MenurutPhilip Kotler posisi pasar (positioning) adalah segala upaya untuk mendesain produk serta merek agar dapat menempati sebuah posisi yang unik dibenak konsumen. Hasil dari posisi pasar (positioning) ialah terciptanya proposisi nilai yang pas dimata konsumen dan menjadi salah satu alasan konsumen untuk membeli produk yang bersangkutan. ValueProposition. 10 Value Trans Corporation : Good corporate governance Service excellent Teamwork Competitive and positive atticude Visi Garuda Indonesia adalah menjadi perusahaan penerbangan yang andal dengan pelayanan berkualitas pada masyarakat dunia menggunakan keramahan Indonesia, untuk memberikan pelayanan yang berkualitas pada Valueproposition adalah nilai atau manfaat yang ditawarkan kepada pelanggan. Manfaat ini terwujud dalam bentuk sekumpulan produk atau jasa. Di mata pelanggan, value proposition ini adalah sebagai solusi atau jawaban atas apa yang mereka butuhkan, atau pemecahan dari masalah yang mereka hadapi. Garuda Indonesia. Banyak pilihan penerbangan Thisstudy estimates the intrinsic value of PT Garuda Indonesia (Persero) Tbk., by using two valuation approaches which are Discounted Cash flow (DCF) and relative valuation. From DCF method, free cash flow to the firm (FCFF) is used. From relative valuation method, price earning ratio (PER) and price to sales ratio (P/S) are used. PrinsipPrinsip Warehousing. Oleh: Dr. Zaroni, CISCP. | Senior Consultant at Supply Chain Indonesia. Gudang ( warehouse) merupakan komponen penting dari rantai pasokan modern. Rantai pasokan melibatkan kegiatan dalam berbagai tahap: sourcing, produksi, dan distribusi barang, dari penanganan bahan baku dan barang dalam proses hingga produk jadi. TipePekerjaan: Full Time. Pendidikan: D3, S1. Pengalaman: 0 - 1 Tahun. Pesan sponsor. PT Bina Pertiwi (BP) didirikan pada 15 November 1976, fokus di bidang Agriculture, Material handling, Power and Energy, dan Construction. Dimiliki sepenuhnya oleh PT United Tractors Tbk (UT) yang juga merupakan bagian dari PT Astra Internasional, Tbk. . Pacific Money Economy Southeast Asia The company’s primary goal is not to make a profit for the Indonesian state. Credit DepositphotosIn the past, whenever I flew from Jakarta to Tokyo for Asian Development Bank Institute events, the ADBI would always book me on Garuda, Indonesia’s national flag carrier. The flights have never been more than half-full, so I don’t know if that particular route is lucrative or not, but in general Garuda’s high-volume domestic routes are more profitable. Why then does Garuda continue to operate these long-haul routes between Jakarta and various international cities if they are not big cash cows, or even if they lose money? If Garuda wants to maximize profits, why doesn’t it drop unprofitable routes and focus on more efficient ones with bigger margins?This question comes up a lot in discussions of state capitalism, and I think it has to do with a kind of ingrained bias many people have in the way they think about capitalism and business. The typical argument is that national airlines like Garuda, which is 60 percent owned by the government of Indonesia, are inefficient because they are badly run. And they are badly run because they are government-run. They take on too much debt, they let their costs get out of control, they are overly diversified, they don’t focus on more profitable routes. The argument usually goes that if Garuda were privatized, competitive market pressure would force it to operate more efficiently and thus more financial woes, including a recent default on a $500 million sukuk bond, would seem to support this notion. But leaving aside for the moment that we are in the middle of a global pandemic that has made air travel nearly impossible, I would argue that the real purpose that Garuda serves in the political economy of Indonesia is not in fact to be profitable. Its real purpose is not to return value to its shareholders and pay a cash dividend to the Indonesian state. Garuda’s primary function is to ensure that given a limited ability to regulate the airline industry, the state is able to exercise some degree of control over the sector through other market cannot always be relied on to deliver results that are aligned with the economic or strategic interests of a sovereign state. If a state has competent regulatory oversight and sound legal or institutional architecture, these can sometimes mitigate against such misaligned incentives. But in a country like Indonesia, with an unreliable legal and regulatory environment, if left to its own devices the market often fails. And a sector like the airline industry, which serves numerous critical economic and geopolitical functions, cannot be thrown open to the whims of the free market. So, instead of using regulatory fixes, the state has simply inserted itself into the market through its ownership of serves two functions. One, it allows the state to operate geopolitically important routes that may not make sense from a purely financial perspective. Lion Air, Indonesia’s other major domestic airline which maximizes profit to a fault, does not operate a Jakarta to Tokyo route, probably because the margins aren’t there. But Garuda does, because Japan and Indonesia have important business ties, and so maintaining connections with places like the ADBI has value for the Indonesian state beyond just the revenue it generates for the airline. It’s part of a bigger network of international relations and economic ties that are more about geopolitics then they are about bottom it gives the state some leverage in trying to control domestic prices. An important government priority is that domestic air travel be affordable cheap tickets grease the wheels of the economy because they mean more flights, more tourism, more business deals, more conferences. If prices cannot be controlled due to weak regulatory oversight, it can at least be attempted through other means. In 2019, air travel dropped in Indonesia. This means Garuda’s operating expenses were lower, but it didn’t show up in cheaper tickets. Ticket prices actually increased. Essentially Garuda acted like a profit-maximizing company in 2019, and made a tidy I’m not sure that is what its majority shareholder, the government of Indonesia, wanted. This is purely conjecture on my part, but it does seem a little coincidental that in 2019, while Garuda was booking big profits and ignoring government orders to lower prices, the airline was forced to re-state its 2018 earnings. It had to do with the way future revenue from a contract was booked on the income statement. In other words, it’s the kind of accounting thing that if the Board of Commissioners and financial regulators wanted to, they maybe could have let slide but they didn’t. And after that, airfares did start to come down a is often caught in this kind of identity crisis, where it’s meant to be both a viable profit-seeking business while also serving important strategic functions for the economy and the state. And these mandates can be at odds with one another, as in the case of higher ticket prices. Ultimately, it is difficult for the government to actually set prices. But when the government is also the majority shareholder, it creates less pressure for Garuda to be super profitable. This goes against a lot of our basic instincts about businesses and how they should behave but I think it’s important, especially now as Garuda struggles financially, to widen our understanding of state-owned companies and the role they play in mixed state capitalist economies like Indonesia’s. Garuda Indonesia GA and Singapore Airlines SIA have unveiled plans for a strategic joint venture designed to solidify their cooperation and expand flight capacities and options between the two nations. This move is seen as a significant leap from the Memorandum of Understanding MoU signed in November proposed partnership, subject to regulatory approval, aims to enhance the connectivity on routes from Singapore to Denpasar, Jakarta, and Surabaya. The agreement could allow GA and SIA to streamline flight schedules between the two countries, leading to an improved travel experience for their customers. Furthermore, the collaboration could foster the rollout of joint fare products and the harmonization of corporate strategies to bolster the customer value Indonesia’s President and Chief Executive Officer, Irfan Setiaputra, expressed his enthusiasm for the venture. “This new chapter in our decade-long collaboration not only strengthens our mutual commitment but also promises a smoother and more enriched flying experience for global customers,” he noted. Setiaputra further suggested that the agreement could provide a boost to tourism, allowing international travelers easier access to the unique cultural and scenic experiences of Southeast Choon Phong, Chief Executive Officer of Singapore Airlines, echoed these sentiments, describing the joint venture as a mutually beneficial arrangement that takes the GA-SIA partnership to a new level. Phong emphasized the shared goal of both airlines to stimulate growth in the Indonesian and Singaporean aviation markets and showcase the two countries as appealing regional tourist Advertisement -The announcement marks a significant moment in the history of cooperation between GA and SIA. The relationship, which began with a codeshare agreement in 2010, expanded in 2014 and 2019 with the addition of more routes. The 2021 MoU laid the groundwork for an extensive commercial partnership, promising customers a broader set of options and an improved travel AviacionlinePara consultas o pedidos editoriales por favor escribir a redaccion // For editorial inquiries or requests please write to redaccion Pikri Ilham Kurniansyah, Direktur Niaga Garuda Indonesia Di tengah kontroversi yang menyertai laporan keuangan PT Garuda Indonesia Persero Tbk. pada kuartal 1/2019, tiupan angin sepoi-sepoi menyegarkan BUMN di bidang penerbangan ini. Berdasarkan valuasi merek yang dilakukan Brand Finance, Garuda berhasil naik dua peringkat dalam Top 100 Indonesia’s Most Valuable Brands 2019, yaitu dari peringkat 14 pada 2018 menjadi peringkat 12 pada 2019. Berdasarkan valuasi yang dilakukan lembaga brand tingkat dunia tersebut, brand value BV Garuda pada 2019 mencapai US$ 607 juta. Pikri Ilham Kurniansyah, Direktur Niaga Garuda Indonesia, menyambut baik kenaikan peringkat tersebut. Meski demikian, Pikri meyakini bahwa BV Garuda sudah lebih dari US$ 607 juta. “Kami memang belum merisetnya, tapi saya yakin nilainya sudah di atas US$ 1 miliar,” katanya menegaskan. Pikri memberikan ilustrasi bahwa dulu setiap kali Garuda mengajukan kerjasama dengan mitra, selalu Garuda yang membayar. “Misal, kerjasama MDR dengan bank, Garuda harus sharing cost,” ujarnya. Sekarang, bank mau check in uang. “Artinya, brand value Garuda sudah naik tinggi sehingga mitra mau bayar untuk bersanding dengan Garuda,” tambahnya. Garuda, menurut Pikri, sangat memahami pentingnya membangun dan mengelola merek. Untuk itu, manajemen baru Garuda mulai mengubah model bisnis, yakni tidak lagi sekadar menjual product services berupa tiket dan kargo. “Merek Garuda Indonesia menjadi komoditas utama, sehingga penguatan brand menjadi kunci,” katanya tandas. Selanjutnya, diubahlah Garuda dari produser menjadi marketplace. Dan untuk menjadi marketplace yang kuat, dibutuhkan brand yang kuat. “Ini tidak bisa dipisahkan. Garuda dulu dikenal sebagai airlines yang menjual tiket, kini menjadi airlines yang memberikan layanan, pengalaman, trusty sehingga mengundang partner untuk bekerjasama,” paparnya. Kini manajemen baru Garuda sedang mengembangkan Garuda Indonesia Mall, sehingga semua stakeholder bisa berkumpul di satu tempat ini. Kekuatan penumpang yang mencapai 40-50 juta orang per tahun dimanfaatkan manajemen Garuda sebagai marketplace. Selain itu, juga ada lompatan besar dalam jumlah Garuda Miles Member. “Selama 14 tahun jumlah member-nya hanya 2,2 juta, dalam tiga bulan terakhir melonjak menjadi 7 juta,” kata Pikri. Dan, dengan dukungan 7 juta pelanggan loyal, ia optimistis, penumpangnya akan membeli beragam produk yang ditawarkan merchant yang bekerjasama dengan Garuda. Untuk itu, Garuda terus menjaga dan membangun pilar-pilar dalam brand. Pilar pertama, product and services, yaitu bagaimana manajemen menjaga Garuda menjadi top OTP on time performance airlines di tingkat dunia -pada April 2019, mencapai angka 95,5% untuk perfomance. Kedua, sangat ketat menerapkan regulasi penerbangan dalam hal safety security. Ketiga, dalam hal pemasaran, Garuda sudah go digital sehingga orang dengan mudah mengakses informasi dan tiket Garuda. Keempat, mengupayakan agar setiap kegiatan bisa menarik perhatian. Kelima, memberikan pengalaman terbaik bagi pelanggan. Keenam, makin memberikan sentuhan personal dalam menjalin hubungan dengan pelanggan. Menurut Pikri, kini ada tren anak-anak memaksa orang tuanya membeli tiket Garuda ketika akan terbang. Namun, manajemen Garuda juga memahami bahwa preferensi dan perilaku orang akan cepat berubah. “Maka itu, harus ada empat value yang kami jaga, yaitu makin cepat, makin mudah, makin reliable, dan makin care,” katanya menegaskan. Bicara mengenai brand value, Pikri mengatakan, banyak perusahaan bisa memiliki aset besar, tetapi belum tentu memiliki SDM terbaik. “Dan kami meyakini, brand value Garuda terbangun karena people-nya,” ujarnya tandas. Ia mencontohkan, membeli pesawat baru atau teknologi baru bisa dilakukan oleh maskapai lain. “Tapi, keunikan people Garuda dalam melayani dan berinteraksi menjadi kekuatan brand ini,” katanya. Tidak mengherankan, sambung Pikri, pilot Garuda kerap berinteraksi dengan penumpang dalam penerbangan, misalnya menjelaskan keberadaan gunung atau objek lain yang sedang dilewati. Dengan brand yang semakin dihargai, kini mitra tak segan untuk menaruh uang ketika bekerjasama dengan Garuda. Dampaknya, belanja modal perusahaan ini menurun drastis. “Dulu belanja marketing bisa mencapai 10% dari total biaya yang dikeluarkan perusahaan, sekarang bahkan kurang dari 1%,” katanya. Pikri menjelaskan, kini manajemen baru menerapkan “zero business model concept”. Dalam hal ini, brand Garuda diposisikan lebih baik dan dijadikan sebagai marketplace. “Garuda menjadi tempat orang untuk berjualan, beriklan, dan berinteraksi. Kami juga membuka diri bagi perguruan tinggi untuk melakukan penelitian, tapi hasilnya juga harus menjadi milik Garuda. Jadi, kami tidak perlu membayar lembaga penelitian.” Dengan strategi ini, untuk pertama kalinya pada kuartal I/2019 laporan keuangan Garuda membiru. “Periode Q1 bisa dibilang merupakan kuburan airlines. Ini masa yang berat karena orang baru saja menghabiskan dananya untuk liburan akhir tahun, Natal atau Tahun Baru,” kata Pikri. Selama lima tahun terakhir, menurutnya, Garuda membukukan kerugian US$ 60 juta-90 juta pada periode kuartal I. Namun, pada kuartal I/2019 Garuda berhasil membukukan keuntungan. Pikri mengatakan, keuntungan itu bukan bersumber dari peningkatan harga tiket yang melambung dalam lima bulan terakhir. Soalnya, kontribusi keuntungan dari tiket hanya mencapai 8%. Lalu? Pertama, kini Garuda menerapkan strategi “resources follow the money” yang artinya penggunaan sumber daya harus semaksimal mungkin. Terkait dengan ini, frekuensi penerbangan antarkota bisa berubah jumlahnya, disesuaikan dengan permintaan pada bulan tersebut sehingga bisa menghemat biaya. Kedua, Garuda keluar dari persaingan harga. Dalam 5-10 tahun terakhir, Garuda masuk dalam pertarungan harga yang tidak sehat. “Garuda itu five stars airlines, harusnya tidak bersaing dengan budget airlines,” Pikri menandaskan. Apalagi, saat ini di bawah Garuda juga bernaung Sriwijaya Airlines dan NAM Airlines yang bermain di segmen medium serta Citilink di kelas LCC. Selain itu Garuda juga memperkuat bisnis kargo, sehingga pendapatan kargo yang semula US$ 17 juta per bulan kini mencapai US$ 30 juta per bulan. Pendapatan iklan pun meningkat. Dulu, Garuda malu-malu menjual setiap area asetnya untuk iklan. Kini sering kita lihat di badan pesawat Garuda bertengger beberapa produk iklan, seperti Xpander. “Dulu untuk mencetak boarding pass saja Garuda harus membayar, kini malah Garuda dibayar oleh mitra,” ungkap Pikri. Lounge Garuda dulu menjadi sumber pengeluaran, kini bisa mendapat uang dari berbagai merek. “Dulu untuk membangun lounge TV saja kami harus beli, kini malah ditawari gratis untuk dipasangi TV,” ujarnya. Menurutnya, para pemilik merek tahu tentang tingginya tingkat pembelian -baik di kios ritel, restoran, maupun oleh-oleh- di bandara mana pun. Mereka juga tahu tngginya daya beli penumpang Garuda. Karena itu, di lounge ada berbagai program promosi, misalnya apartemen, perhiasan, dan otomotif, yang dalam seminggu bisa menghasilkan pendapatan miliaran rupiah. Dengan pihak ketiga masuk ke lounge, makanan bagi penumpang pun bisa gratis. “Brand makanan itu memberikan produknya buat penumpang yang masuk lounge, bahkan mereka bayar pula ke Garuda. Inilah kekuatan brand,” kata Pikri. Ia memberikan contoh lain. Renault, perusahaan otomotif dari Eropa, belum lama ini melakukan peluncuran di fasilitas GMF. “Ini jadi pendapatan Garuda,” ujarnya. Pendapatan bukan saja dari sewa ruang, tetapi juga dari makanan dan branding-nya. “Saya akui masih kecil, tapi yang impactfull adalah bahwa kami tidak lagi mengeluarkan biaya marketing yang 10%, bahkan bisa get money,” katanya. Ia menargetkan, pada 2020 anggaran pemasaran Garuda bisa minus. Dengan berbagai langkah di atas, menurut Pikri, dalam tiga tahun ke depan nilai valuasi Grup Garuda Indonesia bisa mencapai US$ 3,5 miliar dengan keuntungan US$ 170 juta. Ia menjelaskan, selama kuartal I 2019 Garuda berhasil meningkatkan pendapatan layanan penerbangan berjadwal sebesar 11,6% menjadi US$ 924,9 juta, serta mencapai peningkatan signifikan untuk ancillary revenue dan pendapatan dari anak usaha lainnya sebesar 27,5%, yaitu menjadi US$ 171,8 juta. Pada kuartal I ini, Grup Garuda Indonesia berhasil mengangkut 7,7 juta penumpang, dengan rincian 4,6 juta penumpang Garuda dan 3,1 juta penumpang Citilink. Seat load factor SLF domestik Garuda naik 3,6% menjadi 73,3%, sedangkan SLF Citilink tumbuh 1,3% menjadi 77,4%. Untuk Grup Sriwijaya yang kini masuk dalam pengelolaan Garuda, pada kuartal yang sama pendapatannya naik 43,7%, sedangkan laba bersihnya naik signifikan sampai 108,5%. “Ini berkat meningkatnya brand value Sriwijaya Air setelah di bawah pengelolaan Garuda Indonesia Group,” kata Pikri. Herning Banirestu & Sujatmaka Garuda Indonesia And Singapore Airlines Propose Joint Venture Agreement To Deepen Commercial Partnership29 May 2023 - Garuda Indonesia GA and Singapore Airlines SIA today announced plans to enter into a joint venture arrangement that would deepen the cooperation between the two carriers, increase passenger capacity between Singapore and Indonesia, and offer customers more travel options between the two to regulatory approvals, the proposed joint venture will cover routes between Singapore and Denpasar, Jakarta, and Surabaya. This will expand on the Memorandum of Understanding MoU that the two airlines signed in November would allow Garuda Indonesia and Singapore Airlines to potentially coordinate schedules between Singapore and Indonesia, offering customers more seamless flight connectivity between the two countries and beyond. The carriers will also explore the implementation of new initiatives, including joint fare products and an alignment of corporate programmes to enhance the value proposition to refer to Annexe A for more information on the Irfan Setiaputra , President and Chief Executive Officer, Garuda Indonesia, explained, “With the existence of more than a decade of collaboration between these two national flag carriers, this joint venture agreement, as a further milestone of the partnership expansion initiative, will certainly strengthen the commitment between the two carriers simultaneously, delivering a seamless and valuable flying experience to both our customers across the globe.”“The joint venture agreement is also a part of our effort to improve our company’s performance through our network strategy by optimising our network through partnership with our strategic airline partners, especially Singapore Airlines. With this initiative, both airlines agreed to further explore more advantages for both our customers, allowing them to enjoy various flight schedules with enhanced value services within the networks of Garuda Indonesia and Singapore Airlines.“On top of that, this deepening relationship may also strengthen tourist flows between Indonesia and Singapore, which makes it easier for international tourists to create their remarkable South East Asia journey – visiting the uniqueness of Singapore, and exploring the exoticism of Indonesia’s multiculturalism while enjoying the beauty of the scenery across the islands in Indonesia that awaits.”Mr Goh Choon Phong, Chief Executive Officer, Singapore Airlines, said “This joint venture will be a win-win arrangement that elevates the long-standing partnership between Garuda Indonesia and Singapore Airlines. It reflects our firm commitment to grow the aviation markets in Indonesia and Singapore, facilitating a greater level of business and people connections and promoting both countries as regional tourism destinations. Our customers will also enjoy even more benefits, including an improved level of network connectivity, enhanced travel convenience, and additional fare options.” ANNEXE A GARUDA INDONESIA AND SINGAPORE AIRLINES’ PARTNERSHIP JOURNEY Garuda Indonesia GA and Singapore Airlines SIA first started codesharing in 2010 on flights between Singapore and Denpasar in Indonesia. In 2014, the agreement expanded to include flights between Singapore and Surabaya, as well as on flights operated by SIA’s former regional subsidiary, 2019, the two carriers expanded the codeshare agreement to include flights between Singapore and Jakarta. The partnership deepened in 2021 when both carriers signed a Memorandum of Understanding MoU that built on their long-standing warm ties, allowing both carriers to explore a wide-ranging commercial partnership that provides their customers with additional options and an enhanced travel scope of the 2021 MoU includes the potential alignment of frequent flyer programmes, joint marketing activities, and initiatives to promote inbound tourism into Indonesia, subject to regulatory approval. Both carriers are also committed to finding new growth opportunities in the air freight segment, as well as cooperation in maintenance, repair, and overhaul activities. GA has also expanded its codeshares with SIA, and is codesharing on SIA's services to London, Mumbai, and Johannesburg. Home News Jum'at, 04 September 2020 - 2012 WIB A A A Direktur Utama Garuda Indonesia Irfan Setiaputra tengah memimpin acara Internalisasi Core Value AKHLAK BUMN di Kantor Pusat Garuda Indonesia di Jakarta, Jumat 4/9/2020. Acara yang diikuti seluruh jajaran usaha PT Garuda Indonesia ini bertujuan memberikan pembekalan dan pemaparan mengenai makna serta pentingnya core values AKHLAK diterapkan di seluruh BUMN. Kegiatan ini diharapkan menjadi momentum untuk melakukan berbagai perbaikan dan pengembangan pada sistem kerja maupun upaya peningkatan produktivitas secara menyeluruh melalui implementasi dan internalisasi nilai-nilai yang terkandung dalam Core Value AKHLAK ke dalam berbagai aspek aktivitas Perusahaan secara komprehensif. sra Anda punya koleksi foto jalan-jalan yang keren, liburan tak terlupakan, atau foto indah penuh makna? Kirim foto-foto Anda untuk tampil di GALERIMU Foto Terkait Foto Terkini Komentar Copyright © 2023 All Rights Reserved. view/ rendering in seconds 5526

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