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All Journal Jurnal Manajemen Bisnis Transportasi dan Logistik
Charles AN
Institut Transportasi dan Logistik Trisakti
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Social Sciences Transportation

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Journal : Jurnal Manajemen Bisnis Transportasi dan Logistik

 1 
Formulasi Strategi Bertahan PT Garuda Indonesia Pada Masa Pandemi COVID-19 Tahun 2021 Charles AN; M. Midhat
Jurnal Manajemen Bisnis Transportasi dan Logistik Vol 7, No 3 (2021): September
Publisher : Institut Transportasi dan Logistik Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54324/j.mbtl.v7i3.759

Abstract

Coronavirus Disease 2019 or what is often referred to as COVID-19 which began to enter Indonesia in early March 2020. To prevent its transmission, policies such as work from home, social distancing and Large-Scale Social Restrictions (PSBB) were issued. The problem that is being faced by Garuda Indonesia is a very drastic decline in passengers and IATA predicts that the impact of the COVID-19 pandemic will end in 2024. The aim of this study is to analyze and determine the internal and external factors of PT. Garuda Indonesia and Analyzing Porter's Five-Forces Model and PESTEL. The method used is a qualitative method and the tools that the authors use to analyze using the SWOT analysis method, Porter's Five-Forces Model and PESTEL analysis. The time of the research starts from December 2020 to August 2021. From the results of this study, it can be seen that there are four alternative strategies including downsizing as an alternative strategy with the first priority and the total attractiveness value of (6.73), Related Diversification as an alternative strategy with second priority with a total attractiveness value of (5.82), Divestment as an alternative strategy with a third priority with a total attractiveness value of (4.17) and Liquidation as the last alternative strategy with a total attractiveness value of (3, 71).
STRATEGI PENGGUNAAN JENIS PESAWAT DALAM MENGHADAPI PERSAINGAN CHARLES An
Jurnal Manajemen Bisnis Transportasi dan Logistik Vol 1, No 3 (2015): Mei
Publisher : Institut Transportasi dan Logistik Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54324/j.mbtl.v1i3.969

Abstract

Increasing competition in the airline industry sectors make each airline must implement effective and efficient strategies to determine type of aircraft which is more economical to save operating costs and ticket prices or rates that can compete with its competitors. It has been done by PT. Sriwijaya Air. Through management strategic methods and SWOT analysis, despite the increasing of crude oil prices today which affect the air transport cost, PT. Sriwijaya Air, as one of the air transportation services provider, should make initiative decision to improve yield, revenue and profit to maintain the sustainability of the company.
DAMPAK PROGRAM GARUDA MILES TERHADAP LOYALITAS PELANGGAN PT GARUDA INDONESIA Vica Harahap; Safira Safira; Charles AN
Jurnal Manajemen Bisnis Transportasi dan Logistik Vol 3, No 3 (2017): Mei
Publisher : Institut Transportasi dan Logistik Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54324/j.mbtl.v3i3.875

Abstract

This study aims to find out the effect of Garuda Miles Program to the customers’ loyalty. The research was using hypothesis testing. The method used was a simple linear regression analysis with a total sample of 30 people. The result of the research shows that the effect of Garuda Miles Program to the customers’ loyalty with regression equation y is 6.86 + 0.8x. The Garuda Miles Program has a very strong and positive influence on customers’ loyalty shown by r = 0.81. Customers’ loyalty has been affected by Garuda Miles program of 65.61% (coefficient determination), while the remaining 35.39% is determined by other factors. The result of the hypothesis test is t –count > t-table (12.59> 2,048). Therefore, there is a significant influence of Garuda Miles Program to the customers’ loyalty.
MENARA AIR TRAFFIC CONTROL (ATC) TERBAIK PADA BANDAR UDARA DI KAWASAN EROPA - AFRIKA Ricky P Ricardianto; Charles An
Jurnal Manajemen Bisnis Transportasi dan Logistik Vol 2, No 1 (2015): September
Publisher : Institut Transportasi dan Logistik Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54324/j.mbtl.v2i1.955

Abstract

In 2011, the writer had already presented the article about the growth of ATC (Air Traffic Control) in North America. To gain more knowledge about ATC, this article is presenting the best ATCs in Europe and Africa. The information presented here are focused on the heights of the ATC to support the broaden view of the airports area and the newest designed used to cope the era. The height taken as example here is 80 m to compare with ATC in Soekarno Hatta which is only 61 m.
Formulasi Strategi Bisnis untuk Pengiriman Ekspor Udara Charles AN; Galih Maulana; Wynd Rizaldi
Jurnal Manajemen Bisnis Transportasi dan Logistik Vol 5, No 3 (2019): Mei
Publisher : Institut Transportasi dan Logistik Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54324/j.mbtl.v5i3.811

Abstract

PT Logwin Air and Ocean Indonesia is in 10th position out of the top 10 forwarding companies that export air cargo, with a market share of 3.22% in 2017. The biggest strength of PT Logwin Air and Ocean Indonesia is having the resources / man power that knowledgeable and reliable. While the lack of shipment nominations (shipment nominations) is the strongest weakness for PT Logwin Air And Ocean Indonesia. The biggest opportunity for PT Logwin Air and Ocean Indonesia is the Indonesian government's policy to increase exports. The biggest threat faced by PT Logwin Air And Ocean Indonesia is price competition with competitors. Based on the CPM Matrix, the company’s rank is in the 5th position after DHL, Schenker, Yusen and Panalpina. In IE Matrix, the company is in cell V that is hold and maintain with a total score of internal strategy factors (2.31) and total external strategy score of (2.36). Based on the 4-K SWOT analysis and Grand Strategy Matrix, it is known that the horizontal axis (X) is (1.45) and the vertical axis (Y) is (0.48), so the company's position is illustrated in quadrant I. There are two alternative strategies obtained from the results of the IE, SWOT 4K, BCG and Grand Strategy matrix analysis, namely: Market Penetration and Product Development, and in the QSPM Matrix, Market Penetration strategies are obtained with a total attractiveness value of (5 , 52) as the first priority and followed by a Product Development strategy (Product Development) with a total attractiveness value of (5.44).
Formulasi Strategi Bertahan PT Garuda Indonesia Pada Masa Pandemi COVID-19 Tahun 2021 Charles AN; M. Midhat
Jurnal Manajemen Bisnis Transportasi dan Logistik Vol 7, No 3 (2021): September
Publisher : Institut Transportasi dan Logistik Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54324/j.mbtl.v7i3.759

Abstract

Coronavirus Disease 2019 or what is often referred to as COVID-19 which began to enter Indonesia in early March 2020. To prevent its transmission, policies such as work from home, social distancing and Large-Scale Social Restrictions (PSBB) were issued. The problem that is being faced by Garuda Indonesia is a very drastic decline in passengers and IATA predicts that the impact of the COVID-19 pandemic will end in 2024. The aim of this study is to analyze and determine the internal and external factors of PT. Garuda Indonesia and Analyzing Porter's Five-Forces Model and PESTEL. The method used is a qualitative method and the tools that the authors use to analyze using the SWOT analysis method, Porter's Five-Forces Model and PESTEL analysis. The time of the research starts from December 2020 to August 2021. From the results of this study, it can be seen that there are four alternative strategies including downsizing as an alternative strategy with the first priority and the total attractiveness value of (6.73), Related Diversification as an alternative strategy with second priority with a total attractiveness value of (5.82), Divestment as an alternative strategy with a third priority with a total attractiveness value of (4.17) and Liquidation as the last alternative strategy with a total attractiveness value of (3, 71).
Co-Authors Galih Maulana M. Midhat Ricky P Ricardianto Safira Safira Vica Harahap Wynd Rizaldi