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Strategi dan inovasi model bisnis : Meningkatkan kinerja usaha

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The airline industry is integrated with the airport industry. Market competition is based on the company branch or station. Therefore, the branch/station should have independence and semi autonomous authority in terms of product and market management in particular, from the pre-journey, pre-flight to post-flight stage so one can say that a branch or station is a strategic business unit (SBU). The head office / corporate has a dominant role and the branch or station is merely a supporting unit and it emphasizes more on the compliance of domestic and international aviation policy, and in flight management as the standard of quality service. Therefore, the author conducted a research on branches/ stations of airline companies operating on airports in Indonesia. The study is limited to scheduled airlines, particularly with passenger. The aviation industry in Indonesia from 2000 to 2008 has grown rapidly with an annual growth rate exceeding 20% (Directorate General of Air Transportation, 2009). Some of the airline companies in Indonesia manage to survive and grow. On the contrary, some of them don't enjoy high profitability and some of them are suffering a big loss and barely cover their airline operation cost in each region (Directorate General of Air Transportation, 2007) The paradoxical state is a unique phenomenon. Some of the airline companies in Indonesia were closed down or went bankrupt when the industry grows with a large market potential. Some of the airline business practitioners suspect that this phenomenon is caused by management error due to inability to adapt with environmental changes (Airline Business, 2008) The changing external factors that affect business activities are mostly resulting from international and national regulation and deregulation, trend of economic growth, social-politic tendency, market and competition. Airline deregulation in Indonesia began in 1999 and it facilitates new entrants to obtain flight license, including busy routes served by existing incumbents (Directorate General of Air Transportation, 2008). The deregulation has resulted in high level of competition. There are three business models used to win the competition, the full services model, low cost carrier model or combination of both, called stuck in the middle model. Garuda is the only airline unaffected by the low cost carrier and survives with its full service. The only survivor in low cost carrier model is Air Asia. The others choose the combination between the two models. This is reflected in the study, in which 52.69% of the airline company stations maintain an analyzer state by combining the characteristics of prospector and defender. In this position the company tries to minimize the risk and maximize the opportunity to gain profit. 25,15% of the stations are using the prospector strategy emphasizing on aggressiveness in capturing opportunities and develop the market proactively to be one step ahead. The

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Ketersediaan

Informasi Detail

Judul Seri

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No. Panggil

650.1 MAN s

Penerbit

Jakarta : Gramedia., 2010

Deskripsi Fisik

xxi., 246 hlm., bibl.; 23 cm

Bahasa

Indonesia

ISBN/ISSN

9789792790849

Klasifikasi

650.1

Tipe Isi

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Tipe Media

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Tipe Pembawa

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Edisi

Ed.1., Cet.1

Subjek

Strategi Bisnis

Info Detail Spesifik

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Pernyataan Tanggungjawab

Laurensius Manurung

Versi lain/terkait

Lampiran Berkas

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