalah untuk memperEaiki hubungan pelanggan adalah suatu hubungan tingNat Nepuasan pelanggan, meningNatNan dengan pelanggan di mana antara pelanggan yang loyalitas pelanggan dan meningNatNan satu dengan pelanggan yang lainnya diEerlaNukan pendapatan dari pelanggan yang ada dalam secara berbeda sesuai dengan Nebutuhannya. menghadapi tingginya tingNat persaingan, Sementara, :illiam G. Zikmund, dkk (2003:3) gloEalisasi dan perputaran pelanggan serta 298 0ED,AT2R, 9ol. 8 1o.2 DesemEer 2007 Terakreditasi DirMen Dikti S. 1o. 56/D,.TI/.ep/2005 perkemEangan Eiaya pengakuisisian pelanggan. products.Definisi loyalitas pelanggan, menurut Dengan diterapkannya manaMemen huEungan 2liver (1997: 392), adalah: —Customer loyality is pelanggan, memungNinkan perusahaan untuN deeply held commitment to reEuy or to repatronize memiliki kapaEilitas untuk memahami perilaku a prefffered product or service consistently in the pemEelian pelanggan dengan leEih Eaik dan untuN future, despite situstional, influenced and mar- menentukan tipe Nomunikasi yang Eagaimana yang Neting efforts having the potential to cause switch- seharusnya diMalanNan dalam menghadapi ing behavior.“ Sementara, Griffin (1995:4), pelanggan. 3ada dasarnya manaMemen hubungan menyatakan Eahwa: — /oyalty is defined as non pelanggan adalah mengenali Nonsumen yang random purchase expressed over time by some terEaik dan memEerikan kepercayaan terhadap decision making unit.“ Nonsumen, memenuhi harapan mereNa dan 3elanggan yang loyal merupakan aset yang memEuat hidup mereka EeruEah, maNa Nonsumen berharga untuN perusahaan. Agar mencapai suatu perusahaan tidasN boleh diperlaNuNan pelanggan yang loyal perusahaan harus mampu secara sama (StorEacka dan /ehitnen; 2001: 42). menawarkan produk/Masa yang dapat memenuhi 0anaMemen huEungan pelanggan seEagai harapan pelanggan serta dapat memuasNan suatu foNus dalam menghasilNan nilai optimal Eagi perasaannya. ApaEila pelanggan yang melakukan para pelanggan melalui Eagaimana cara perusahaan tindakan pemEelian secara Eerulang dan teratur EerNomuniNasi dengan pelanggan, Eagaimana maka pelanggan terseEut adalah pelanggan yang perusahaan memasarNannya, dan bagaimana loyal. Hal terseEut diperkuat dengan pernyataaan perusahaan melayani mereka, serta melalui media Griffin (1995: 31) Eahwa karakteristik pelanggan trdisional yang meliputi produk, harga, promosi, yang loyal adalah: dan distriEusi (1yNamp, 2001:4). (1) makes regular repeat purchase (melakukan 3elanggan melakukan keputusan pemEelian pemEelian ulang). tidak hanya Eerdasarkan harga dan produknya (2) purchases across product and service lines saMa, tetapi Eerdasarkan keseluruhan pengalaman (memEeli di luar lini produN atau Masa). mereka yang mencakup produk dan harga serta (3) refers others (menarik pelanggan Earu untuk seluruh interaNsi mereNa dengan perusahaan. -ika perusahaan) perusahaan dapat menyampaiNan interaNsi (4) demonstrates an immunity to the pull of the pemasaran, penjualan, Masa, serta dukungan secara competition (menolaN produk / Masa lain, dan Nonsisten, maNa perusahaan aNan diberiNan keEal terhadap daya tarik pesaing). penghargaan Eerupa loyalitas pelanggan dan nilai Sementara , David /. Stum (1994: 4) pelanggan, hal yang sangat penting dalam menyataNan , ada lima tipe perilaNu pelanggan yang keunggulan Eersaing. Eerdampak pada penMualan, pertumEuhan dan profitaEilitas perusahaan, yaitu: 2.2 /oyalitas 3elanggan (1) repeat purchases (pemEelian ulang) (2) increased volume of purchases 0enMadi pelanggan yang loyal adalah (meningkatkan volume pemEelian) merupakan tujuan akhir dari semua perusahaan. (3) purchases across the total available product .eEanyakan perusahaan tidak menyadari Eahwa / service line (pemEelian seMumlah lini Masa atau loyalitas pelanggan diEentuN melalui tahapan yang produk) dimulai dari mencari calon pelanggan potensial (4) referrals (memEeri pelanggan Earu) sampai dengan advocate customer yang akan (5) immunity from the ”pull‘ of the competition memEawa keuntungan Eagi perusahaan. (keEal terhadap daya tarik pesaing) 0enurut .otler (2003: 687), customer loyalty
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