VALUE PROPOSITION) • MENGAPA ORANG/CALON PELANGGAN BERSEDIA MENGGUNAKAN PRODUK/JASA INI? • Garuda Indonesia: – ‘Menjadi perusahaan penerbangan yang handal dengan menawarkan layanan yang berkualitas kepada masyarakat dunia menggunakan keramahan Indonesia’ Notonly can it be tough to sell new airlines on the value proposition of joining an alliance, but it can also be tough to get existing member airlines to accept new additions. Skyteam has Garuda Indonesia & Vietnam Airlines, Star has Thai Airways(one of the Star’s founders) & Singapore Airlines, while Malaysia Airlines is the only ASEAN TerintegrasiPT Garuda Indonesia (PERSERO) Tbk. Makassar dalam Mempertahankan Brand Image” yang diterbitkan pada 2017. Masalah yang dibahas dalam penelitian tersebut adalah perkembangan industri penerbangan Indonesia menyebabkan jasa alat transportasi pesawat bukan mengomunikasikan value proposition kepada konsumen dengan melakukan GarudaFarm Kabupaten Bogor adalah benar karya saya dengan arahan dari dosen peringkat sepuluh tertinggi Indeks Pariwisata Indonesia oleh Kementerian Pariwisata. Kabupaten Bogor memiliki 40 kecamatan, diantaranya Kecamatan value proposition memiliki aset berupa tanaman hidroponik, peternakan, saung dan SuratEdaran Nomor SE- 11 /MBU/08 /2020 Tentang Employee Value Proposition dan Employer Branding Badan Usaha Milik Negara tersebut ditetapkan pada 26 Agustus 2020 oleh Menteri BUMN Erick Thohir. “Maksud diterbitkannya Surat Edaran ini adalah agar setiap Sumber Daya Manusia BUMN melalui Direksi dan Dewan Komisaris/Dewan Pengawas BeberapaContoh Value Proposition, Perusahaan Di Indonesia. Air Asia Indonesia. Minimalis, tidak ada snack / minum. Eksklusifmurah. Garuda . Indonesia. Ekslusif, berkelas d4WOOh. 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. Business Model Canvas Garuda Indonesia BMC atau business model canvas merupakan suatu model bisnis yang menggunakan 9 strategi yang dimasukan kedalam ruang-ruang yang mempunyai tujuan untuk memetakan strategi untuk membangun suatu bisnis yang kuat agar mampu bersaing dengan competitor serta mampu meraih konsistensi keberhasilan pada bisnis. BMC mempunyai 9 strategi, yaitu 1. Customers Segment 2. Value Proposition 3. Customer Relationship 4. Channel 5. Revenue Stream 6. Key Resource 7. Key Activities 8. Key Partnership 9. Cost Structure Pada kali ini saya akan membahas suatu studi kasus Bisnis Model Canvas dari perusahaan transportasi udara terbesar di Indonesia yaitu PT. Garuda Indonesia. Berikut merupakan penjelasan BMC tiap poin beserta penjelasan BMC PT. Garuda Indonesia. BMC Garuda Indonesia 1. Customer Segments Customer segment merupakan suatu segmen pelanggan, dalam menjalankan bisnisnya pertama-tama perusahan menentukan target pelanggan yang harus dilayani, sehingga perusahaan mampu menyesuaikan bisnis yang dibuat dengan adanya segmentasi pelanggan. Customer segment dari Garuda Indonesia sendiri yaitu a. First class b. Economy class 2. Value proposition Value proposition ialah suatu proposisi nilai atau manfaat yang ditawarkan perusahaan tersebut yang mana perusahaan yang dibangun mempunyai nilai pembeda dalam melakukan bisnisnya sehingga membuat pelanggan setia dengan brand yang digunakannya karena mempunyai nilai pembeda tersendiri dalam pelayanan ataupun yang lainnya. Value proposition dari Garuda Indonesia ialah a. Mengutamakan kepuasan pelanggan dengan pelayanan dan fasilitasnya b. Standar penerbangan bintang lima jalur nasional maupun internasional c. Memiliki terminal tersendiri 3. Channels Channel merupakan suatu sarana bagi perusahaan untuk menyampaikanValue Proposition kepada Customer Segment yang dilayani .Channel berfungsi dalam beberapa tahapan mulai dari kesadaran pelanggan sampai ke pelayanan penjualan. Channels dari Garuda Indonesia ialah a. Penjualan tiket di kios yang bertempatan di lobi hotel, mall, dan gedung kantor b. Memiliki website GOS 4. Customer relationship Customer Relationship yaitu cara perusahaan menjalin ikatan dengan pelanggannya. Dengan adanya hubungan dengan pelanggan maka secara tidak langsung akan menciptakan suatu jalinan loyalitas antara pelanggan dengan perusahaan tersebut. Customer relation Garuda Indonesia a. Promo tiket b. Poin yang bias ditukar dengan tiket 5. Key Activies Key activities merupakan kegiatan utama yang dilakukan oleh suatu perusahaan sehingga perusahaan mampu mengatur kegiatan apa saja yang harus dilakukan dalam kegiatan bisnisnya agar perusahaan mampu bersaing dengan competitor lain. Key activities dari Garuda Indonesia ialah a. Melakukan penerbangan nasional dan internasional b. Penambahan rute penerbangan di dalam negeri dan luar negeri 6. Key Resources Key resources merupakan sumber daya milik perusahaan, dimana pada model inilah yang paling menentukan maju atau mundurnya suatu perusahaan. karena sumber daya manusia yang mana merupakan sumber daya utama dari suatu perusahaan. Key Resources Garuda Indonesia ialah a. Pilot b. Pramugari c. Accounting d. Marketer e. Mechanic f. Kasir tiket g. Dan lain lain yang mendukung kegiatan perusahaan 7. Key partnership Key partnership merupakan sumber daya dalam bentuk kerjasama yang dilakukan oleh suatu perusahaan. Key partnership ini mampu digunakan untuk membangun proposisi nilai dari perusahaan. Key partnership Garuda Indonesia ialah a. Bank Indonesia b. Telkomsel c. Bank Mandiri d. Aqua e. Airbus and boeing f. Coca cola 8. Revenue streams Revenue streams merupakan komponen yang paling penting, yaiut sumber-sumber pandapatan yang diperoleh oleh perusahaan. Dengan adanya revenue streams maka perusahaan akan terus berkembang menuju kemakmuran. Revenue streams Garuda Indonesia adalah a. Penjualan ticket pesawat b. Penjualan merchandise Garuda Indonesia c. lisensi 9. Cost structure Cost structure merupakan struktur biaya yang merupakan biaya-biaya yang dikeluarkan dalam menjalankan suatu bisnis. Struktur biaya yang efisien akan menjadi kunci dari besarnya laba yang diperoleh. Cost structure Garuda Indonesia adalah Fixed Cost a. Gaji karyawan b. Pembayaran air c. Pembayaran listrik Variable cost a. Biaya perawatan pesawat Garuda Indonesia 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.

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