Mandala Ai Rmarketing Plan Rev2

1
Mandala Air Marketing Plan - The

Second Life
Mandala Air Marketing Plan
The Second Life

Second Life
Comprehensive Mandala Air Marketing Plan

Framework
Analysis
1
Marketi
ng
Objectiv
es
Overview :
Mandala Air
Macroeconomic
environment
4 Cs analysis : Change,
Consumer, Competitor,
Company
SWOT Analysis
Consumer Insight
Action
Plan
8
Implementation
Target Market,
and Positioning
4
Situation
Analysis :
Marketi
ng
5 Strateg
Marketing
y
Segmentation,
Marketing goal
and objectives
6
Marketing
Strategies and
Tactics
7
Resources
allocation and
budgets

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Evaluati
on
9
Controls
progress
measurement
and monitoring
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, Tigers chief executive,
are very optimistic about the Indonesian market and ready
to compete with established budget airlines

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June 2012
Rebranding the new Mandala
Tiger Plane Appearance
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 2
May 2011
Tiger Airways
acquire a 33 %
stake, Saratoga
Group 51 % of
Mandala.
Mandala Airlines
focus on Low Cost
Carrier market
1
Jan 13, 2011
Mandala
Airlines
temporarily
stopped flying
all of their
fleet due to
debt
problems.
6
5
4
April 5, 2012
First domestic route,
based in Jakarta and
Medan
April 20, 2012
First international
destination when it
launches the MedanSingapore route.

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May 2012
Mandala created a
special niche
among Indonesia's
low-cost carriers by
creating an image
as a safe airline.
Situation Analysis :
4 Cs Diamond
Aviation Law.
The rules on Law No. 1, 2009
on Aviation,
Aviation regulation and
government policy
The increase in aviation fuel
prices
Pol-Leg
IT is expand very fast,

Social Media Revolutions
Change Internet become very
popular
Tech
Economy
Soc-Cul
Market
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
7-million
Mandalaincreased
Air Marketingby
Plan
The
people eachSecond
year. Life
Social Media
Phenomenon
People with high
mobility
Situation Analysis :
4 Cs Diamond
Change
Tech
Pol-Leg
Economy
Soc-Cul
Market
Custome
Competito
r
Company is value-decider
The must existing
competence analysis for
the company.
Company have several
choices that is go/invest,
7no no/hold, harvest and
divest.
Company

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Customer more
educated
Customer have many
choices
Customer more
demanding and
difficult to satisfy.
Macro Economic
Macro Economy
Indicator
Data
Population
240 million
GDP growth (%)
6,5 %
GDP per capita (US

$)
3600
Macro Economy Indicator
Data
Net Capital Inflows (Million)
22.64
Increase Economic Growth
7%
Indonesias Income Per capita

prediction 2030 (US$)
10,000
Economic Growth ASEAN

6,9%
Exchange rate per
8500
US$The Fourth Cluster Driving Growth : food and beverages industry, Textiles, textile products,
and footwear
electronics and electronic components industry, and transportation
Poverty
Number industry,
14,6%
equipments and automotive components industry.

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Competitor Analysis

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Airlines
in average
Competitor Analysis
Existing Airline Value

Curve
Airlines
in average
v
Price
Food
Loung
e
Choice
s of
Seat
Class
Hub
Conne
ctivity
Low
Price
Fast Departur
e from
Cities
Comfo
rtable
Baggage
Included
with Ticket
Price
Market Share
Airline
Frequency
share
38.9%
Capacity
share
45.5%
Domestic
routes
92
Lion Air
Garuda
20.9%
21.6%
38
Indonesia
Batavia
12.7%
10.7%
55
Sriwijaya Air
9.8%
8.8%
39
Merpati
7.4%
5.9%
41
Nusantara
Mandala
3.0%
3.0%
17
Airlines
Indonesia
1.6%
1.8%
6
AirAsia
Source: OAG Max Online for w/c 10 January 2011
11

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SWOT Matrix Analysis
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
Strength
Weaknesses
Shares own Mandala
Service resource is
Saratoga Capital (51%),
limited by lower costs
Tiger Airways (33%),
Limited human
concurrent credit 15%, and
resources Situation.
the old shareholders Cardig Brand is vital for
and Indigo (1%)
market position and
Safe and reliable flights
developing it is always
a challenge
Weaknesses/
Mandala routes are
Strength/ opportunities (SO)
opportunities (WO)
limited.
Increase Market Share

Build Strong Mandala
Increase Sale & Revenue

Expand current customer
rewards program to build
customer loyalty.
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
Treats
High fuel price decreases yield
government policy
The increase of in the customer's
requirements of higher-quality
12
products
/ services
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Brand
Increase the Route
Focus on service,
speed and departure
point-to-point.
Weaknesses/ Treats
(WT)
Increase load capacity
Initiate employee
rewards program for
productivity and
customer retention.
Create expanded
strategy
Mandala Air Consumer Insight
13

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

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For
Domestic
Destinatio
n
Airplane
79%
Airlines Profile
2
Where do you Buy the
71% Online
| 29% Travel
tickets?
Agent
What airlines do you use to

travel?
Airplan
e
100 %
Batavia Air
Kalstar
3% 3% 3%
30%
30%
5%
14%
Singapore
Airlines
14%
Lion
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
5availability
Do you aware about the type

of the plane? (ex. Airbuss,
boeing etc)
Sriwijaya
Mandala
Garuda
Air Asia
I dont Care; 15%

No; 46% Yes; 38%

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Mandalas Brand
Awareness
Have you
heard about
Mandala Air?
Yes
100
%
Are you aware that now Mandala is

operating again?
No
25%
Yes
75%
Have you flight using

69%
Yes | 31%
Mandala
Air? No
Why?
18% Good Service
18% Good Pilot (Landing)
14% Easy & quick to do reservation
online
14% Clean and Comfort
16% Fare Price
14% Punctual
Have you flight using Tiger

36% Yes
| 64% No
Air?
Why?
17% Cheap
Price
6% Good
Service
25% Service Not

Good
18% Using old
Plane
18% Bad Interior
12% Bad
Turbulence
Netnography
18

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The Power of STP to

Win The Mind
Share
Marketing Strategy & Competitive Positioning
Travelers
Promo Lovers
Shopaholic
Value Added
Seeker
Segmentat
ion
20
Low
Price
High
Value
Value
Added
Seeker
Targeting
Positioning

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Marketing Goals & Objectives

Create
Create
Build a
Mandala
Build
a
Mandala
strong
New
strong
New
Mandala
Experienc Mandala
Experienc
Brand
e
Brand
e
Communicate
Open new
Communicate
Open new
the New
route with
the
New
Mandala
route with
Mandala
lower
Values and
lower
Values
and
costs
Commitment
costs
Commitment
Increase
Increase
Increase
Increase
Sales &
Sales &
Market Share
Revenue Market
Share
Revenue
21

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Marketing Mix 4 Cs Strategies and Tactics
Cost
Set the price to

be affordable.
Below Full
Service and
average Low
Cost Carrier
Airways.
22
Consumer
Open New
Route,
new route
Full Service
Route
Convenien
t
Travel Agent,
Online,
Smartphone
Application

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Communica
tion
360 degree
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 JakartaSingapore and Singapore-Denpasar (Bali)-Jakarta.
Terminated destinations
Hong Kong - Hong Kong
Indonesia - Balikpapan, Banjarmasin, Batam, Bengkulu,
Denpasar/Bali, Jambi, Kupang, Padang, Pangkal Pinang,
Pekanbaru, Semarang, Surabaya, Tarakan, Yogyakarta.
Macau - Macau
Average Stage Length : 5 hours Mandala Air Marketing Plan - The

23
Second Life
Consumer New Route
New Route
Medan
Singapore
Raja
Ampat/Waka
tobi
24
Full Service
Airlines
Route
Medan Bali
Not Favorite
Route
Medan Maluku

Second Life
Strategy ClockSituational
(Pricing Strategy)
Analysis Ancillary Fees
a
M
a
al
d
n
Reservation
changes, baggage
limitations, frequent
flyer point sales,
concession
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).[
Convenient (Ticketing Strategy)
26
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

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27

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Marketing and Brand

Position
28

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Clarification
Marketing
Vision
Core Area
Mandala Air = LCC Airline

Icon
Product
Leadersh
ip
Brand
Leaders
hip
Premium
Custome
r
Leadersh
ip
Marketing Expertise & Organization
Maximize Marketing Efficiency
Brand Strategy Platform...

Brand Target
Value Added Seeker
Brand Essence
Everyone already fly
Brand Positioning
Low Price High Value
Brand Personality
Active, Dynamic, Modern
The differentiations of
Mandala Air than the
competitor
NEW
Airlines
in average
Mandala Value Curve

Proposed
v
Price
Food
Loung
e
Choice
s of
Seat
Class
Hub
Conne
ctivity
Low
Price
Fast Departur
e from
Cities
Comfo
rtable
Baggage
Included
with Ticket
Price
Communal
Co
creation Activation
Conversation
Campaign
Global
Campaign
Local
Campaign
Recent "All You Can

Wher
Fly" promotions
All
Mandala Lovers
Near You!
e can
allowed consumers
to buy a monthly
you Lovers
Fly
Mandala
Mandala
with You!
Mandala lovers
pass for unlimited
travel to Mandala
Mandala Lovers
with
destinations.
Mandala believes
Communityhalf
of the buyers
had not flown them
before.
can
Experience
Fly
Mandala Check
and Go
The following table describes how Mandala's marketing

program supports its brand position.
360 degree Communication
Brand
Brand
Equity
Equity ::
Mandal
Mandal
a
a Tiger
Tiger
Air
Air
Media
Gathering
PR Activities
All you
you can
can Fly
Fly
All
Sales
Sales ::
Numbe
Numbe
rr of
of
Sales
Sales
and
and
Profit
Profit
Credibility/
Image
Advertisem
ent,
TVC @
Commercial
s TV and
Youtube
Education
&
Awareness
Active
Mandala
Product
at
Relationship
Tiger Air
Experience
Social
Were
Media,
Back
Mandal
Exhibitio
n
a Tiger Developing
affiliate
Mandala
Air Mail
relationshi
Tiger Air
List
ps with
Mobile
banks
Booth
Sales
Sales
::
Numb
Numb
er
er of
of
Sales
Sales
and
and
Profit
Profit
Brand
Brand
Equity
Equity
::
Mand
Mand
ala
ala
Tiger
Tiger
Air
Air
Alternative Recommendation
34
Social Media
Website
Mandala Lovers
Continue to Stress
Differentiation
Leverage Integrated
Customer Service System
Target Price Sensitive
Customer
Brand Ambasador

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Controls progress measurement and monitoring

Mandala Airs Marketing
Performance
Period
35

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thanks
36

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Appendix
37

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Change
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.
government policy
The increase in aviation fuel
prices
IT is expand very fast,

especially in
communication
Social Media Revolutions
Internet become very
popular
Expand the technology of
the
Tech
website (i.e. iPhone
apps, etc.)
Pol-Leg
Economy
Soc-Cul
Market
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.
38

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Competitor
39
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 customers requirements of higherquality products/services
Second Life
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.
40

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Company
41
Company is value-decider
The others 3Cs 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
Second Life
Competitor Analysis 4Ps
Presiden
Direktur
Mulai
Beroperasi
Aliansi
Slogan
Mandala Air
Lion Air
Sriwijaya Air
Air Asia
PT Saratoga Investment Gr
oup
(51%), Tiger Airways
(33%), Kreditur dan
pemegang saham lama
(16%)
DionoNurjadin
PT Lion
Mentari
Airlines
PT. Sriwijaya
Air
PT. Indonesia
AirAsia.
Rusdi
Kirana
Chandra Lie
17 April 1969, Berenti

beroperasi 10 Januari 2011
4 April 2012
Tiger Airways
19 Oktober
1999
2003
Wings Air
Partner Airlines of Tiger

Airways
We make
people fly
Bisnis
Ekonomi
Program
Frequent
Flier
Lounge
Penumpang
Lion Pasport
Club
Mandala Priority
Lion King
Lounge
www.mandalaair.com
www.lionair.
co.id
www.sriwijayaa
ir.co.id
Twitter
#followers
@mandalaair #8.917
@tigerairways #11.467
@tigerairwayssg #14.280
@lionairline
rs # 2.384
Twitter
tweets
@mandalaair #632
@tigerairways #352
@tigerairwayssg #1.063
Youtube
Jumlah
11
72
Citilink
PT. Metro Batavia
Sardjono
Jhony
Tjitrokusumo
6 September
1962
Joseph Saul
5 Januari 2002
8 Agustus 2008
Merpati
EasyFlyer
www.merpati.c
o.id
Facebook
#fans
42
Batavia Air
Enjoy Simplicity
Jenis Kelas
Website
Merpati
Nusantara
Airlines
@Sriwijayaair
SJ #2.703
@Sriwijayaair
#1.200
@Sriwijayaair
SJ #18
@Sriwijayaair
#2
@airasiaid
#147.745
Merpati
airlines #
2.432
@merpati_inf
o # 5.011
30.929
6.330

Second Life
29
33
www.batavia-air.co.id
@bataviaair #3.242
@citilink #18.154
28
8.147
Citilink
Price
Bookin
g 24
April
Manda
2012
la Air
(7 14
Mei) pagi
Jakarta
Denpas
ar
Lion Air
Prom
o
Ekon
omi
Busi
ness
Sriwijaya Air
Air Asia
Rp.
Promo
Rp.
Prom
n/a
401.00
500.00
o
0;
0;
Rp.
Ekono
Rp.
Regul Rp.
643.00
mi
530.00
er
443.9
0;
0;
00;
n/a
Busines
n/a
s
Merpati Nusantara
Airlines
Batavia Air
Promo
Rp.
379.000;
Eco
Promo
Flexi
Rp.
588.000;
Eco
Budget
Rp.
716.900;
Ekonomi
Business
Rp.
698.000;
-
Eco
Medium
Eco
Premium
Rp.
886.900;
Rp.
1.266.900;
Promo
n/a
Eco
Promo
Flexi
n/a
Eco
Budget
Rp.
556.900;
Ekonomi
Rp.
918.000;
-
Eco
Medium
Eco
Premium
Rp.
886.900;
Rp.
1.266.900;
Citilink
Rp.
399.090;
Denpas
ar Jakarta
Prom
o
Ekon
omi
Busi
ness
43
Rp.
Promo
Rp.
Prom
n/a
544.00
460.00
o
0;
0;
Rp.
Ekono
Rp.
Regul Rp.
643.00
mi
530.00
er
443.9
0;
0;
00;
n/a
Busines
n/a
s
Mandala Air Marketing Business

Plan - The
Second Life
Rp.
399.090;
Place
Reserv
Manda
ation
la Air
by
Websit
e
(online
)
Travel
Agenc
y
Airport
Phone
(call
centre
44
Lion
Air
Sriwija
ya Air
Air
Asia
Merpa
ti
Nusan Batavi
Citilink
tara
a Air
Airline
s
v
v
v
v
Second Life
Promotion
Mand
Sriwij
Air
ala
Lion Air aya
Asia
Air
Air
Onlin
e
Prom
otion
45
Visa
epaym
ent
Merpati
Nusanta
ra
Airlines
Visa
Mandiri
OCBC
NISP
Klik Bca
Bca
Visa
Bank
bri
Bni
Bii
Bank
sums
el
Visa
mast
er Air Marketing Plan - The
Mandala
Second Life
Batavia
Citilink
Air
BCA
Mandiri
NMO
Visa
Master
Paypal
Discov
er
Americ
an
Express
Service
Mandala
Air
Booking
My Flight
Lion
Air
v
v
v
v
Loyalty
Program
Courier
Air
Asia
v
Entertainme
nt
Online
Shopping
Credit Card
v
v
v
v
Savers
Account
Corporate
46
Webbanner
v
v
v
v
v
v SecondvLife
Citilin
k
v
Batavia
Air
Cargo
Promosi
Merpati Nusantara
Airlines
v
Flight Info
Hotels &
Tours
Travel Info
Sriwijaya
Air
Situational Analysis
Ansoff Matrix
Products
Ma
rk
ets
Exi
sti
ng
Existing
New
Market
Penetration/Consolidation
Product Development
4
5
Ne
w
3
Market Development
Diversification
Situational Analysis
Strategy Clock (Pricing Strategy)
Man
d
ala
SWOT Matrix Analysis
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.)
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.
49
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.
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.
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

Second Life
Netnography (3)
50

Second Life
Netnography (3)
51

Second Life

Mandala Ai Rmarketing Plan Rev2

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