Marketing Strategy/ Strategi Pemasaran - Mandala-Tiger Airline

1 Mandala Air Marketing Plan - The Second Life

2 Mandala Air Marketing Plan - The Second Life
Mandala Air Marketing Plan
The Second Life

Mandala Air Marketing Plan - The Second Life3 Mandala Air Marketing Plan - The Second Life3
Overview :
Mandala Air
Situation Analysis :
•Macroeconomic environment
•4 Cs analysis :
Change, Consumer, Competit
or, Company
•SWOT Analysis
Marketing
Segmentation, Target
Market, and
Positioning
Marketing goal and
objectives Marketing Strategies
and Tactics
Resources allocation
and budgets
Controls – progress
measurement and
monitoring
Comprehensive Mandala Air Marketing Plan Framework
Analysis Marketing
Objectives
Marketing
Strategy
Implementation
Action Plan
Evaluation
Consumer Insight
1
2
3
4
5
6
7
8
9

Executive summary
• Mandala Air was once a glorious airline in Indonesia, in January 2011 they
stopped their operation due to bankruptcy.
• Because of the future prospect in Indonesia airline is quite good, Saratoga
Group bought 51% share of the airline, pledged with Tiger Airways 33%.
• Sandiaga Uno, co-founder and chief executive of private equity firm
Saratoga Group and Chin Yau Seng, Tiger’s chief executive, are very
optimistic about the Indonesian market and ready to compete with
established budget airlines
Mandala Air Marketing Plan - The Second Life4

About Mandala Air
April 17, 1969
Established. The founders
were Col. Sofjar, Maj.
Gen. Raden Soerjo, Adil
Aljol, Maj. (Air Force)
Soegandi
Partosoegondo, Kasbi
Indradjanoe and Darwin
Ramli
1
2
5
May 2011
• Tiger Airways acquire a
33 % stake, Saratoga
Group 51 % of Mandala.
• Mandala Airlines focus on
Low Cost Carrier market
Jan 13, 2011
Mandala Airlines
temporarily
stopped flying all
of their fleet due
to debt
problems.
4
June 2012
Rebranding the new Mandala Tiger
Plane Appearance
April 5, 2012
First domestic route, based in
Jakarta and Medan
April 20, 2012
First international destination
when it launches the Medan-
Singapore route.
May 2012
• Mandala created a
special niche among
Indonesia's low-cost
carriers by creating an
image as a safe airline.
3
6

4 Cs Diamond
Economy Soc-Cul
Tech
Market
Pol-Leg
Change
• IT is expand very fast,
Social Media Revolutions
• Internet become very popular
• Social Media
Phenomenon
• People with high
mobility
• The growth of the aviation industry
doubled from Indonesia's economic
growth average 20% -21% per year.
• Low cost carrier (LCC) service more
attractive to suck 80% market share.
•Target of middle-class people of
Indonesia increased by 7 million people
each year.
• Aviation Law.
• The rules on Law No. 1, 2009 on
Aviation,
• Aviation regulation and government
policy
• The increase in aviation fuel prices
Economy Soc-Cul
Tech
Market
Pol-Leg
Change

4 Cs Diamond
Economy Soc-Cul
Tech
Market
Pol-Leg
Change
4 Cs Diamond
Economy Soc-Cul
Tech
Market
Pol-Leg
Change
Customer
• Customer more educated
• Customer have many
choices
• Customer more demanding
and difficult to satisfy.
Company
• Company is value-decider
• The must existing competence
analysis for the company.
• Company have several choices
that is go/invest, no
no/hold, harvest and divest.
Competitor

Macro Economy Indicator Data
Population 240 million
GDP growth (%) 6,5 %
GDP per capita (US $) 3600
Exchange rate per US$ 8500
Poverty Number 14,6%
Macro Economy Indicator Data
Net Capital Inflows (Million) 22.64
Increase Economic Growth 7 %
Indonesia’s Income Per capita
prediction 2030 (US$)
10,000
Economic Growth ASEAN 6,9%
Macro Economic
The Fourth Cluster Driving Growth : food and beverages industry, Textiles, textile products, and footwear
industry, electronics and electronic components industry, and transportation equipments and automotive
components industry.

Competitor Analysis

Airlines
in average
Competitor Analysis
Existing Airline Value Curve
Price Food Lounge Choices
of Seat
Class
Hub
Connecti
vity
Low
Price
Fast Departure
from Cities
Comfort
able
Baggage
Included with
Ticket Price
Airlines
in average
v

Market Share
Airline Frequency
share
Capacity share Domestic routes
Lion Air 38.9% 45.5% 92
Garuda
Indonesia
20.9% 21.6% 38
Batavia 12.7% 10.7% 55
Sriwijaya Air 9.8% 8.8% 39
Merpati
Nusantara
7.4% 5.9% 41
Mandala
Airlines
3.0% 3.0% 17
Indonesia AirAsia 1.6% 1.8% 6
Source: OAG Max Online for w/c 10 January 2011

SWOT Matrix Analysis
Strength
• Shares own Mandala Saratoga
Capital (51%), Tiger Airways
(33%), concurrent credit 15%, and
the old shareholders Cardig and
Indigo (1%)
• Safe and reliable flights
Weaknesses
• Service resource is limited by
lower costs Limited human
resources Situation.
• Brand is vital for market
position and developing it is
always a challenge
• Mandala routes are limited.
Opportunities
• The growth of the aviation industry
average of 20% -21% per year.
• Service low cost carrier (LCC) more
attractive to suck 80% market share.
• Increased tourism sector
Treats
• High fuel price decreases yield
• Aviation regulation and government policy
• The increase of in the customer's
requirements of higher-quality products /
services
Strength/ opportunities (SO)
• Increase Market Share
• Increase Sale & Revenue
• Expand current customer rewards
program to build customer loyalty.
Weaknesses/ opportunities
(WO)
• Build Strong Mandala Brand
• Increase the Route
• Focus on service, speed and
departure point-to-point.
Strength/ Treats (ST)
• Expand brand recognition as top
low-cost air carrier
• Focus on the importance of
safety, security, and service.
• Offer the most competitive price
Weaknesses/ Treats (WT)
• Increase load capacity
• Initiate employee rewards
program for productivity
and customer retention.
• Create expanded strategy

Mandala Air Consumer Insight

3% 5% 5%
8%
11%
13%
18%
37%
Korea
London
Philipine
Australia
Hongkong
Bangkok
Kuala Lumpur
Singapore
5%
5%
5%
5%
4%
4%
4%
4%
4%
7%9%
9%
9%
13%
13%
Balikpapan
Banjarmasin
Jambi
Jayapura
Lampung
Singkawang
Solo
Tanjung Putting
Lombok
Sampit
Denpasar
Makasar
Semarang
Surabaya
Yogyakarta
Within a
year, have you
ever
travel?
Customer’s Profile
29%
36%
14%
21%
1-3 time/year
4-8 time/year8-12 time/year
>12 time/year
Domestic Destination
International Destination
100%
YES
How many times
a year do you
travel?
What was your
destination?
1 2
3

Airplane
100%
Airplane
79%
Mandala Air Marketing Plan - The Second Life
Airline’s Profile
What kind of
transportation do
you use?
For Domestic
Destination
International
Destination
1

Mandala Air Marketing Plan - The Second Life
Airline’s Profile
3% 3% 3%
5%
13%
13%
30%
30%
Batavia Air
Kalstar
Singapore Airlines
Sriwijaya
Lion
Mandala
Garuda
Air Asia
What airlines do you use to travel?
Why do you use this airlines?
79 % because of the Price
75 % because of the promo
65% because of the Route Hub
57% because of the airlines provide food
57 % because of the punctual time
25% because of the comfort
8 % because of the Lounge availability
Yes
39%
No
46%
I don’t
Care
15%
Do you aware about the type of the
plane? (ex. Airbuss, boeing etc)
Where do you Buy the tickets?
71% Online | 29% Travel Agent
Airplane
100 %
2
3
4
5

Mandala’s Brand Awareness
Yes
100 %
Have you heard
about Mandala
Air?
No
25%
Yes
75%
Have you flight using Mandala Air?
69% Yes | 31% No
18% Good Service
18% Good Pilot (Landing)
14% Easy & quick to do reservation online
14% Clean and Comfort
16% Fare Price
14% Punctual
Why?
Have you flight using Tiger Air?
36% Yes | 64% No
25% Service Not Good
18% Using old Plane
18% Bad Interior
12% Bad Turbulence
Why?
17% Cheap Price
6% Good Service
Are you aware that now Mandala is
operating again?

Netnography

The Power of STP to Win
The Mind Share…

Marketing Strategy & Competitive Positioning
 Travelers
 Promo Lovers
 Shopaholic
 Value Added
Seeker
Value Added
Seeker
Low
Price –
High
Value
Segmentation Targeting Positioning

Marketing Goals & Objectives
Communicate
the New
Mandala Values
and Commitment
Build a strong
Mandala
Brand
Open new
route with
lower costs
Increase
Market Share
Increase
Sales &
Revenue
Create
Mandala New
Experience

Marketing Mix 4 Cs Strategies and Tactics
Set the price to be
affordable. Below
Full Service and
average Low Cost
Carrier Airways.
Open New Route,
• new route
• Full Service Route
Travel
Agent, Online, Smart
phone Application
360 degree
Communication
Cost Consumer Convenient Communication

consumer
Model
Primarily point-to-point routes
Locations
Mandala operated scheduled services to
3 international and 17 domestic destinations
Focus Cities
Daily flight between Jakarta and Medan.
International destination : Kuala Lumpur in Malaysia & Medan-
Singapore.
Indonesia : Jakarta - Soekarno-Hatta International Airport [Hub];
Medan - Polonia International Airport
Singapore : Singapore Changi Airport
Malaysia : Kuala Lumpur – Kuala Lumpur International Airport
Other routes that have been approved include Jakarta-Singapore
and Singapore-Denpasar (Bali)-Jakarta.
Terminated destinations
Hong Kong - Hong Kong
Indonesia -
Balikpapan, Banjarmasin, Batam, Bengkulu, Denpasar/Bali, Jambi, K
upang, Padang, Pangkal
Pinang, Pekanbaru, Semarang, Surabaya, Tarakan, Yogyakarta.
Macau - Macau
Average Stage Length : 5 hours

Consumer New Route
New Route
• Medan –
Singapore – Raja
Ampat/Wakatobi
Full Service
Airlines Route
• Medan – Bali
Not Favorite
Route
• Medan - Maluku

Situational AnalysisStrategy Clock (Pricing Strategy)
In-flight service
– Mandala Airlines is give choices of seats class service airline. It had a buy on board service offering food and beverages for
purchase by passengers, but no in-flight entertainment. Seats were reserved and allocated during check-in. Free in-flight
magazines or newspapers and blanket were provided during flight.
– Mandala Airlines had a baggage are included in the flight price about 20 kilos. Priority passengers also benefit from better
seat locations (at the front of the aircraft), free lounge access and free food and beverages (both in lounges and during
flight).[
• Ancillary Fees :
Reservation
changes, baggage
limitations, frequent flyer
point sales, concession

Convenient (Ticketing Strategy)
Mandala web site
website for customers
to book and pay for
tickets electronically.
Mandala Bye-Pass®
airport self-service
kiosks
Mobile Web program
Travel agency web sites
(e.g.
Travelocity, Expedia)
Corporate booking
agencies
Traditional travel
agencies
In line with current
airline practice, Mandala
Airlines utilized an
electronic ticketing and
an e-payment system.
The airline had a 24-
hour call center
Mandala T.T.M
Ticket Teller Machine

Marketing and Brand Position

Customer
Leadership
Clarification
Core Area
Marketing
Vision
Mandala Air = “LCC Airline” Icon
Marketing Expertise & Organization
Product
Leadership
Maximize Marketing Efficiency
Brand
Leadership
Premium

Brand Strategy Platform...
Brand Target
Value Added Seeker
Brand Essence
Everyone already fly
Brand Positioning
Low Price – High Value
Brand Personality
Active, Dynamic, Modern

Airlines
in average
Price Food Lounge Choices
of Seat
Class
Hub
Connecti
vity
Low
Price
Fast Departure
from Cities
Comfort
able
Baggage
Included with
Ticket Price
v
NEW
The differentiations of
Mandala Air than the
competitor…
Mandala Value Curve Proposed

Co creation
Mandala Experience
Mandala Check and Go
Conversation
Mandala lovers
Communal Activation
• Mandala Lovers’ Near You!
• Mandala Lovers’ with You!
• Mandala Lovers’ with Community
Campaign
Recent "All You Can
Fly" promotions
allowed consumers to
buy a monthly pass for
unlimited travel to
Mandala destinations.
Mandala believes half
of the buyers had not
flown them before.
All
you
can
Fly
Local Campaign
Where
can Fly
Global Campaign

Education &
Awareness
Product
Experience
Credibility/
Image
Relationship
Media Gathering
PR Activities
 Mandala
Tiger Air
“We’re
Back”
Exhibition
 Mandala
Tiger Air
Mobile
Booth
 Advertisement,
 TVC @
Commercials TV
and Youtube
Active at
Social
Media, M
andala
Tiger Air
Mail List Developing
affiliate
relationships
with banks
Sales :
Number
of Sales
and Profit
Brand
Equity :
Mandala
Tiger Air
AllyoucanFly
Sales :
Number
of Sales
and
Profit
Brand
Equity :
Mandala
Tiger Air
360 degree Communication
The following table describes how Mandala's marketing program supports
its brand position.

Alternative Recommendation
 Social Media
 Website
 Mandala Lovers
 Continue to Stress
Differentiation
 Leverage Integrated Customer
Service System
 Target Price Sensitive Customer
 Brand Ambasador

Mandala Air Marketing Plan - The Second Life35 Mandala Air Marketing Plan - The Second Life35
Period
Controls – progress measurement and monitoring
Mandala Air’s Marketing Performance

thanks…

Appendix

Change
Economy Soc-Cul
Tech
Market
Pol-Leg
• IT is expand very fast,
especially in communication
• Social Media Revolutions
• Internet become very popular
• Expand the technology of the
website (i.e. iPhone apps, etc.)
• Social Media Phenomenon
• People mobility is increase
• The growth of the aviation industry doubled from Indonesia's economic growth average 20% -21% per year.
• Low cost carrier (LCC) service more attractive to suck 80% market share.
• Domestic aviation market still needs a lot of planes, at least up to 1,000 units considering Indonesia is an archipelago, while from the
side of the plane is still defeated by India, China, even Singapore.
• Target of middle-class people of Indonesia increased by 7 million people each year.
• We have a lot of business sectors that depend on the airline business, such as the tourism sector.
• There are 60 million passengers by 2015 and 75 million by 2020. This opportunity is a good market for Mandala with the concept of
low cost carrier.
• Foreign airlines took the market potential of Indonesia, foreign investment in Indonesia will be the toughest rival for local airlines in
Indonesia.
• Aviation Law. Airlines or foreign
investor will still be able to build the
airline in Indonesia, as long as the
majority of shares held by local
investors.
• The rules on Law No. 1, 2009 on
Aviation, the aviation world
investment of at least 50 million
U.S. dollars is very burdensome and
threatening local investors.
• Aviation regulation and
government policy
• The increase in aviation fuel prices

Competitor
• When the Asean Open Sky enacted in 2015, the national airline
to compete with the airlines.
• Six airlines So Tight Competitors in Asean Open Sky. Three-in-
class airline services is a full service Singapore Airlines, Thai
Airways, Malaysia Airlines, while three other carriers in the class
cost (low cost carrier / LCC) is AirAsia, Tiger Airways and Jetstar
Airways.
• Long haul flight is an trial to get undeveloped market share
• Differentiation from traditional LCC model by adding customer
services or operation as full service airline with low fare
• Ongoing industry consolidation has opened up prospects for
new routes and airport deals
• Full service airlines start cut costs to compete
• Entrance of other LCCs
• Increase in operation cost in producing value-added services
• System disruption due to heavily reliance on online sales
• The increase in customer’s requirements of higher-quality
products/services

Customer
• Customer more educated and have
many information to take decision.
• Customer have many choices
• Customer more demanding and
difficult to satisfy.
• Customer loyalty is decrease because
a lot of promotion that offer more
benefits.
• Customer tend to have more than one
mobile phone
• Price- oriented segment is very
big, but have low buying power.

Company
• Company is value-decider
• The others 3C’s must be learned to
see the effect to campany.
• The must existing competence
analysis for the company.
• Base on the existing
competence, take the stretch
possibilities.
• Company have several choices that
is go/invest, no no/hold, harvest and
divest.
• To decided the choice, depend on
company risk attitude

Competitor Analysis 4P’s
Mandala Air Lion Air Sriwijaya Air Air Asia Merpati
Nusantara
Airlines
Batavia Air Citilink
PT Saratoga Investment Group
(51%), Tiger
Airways(33%), Kreditur dan
pemegang saham lama (16%)
PT Lion
Mentari
Airlines
PT. Sriwijaya Air PT. Indonesia
AirAsia.
PT. Metro Batavia
Presiden
Direktur
Diono Nurjadin Rusdi Kirana Chandra Lie Sardjono Jhony
Tjitrokusumo
Joseph Saul
Mulai
Beroperasi
17 April 1969, Berenti beroperasi
10 Januari 2011 – 4 April 2012
19 Oktober
1999
2003 6 September
1962
5 Januari 2002 8 Agustus 2008
Aliansi Tiger Airways Wings Air -
Slogan Partner Airlines of Tiger Airways We make
people fly
Enjoy Simplicity
Jenis Kelas Bisnis
Ekonomi
-
Program
Frequent Flier
Lion Pasport
Club
- Merpati
EasyFlyer
Lounge
Penumpang
Mandala Priority Lion King
Lounge
-
Website www.mandalaair.com www.lionair.c
o.id
www.sriwijayaair
.co.id
www.merpati.co.
id
www.batavia-air.co.id
Facebook
#fans
Merpati airlines #
2.432
Twitter
#followers
@mandalaair #8.917
@tigerairways #11.467
@tigerairwayssg #14.280
@lionairliners
# 2.384
@SriwijayaairSJ
#2.703
@Sriwijayaair
#1.200
@airasiaid
#147.745
@merpati_info #
5.011
@bataviaair #3.242 @citilink #18.154
Twitter tweets @mandalaair #632
@tigerairways #352
@tigerairwayssg #1.063
0 @SriwijayaairSJ
#18
@Sriwijayaair #2
30.929 6.330 28 8.147
Youtube Citilink
Jumlah
Armada
11 72 29 33
Kota Tujuan 16 61 36 87

Price
Booking
24 April
2012
(7 – 14
Mei) -
pagi
Mandala
Air
Lion Air Sriwijaya Air Air Asia Merpati Nusantara Airlines Batavia Air Citilink
Jakarta –
Denpasar
Prom
o
Rp.
401.000;
Promo Rp.
500.000;
Promo n/a Promo Rp.
379.000;
Eco Promo 0 Rp.
399.090;
Ekono
mi
Rp.
643.000;
Ekonomi Rp.
530.000;
Regule
r
Rp.
443.90
0;
Flexi Rp.
588.000;
Eco Budget Rp. 716.900;
Busin
ess
n/a Business n/a Ekonomi Rp.
698.000;
Eco
Medium
Rp. 886.900;
Business - Eco
Premium
Rp.
1.266.900;
Denpasar
- Jakarta
Prom
o
Rp.
544.000;
Promo Rp.
460.000;
Promo n/a Promo n/a Eco Promo 0 Rp.
399.090;
Ekono
mi
Rp.
643.000;
Ekonomi Rp.
530.000;
Regule
r
Rp.
443.90
0;
Flexi n/a Eco Budget Rp. 556.900;
Busin
ess
n/a Business n/a Ekonomi Rp.
918.000;
Eco
Medium
Rp. 886.900;
Business - Eco
Premium
Rp.
1.266.900;

Place
Reserva
tion by
Mandal
a Air
Lion Air
Sriwijay
a Air
Air Asia
Merpati
Nusanta
ra
Airlines
Batavia
Air
Citilink
Website
(online)
v v v v v v v
Travel
Agency
v
Airport
Phone
(call
centre)
V v v
Mobile
Kantor
Pusat
V

Promotion
Manda
la Air
Lion Air
Sriwija
ya Air
Air Asia
Merpati
Nusantara
Airlines
Batavia
Air
Citilink
Online
Promot
ion
Visa
epaymen
t
Bca
Visa
Bank
bri
Bni
Bii
Bank
sumsel
Visa
master
Visa
Mandiri
OCBC
NISP
Klik Bca
BCA
Mandiri
NMO
Visa
Master
Paypal
Discover
American
Express

Service
Mandala Air Lion Air Sriwijaya Air Air Asia Merpati Nusantara Airlines Batavia Air Citilink
Booking v v v v
My Flight v v v
Flight Info v v v
Hotels & Tours v v
Travel Info v v v
Loyalty Program v v v v
Courier v
Cargo v
Entertainment v
Online Shopping v v
Credit Card v
Savers Account v
Corporate v v
Promosi v v v
Webbanner v v v
services v v
experience v
car v
asuransi v
Quick links v
Web check in v
At the airport v

Situational Analysis
Ansoff Matrix
Products
Existing New
Markets
Existing
Market Penetration/Consolidation
1
4
Product Development
2
5
New
Market Development
3
Diversification

Situational Analysis
• Strategy Clock (Pricing Strategy)

SWOT Matrix Analysis
Strength
1. Shares owned Mandala Saratoga Capital (51%), Tiger Airways (33%),
concurrent credit of 15%, and the old shareholders Cardig and Indigo (1%).
2. Tiger Sandiaga and prepare capital of U.S. $ 250 million.
3. Tiger Airways business model adopted.
4. Low-cost airline
5. Mandala operated scheduled services to three international and 17
domestic destinations, used a narrow-body fleet of Airbuses.
6. The name Mandala is not changed
7. Safe and reliable flights
8. Tiger Airways, together with its associated airlines, operates a fleet of 32
Airbus A320 aircraft
Weaknesses
1. Service resource is limited by lower costs Limited human
resources Situation Could not handle irregular.
2. Government interference and regulation on airport deals and
passenger compensation.
3. Non-central location of secondary airports.
4. Brand is vital for market position and developing it is always a
challenge
5. Heavy reliance on outsourcing
6. New entrants to Provide the price-sensitive services
7. Mandala is still not a good name in the public eye since 2011 had
been frozen.
8. The plane is still not much
9. Mandala routes are limited.
10. Other companies using the LCC business model too.
11. New Mandala will penetrate the Jakarta-Medan route. As for the
international flights will start from Jakarta to Kuala Lumpur,
Malaysia.
Opportunities
A. The growth of the aviation industry average of 20% -21% per year.
2. Long haul flight to get your trial is an undeveloped market share
3. Differentiation from traditional LCC models by adding customer services or as full-service operation
with a low fare airline
4. Ongoing industry consolidation has opened up prospects for new routes and airport deals
5. High fuel prices will squeeze out unprofitable competitors
6. Service low cost carrier (LCC) more attractive to suck 80% market share.
7. 16 domestic routes and four international routes
8. Target the middle class 7 million people each year.
9. Increased tourism sector
10. 60 million passengers by 2015 and 75 million by 2020.
11. Mandala will operate 10 Airbus A320 aircraft.
12. Aviation Law. Airlines or foreign investment will still be able to build the airline in Indonesia, as long
as the majority of shares held by local investors.
13. Expand the technology of the website (ie iPhone apps, etc.)
Strength/ opportunities (SO)
1. Increase Market Share
2. Increase Sale & Revenue
3. Expand current customer rewards program to build
customer loyalty.
4. Expand freight air portion into former Tiger Airway
and Local areas
5. Mandala Airlines utilized an electronic ticketing and an
e-payment system. The airline had a 24-hour call
center and a website for customers to book and pay
for tickets electronically
Weaknesses/ opportunities (WO)
1. Build Strong Mandala Brand
2. Increase number of pesawat
3. addition Route
4. Improve efficiency through the use of aircraft
Airbuss
5. Focus on service, speed and departure point-
to-point.
Treats
1. Full service airlines cut costs start to Compete
2. Entrance of other LCCs
3. High fuel price decreases yield
4. Accident, terrorist attack, and disaster and affect customer confidence
5. Aviation regulation and government policy
6. Increase in operation cost in producing value-added services
7. System Disruption due to Heavily reliance on online sales
8. Asean Open Sky enacted in 2015
9. Six airlines So Tight Competitors in Asean Open Sky (Singapore Airlines, Thai Airways, Malaysia
Airlines, AirAsia, Tiger Airways and Jetstar Airways.
10. The regulation on Law No. 1,2009 on Aviation, the aviation world investment of at least 50 million
U.S. dollars is very burdensome and threatening local investors.
11. Foreign airlines also eyeing the market potential of Indonesia, foreign investment in Indonesia will be
the toughest rival for local airlines in Indonesia.
12. The increase of in aviation fuel prices
13. The increase of in the customer's requirements of higher-quality products / services
14. Tiger Airways Mandala proposed name is replaced with the name Tiger.
Strength/ Treats (ST)
1. Expand brand recognition as top low-cost
air carrier to eliminate competition.
2. Retain low-cost operating strategy to
remain competitive.
3. Focus on the importance of safety,
security, and service.
4. Focus on the timeliness
5. Offer the most competitive price
Weaknesses/ Treats (WT)
1. Increase load capacity to get
2. maximum value out of jet fuel.
3. Initiate employee rewards program
for productivity and customer
retention.
4. Create expanded strategy and
growth plan to thwart competition.
5. Reduce the cost of jet fuel that will
decrease operational costs

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Marketing Strategy/ Strategi Pemasaran - Mandala-Tiger Airline

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Marketing Strategy/ Strategi Pemasaran - Mandala-Tiger Airline