<![CDATA[ABSTRAK Penelitian ini bertujuan untuk menganalisis proses perencanaan, pengelolaan, pelaksanaan, dan evaluasi strategi komunikasi pemasaran Divisi Marketing Product PT Garuda Indonesia (Persero) Tbk dalam mengimplementasikan Program Garuda Boarding Pass (GBP). Metode penelitian yang digunakan adalah kualitatif deskriptif dengan pendekatan studi kasus. Data dikumpulkan melalui wawancara mendalam bersama Key Informan (Manager Marketing Product), Informan 1 (Staff Marketing Product), dan Informan Pendukung (Mitra Sarinah), yang diperkuat dengan observasi serta dokumentasi. Hasil penelitian menunjukkan bahwa perencanaan program dirancang melalui reposisi merek strategis (revamp BPTV ke GBP) berbasis riset untuk menyasar penumpang Segmen A (Menengah ke atas) dengan proposisi nilai pendampingan perjalanan yang berkelanjutan. Pengelolaan strategi menerapkan pola negosiasi fleksibel (tailor-made) secara langsung tanpa perantara serta pendelegasian wewenang dua jalur (Head Office dan Branch Office). Pelaksanaan komunikasi dilaksanakan secara omnichannel terpadu (Integrated Marketing Communication) melalui iklan majalah in-flight Colors, program stimulasi Merchant Teraktif, EDM Blast, media sosial, hingga penempatan QR Code di Executive Lounge dan kantor penjualan. Evaluasi rutin dilakukan berbasis tiga indikator kinerja utama (KPI), di mana tantangan keterbatasan fitur landing page tersentralisasi dimitigasi melalui pengajuan pembaruan sistem tahunan. Kesimpulannya, strategi komunikasi pemasaran Divisi Marketing Product berhasil mentransformasi boarding pass menjadi ekosistem nilai tambah digital yang memperkuat loyalitas pelanggan serta ekuitas merek. ABSTRACT This study aims to analyze the planning, management, execution, and evaluation processes of the marketing communication strategy implemented by the Product Marketing Division of PT Garuda Indonesia (Persero) Tbk in executing the Garuda Boarding Pass (GBP) Program. The research method utilized is descriptive qualitative with a case study approach. Data were collected through in-depth interviews with a Key Informant (Product Marketing Manager), a Main Informant (Product Marketing Staff), and a Supporting Informant (Sarinah Partner), complemented by observation and documentation. The results indicate that program planning was designed through strategic brand repositioning (revamping BPTV to GBP) based on research to target Segment A (Upper Middle Class) passengers with a continuous travel companion value proposition. Strategy management applied flexible, tailor-made negotiation patterns directly without intermediaries, as well as a dual-channel authority delegation model (Head Office and Branch Office). Communication execution was carried out through an integrated omnichannel approach (Integrated Marketing Communication) via Colors in-flight magazine advertisements, the Active Merchant stimulation program, EDM Blasts, social media, and QR Code placements in Executive Lounges and sales offices. Routine evaluation was conducted based on three key performance indicators (KPIs), where challenges regarding centralized landing page feature limitations were mitigated through annual system update proposals. In conclusion, the Product Marketing Division's marketing communication strategy successfully transformed the boarding pass into a digital value-added ecosystem that strengthens customer loyalty and brand equity.]]>
