Running Head: INDIVIDUAL MARKETING PLAN 1

Individual Marketing Plan: Garuda Indonesia

Subject

Professor’s Name

Date

Word Count: 4000

Running Head: INDIVIDUAL MARKETING PLAN 2

Content Page

Executive Summary 3
1. Introduction 4
2. SOSTAC Model 4
2.1. Stage 1: Situational Analysis 4
2.1.1. Market Analysis 5
Diagram 1: SWOT Analysis of Garuda Indonesia 5
2.1.2. Competitor Analysis 8
2.1.3. Company Analysis 9
2.2. Stage 2: Objectives 10
2.3. Stage 3: Strategy 11
2.3.1. Strategy for Objective 1 11
2.3.2. Strategy for Objective 2 12
2.4. Stage 4: Implementation/ Tactics 12
2.5. Stage 5: Action 13
2.6. Stage 6: Control 14
3. Conclusion 14
4. References 15
Running Head: INDIVIDUAL MARKETING PLAN 3

Executive Summary

According to Pulendran et al (2002), a marketing plan is an operational document that

outlines an advertising strategy that can be implemented by an organization to generate leads and
reach its target market. In able to be successful in marketing plan, the goals must be understood
through the used of SOSTAC Model, which was the most common strategy framework in
marketing strategy, developed by Irish academic, PR Smith (Reed 2014). This model includes six
facets of marketing: situational analysis, objectives, strategy, implementation or tactics, action,
and control (Reed 2014). Subsequently, situational analysis was divided into three sections:
market analysis, competitor analysis, and company analysis. Thus, this paper aims to identify and
create a marketing plan focusing on the company, Garuda Indonesia. Garuda Indonesia is
Indonesia's national airline, headquartered at Soekarno-Hatta International Airport in the nation's
capital of Jakarta (Alternative Airline Ltd., n.d.). Lastly are the recommendations to help Garuda
Indonesia in this challenging time: layoffs, reduction of working hours, and changing the fare
price. With these steps and careful analysis of data, the marketing plan has been specific,
measurable, attainable, relevant, and time-bound that leads to the success of the company.
Running Head: INDIVIDUAL MARKETING PLAN 4

1. Introduction
Every country needs business to progress, and every business needs a business plan that
can succeed. According to Pulendran et al (2002), a marketing plan is an operational document
that outlines an advertising strategy that can be implemented by an organization to generate leads
and reach its target market. It made to help the business connect and convince customers to
purchase their products or services. Thus, in able to be successful in marketing plan, the goals
must be understood through the used of SOSTAC Model, which was the most common strategy
framework in marketing strategy, developed by Irish academic, PR Smith (Reed 2014). This
model includes six facets of marketing: situational analysis, objectives, strategy, implementation
or tactics, action, and control (Reed 2014).

Thoroughly, this paper aims to identify and create a marketing plan focusing on the
company, Garuda Indonesia. Garuda Indonesia is Indonesia's national airline, headquartered at
Soekarno-Hatta International Airport in the nation's capital of Jakarta (Alternative Airline Ltd.,
n.d.). It was founded in 1947 and was then called KLM Interinsulair Bedrif and was changed to
Garuda Indonesia Airways in December 1949 (Alternative Airline Ltd., n.d.). At first, it has
begun as a national airline, often having diplomats as passengers. In the earlier years, the
Burmese government supported this, and by the year 1960, its fleet extended and its network
(Alternative Airline Ltd., n.d.). It has continued until the late 90s and early 20s because of the
economic dilemmas, and by 2014, the airline becomes one of the seven airlines to earn the
Skytrax 5-star rating (Alternative Airline Ltd., n.d.). But fate has yet to turn the airline down as
the pandemic forced it to shrink massively. It is because the passenger demand has dropped to 73
percent in the year 2020, and its CEO, Irfan Setiaputra, has stated that the airline needs
restructuring to enable it to survive and continue its operation (Curran, 2021).

2. SOSTAC Model

2.1. Stage 1: Situational Analysis

Continually, situational analysis is considered to be the foundation of the marketing

planning process, which assess the company’s internal and external environment (Reed 2014).
Thus, this facet was divided into three sections: market analysis, competitor analysis, and
company analysis.
Running Head: INDIVIDUAL MARKETING PLAN 5

2.1.1. Market Analysis

First, market analysis is a qualitative and quantitative assessment of the market (Reed
2014). Similarly, in business plan, the market needs quantitative and qualitative assessment that
considered the size of the market in volume and in value. They need to look also in the
competition, various customer segments, buying patterns, and the economic environment when it
comes to entry and regulation barriers (Reed 2014). The market analysis aims to prove that the
stakeholder knows its market and proves that it is huge enough for a maintainable and lifelong
business. Thus, they provides resource knowledge regarding the industries, customers,
competitors, and such, which can identify the relationship between supply and demand for
products or services (Reed 2014). Additionally, market analysis serves as a basis for the whole
decision-making of creating the business plan. In able to perform the market analysis, there are
two various methods of collecting qualitative and quantitative data, which are under primary
research and secondary research (Reed 2014). In the primary research, the business can conduct
interviews for the target market, while in the secondary research, the business uses existing data
records from previous surveys (Reed 2014).

In order to collect qualitative and quantitative data, the TOWS analysis shall be conducted,
which is modernly known as SWOT analysis, which stands for Strengths, Weaknesses,
Opportunities, and Threats (Gurel 2017). The external environment consists of the threats and
opportunities, while the internal environment is weaknesses and strengths. Strengths are
equivalent to opportunities, and threats are equivalent to weaknesses.

Diagram 1: SWOT Analysis of Garuda Indonesia

SWOT Analysis Garuda Indonesia

Strengths 1. First, Garuda Indonesia have a wide geographic location

and tourism attraction. Being the world’s largest archipelago,
stretching for more than 3,100 miles and a series of more
than 17,508 Southeast Asian islands, there was an exigent
need for efficient air travel industry in Indonesia, which is
very vital to them (S&P 2020). Additionally, Garuda’s
Running Head: INDIVIDUAL MARKETING PLAN 6

tourism attraction can be observed in its international flight

destinations attributed for developing its national tourism
industry.

2. Second, Garuda Indonesia is a flag carrier of their country

with strong government backing. Evidence of it is the
integrated global network of air and ground services,
considered to be one of the best in class (S&P 2020). In
December 2015, the airline inaugurated flights from
Balikpapan, connecting passengers to Jeddah from the
Kalimantan region to develop potential markets of Umrah
and Hajj flights, which have made the Hajj passengers one of
the most major customers of the airline (S&P 2020).

3. Relatively, its third strength is its steady revenue

contributed by Hajj passengers. Hajj flights occurred during
annual Muslim pilgrimage to Mecca, which is the most
pivotal air services that carrier offered. They carry 221,000
Hajj pilgrims from the island country which accounts for
3.91 percent of its total operating revenue (S&P 2020). Based
on the Aviation Week and Space Technology, the two-month
period of Hajj flights, contribute to about ten percent of the
company 2000 annual revenue (S&P 2020).

Weaknesses 1. On the other hand, Garuda Indonesia Airlines also have

weaknesses such as "allegations of manipulating financial
statements, and decreased market shares in domestic and
international segments" (S&P 2020). The first weakness of
the brand comes from its 2018 annual report wherein some
irregularities have potentially deceived the investors (S& P
2020).

2. Second, in 2017, the airline lost $206 million to a net

income of $810,000 from a deal with Mahata Aero
Running Head: INDIVIDUAL MARKETING PLAN 7

Teknologi (Bisara and Desfika, 2019). The said startup

vowed to pay $242 million to the airline for the next 15 years
due to the ad revenues by WiFi networks in the airline
(Bisara and Desfika, 2019). It is standard to state the deal in
the receivables; Chairal Tanjung dan Dony Oskaria rejects
their 2018 financial statement (Bisara and Desfika, 2019).

3. Third, the Financial Services Authority reported the

financial statement as defective and ordered to pay the fine
amounting to RP 100 million or $7,000 (Bisara and Desfika,
2019). Also, the public accounting firms Finance Ministry
banned Tanubrata, Sutanto, Fahmi, Bambang, and Partners
(Bisara and Desfika, 2019).

4. Fourth, in the year 2019, since the spread of the Covid-19

pandemic, the aviation industry has been heavily affected,
and one of those is Garuda Indonesia Airlines. In fact, the
market share decreased by almost 90% which only cast for
70 flights, compared to 79,000 flights before (Fakhira et al.,
n.d.).

Opportunities 1. Despite its weaknesses, Garuda had opportunities. First is

the government stand on promoting tourism, Indonesia's
economy is starting to recover, that indicate that there is an
increasing number of regional population and rising
purchasing power (S&P 2020).

2. It was followed by the GMF Aero Asia penetration in

regional and international markets, codesharing cooperation
of synergies, cargo drone fleet transforming Indonesia's
logistic landscape, and a huge number of Indonesian migrant
workers and student passengers (S&P 2020).

Threats 1. Hence, there are threats that negatively affecting the

airline. First is the natural disasters that affect the operational
Running Head: INDIVIDUAL MARKETING PLAN 8

performance of Garuda Indonesia with a decrease of

passenger by 4.42% (Garuda Indonesia, n.d.). It indicates that
the passengers feel threatened with the occurrence of natural
disasters. It is, of course, because of their safety and the risk
of the people who operate the airline.

2. Second, according to the study of Fitri et al., (n.d.) there is

a prediction that Garuda Indonesia Airline is most likely to
experience bankruptcy, and this is because of the unstable
fuel price for the airplanes and high-cost laborers for
workers. These issues actually have affected Garuda
Indonesia to lose a lot of money for the past five consecutive
years (Fitri et al n.d.). The operational cost for the aviation
industry has been really unstable, leading to their net loss has
been substantial in 2017, costing around $222 million or 3
billion rupiahs (Fitri et al., n.d.).

2.1.2. Competitor Analysis

Second, competitor analysis is the process by which a company define and understand its
industry to anticipate its moves (Adom et al., 2016). Particularly, it is dedicated in analyzing the
competition, both the current and potential or future competitors that can/might go to the market.
Competition, on the other hand, is a natural factor that makes the market unstable (Adom et al.,
2016). Every business needs to understand competitor's strengths and weaknesses to claim the
success of its growth and survival in the industry. Accordingly, a simple process can be followed
to classify, evaluate, and identify the strengths and weaknesses of the competition, which include
profiling current competitors and identifying potential competitors.

When profiling current competitors, first, the business shall analyze the competitors that
the business will directly compete with. Another productive strategy that can be performed is
asking questions such as: what are their strengths?; what are their weaknesses?; what are their
Running Head: INDIVIDUAL MARKETING PLAN 9

basic objectives?; and what marketing strategies do they use? (Haden, n.d.). It includes also
identifying of potential competitors, which can be encountered in the future.

Thoroughly, the airline's current competitors are Air Asia headed by CEO Tony
Fernandes; Korean Air headed by Co-CEO Kwon Hyuk-Min; Thai airline by Sumeth
Damrongchaitham; and their biggest rivalry, Lion Air by Rudy Lumingkewas (Owler Inc., n.d.).
First, AirAsia, the largest low-cost airline globally located in Kuala Lumpur, Malaysia (Owler
Inc., n.d.). It is called the World's Best Low-Cost Airline and leads passengers to over 120
destinations in the Asia Pacific (Owler Inc., n.d.). When it comes to pricing strategy, AirAsia is a
real competition because it aims to charge the maximum amount the buyer is willing to pay and is
competitive in the price war. Second, Korean Airlines, the largest airline and flag carrier of South
Korea that ranks with the leading 20 airlines globally in cargo and passengers, using the growing
tourism in South Korea (Owler Inc., n.d.). Third, Thai Airways Group, which comes from
Thailand, one of the world's most popular tourist destinations, aiming to expand its network
within ASEAN (Owler Inc., n.d.). Thus, its biggest rival is the Lion Air, which is one of the
competitive brand in the Indonesian market, leaving Garuda Indonesia Airline in second place
only. Its biggest assets is its largest share of the domestic market share that makes the airline to
have record for the world's biggest single order of 230 planes composing 200 plus Boeing 737
MAX and Boeing 737-900ER planes (Owler Inc., n.d.). Unlike any other brands, Lion Air is
financially strong and has the greatest reputation.

2.1.3. Company Analysis

It was followed by third section of situational analysis, company analysis. It is a process by

which investors carefully evaluate a company's profile, products and services, and profitability
which also called as ‘fundamental analysis’ (Aithal 2017). It gives detailed information about the
mission statement, goals, and values that they empower to maintain greater aspects into shaping
the company. Moreover, a company analysis in a business with manufacturing activities analyses
the demand and quality of products, cautiously identifying which of these products can be
sustained in the market. Thus, businesses that offer services need to be monitored more often to
continuously give quality services to the clients. By doing so, customers make positive remarks
Running Head: INDIVIDUAL MARKETING PLAN 10

and/or stating which services needed to be improved so the investors would make a study or
analysis to identify the strong and weak points of a particular business.

In conducting a company analysis, the following steps will help categorized which business
is suited: First, determine the type of analysis that is best for a business such as SWOT Analysis,
Gap Analysis, Variance Analysis, Problem Analysis, Capability Analysis, Requirements
Analysis, and Bench marketing, etc (Aithal 2017). Second, the analysis methods must be
presented and researched well, and must determine what is done right and wrong after conducting
a thorough evaluation by determining the expected outcome (Aithal 2017). Third, implementing
the selected financial analysis methods that include both internal and external factors affecting
the business (Aithal 2017). Fourth, determine all the major findings from the data gathered using
statistics (Aithal 2017). Fifth, analyzing the result that discover the strengths and weaknesses of a
business for future improvements (Aithal 2017). All in all, company analysis is used in finding
the problems and determining the possible solutions to better improve the qualities of products or
services and provide a bigger picture of a company’s growth by planning, classifying,
implementing, and evaluating the data and strategies employed for the business.

2.2. Stage 2: Objectives

Furthermore is the second facet of SOSTAC model, the objectives. This facet depicts the goal
of the company through the result that they desire (Reed 2014). Garuda Indonesia’s objectives
was to become a sustainable aviation group by connecting Indonesia and beyond, while
delivering Indonesian hospitality (Garuda Indonesia n.d.). However, due to the Covid-19
pandemic, Garuda Indonesia has lost almost 90% of its revenue (Fakhira et al., n.d.). Thus, the
operation cost of the airline may not be able to make for the next years if the crisis will continue.
Moreover, in a business or any other industry, costs shall be paid in able to operate successfully.
The operating cost consists of labor with the most important operating cost of 32.3 percent fuel
consumption for aircraft usage by 17.7 percent (Transport Geography Org., n.d.). By these
figures, labor occupies the entire 75 percent of all changeable costs of airline operations that must
be addressed, and considered to be the first objective of Garuda Indonesia (Transport Geography
Org., n.d.). Additionally, the demand for flying through an airplane has declined, that make the
Running Head: INDIVIDUAL MARKETING PLAN 11

main goal of the Garuda’s business plan to lower down its operating cost of operations since its
earnings have decreased.

Consequently, with 70 flights per day, there shall be a cutoff also of operating cost in able
for the airline to survive which constitute to the second objective of Garuda Indonesia (Transport
Geography Org., n.d.). The number of passengers expected for each day will not be met, so the
earnings are also at stake. The fare price shall be changed for the sake of the earnings and the
business. Thus, maintaining the aircraft can be costly, and so, the fleet shall be reduced. It can cut
off also the expenses that the airline is spending in everyday operations. All in all, since the
airline has already gotten a million dollar debt, it can still be helpful for it to cut off expenses.

2.3. Stage 3: Strategy

Afterward is the third facet of SOSTAC model, the strategy. This facet was related too the
second facet, since it plans to fulfill the objective set of the company (Reed 2014). Thus, strategy
will cover objectives one and two of the Garuda Indonesia.

2.3.1. Strategy for objective 1

As is stated in the above second facet of SOSTAC, it’s first objective was to addressed the
its labor costs which considered to be the most expensive part of the operating cost, that gets gets
the 75 percent of all the dynamic costs of aviation operations. As suggested by Transport
Geography Org. (n.d.) in able to cover up the labor cost, layoffs shall be the first strategy for the
justification during dilemmas like this. Layoffs or downsizing is the temporary suspension or
permanent termination of employment in an organization (Mujtaba & Senathip 2020). It
considers to be a quick way to improve the earnings of the company, in times like this. Also, it
can save up a company that is near bankruptcy, increase funds, and any other ways. Since
passengers are not too much, the workers can also be reduced for a meanwhile.

In alternative to layoffs, the business can still improve labor costs through reducing
working hours. For some instances, employees with regular working days of eight hours a day
and six days a week can only be required to go to the workplace for a decreased working hour
Running Head: INDIVIDUAL MARKETING PLAN 12

and selected days of working. In this way, the company cannot face legal consequences because
it will still be reasonable to keep the other employees instead of removing them.

2.3.2. Strategy for objective 2

Following is the strategy for the second objective which is cutoff in its opearting costs in
able for the airline to survive. Since the demand for passengers drastically lowered, the costs of
operations can also be lowered to meet the cost for the airline. For instance, since there will be
many vacant seats in the airplane, the company can sacrifice for a while by operating with
"money-losing fare," which is better than having no fare at all (Transport Geography Org., n.d.).
In fact, about 80% of the seats shall be occupied to cover up the operation costs (Transport
Geography Org., n.d.).

But meanwhile, the cost can also be overpriced since it is not advisable to travel from one
place to another. In this way, the earnings can be boosted up by just relying on the fair cost. Also,
with the combined strategy of objective 1, both strategies can keep the company operating with
lesser cost and expenses to be minded of. In fact, this can be reasonable during this time since the
aviation industry has been declining in popularity. Currently, Garuda Indonesia gone through a
comprehensive restructuring, wherein they will operate only 70 aircraft out of it 142 number of
aircraft's (Ben, 2021). Thus, according to the CEO of Garuda Indonesia, the business will need to
conduct a comprehensive restructuring in able for it to survive and avoid abrupt end of the
company (Ben, 2021). By this, Garuda Indonesia needs to shrink massively in more than half
where the only aircraft that shall be permitted are mainline Garuda Indonesia aircraft and not
other subsidiaries. In recent times, the airline is still on a $4.9 billion debt which grows monthly,
and the airline fails to pay for it (Ben, 2021).

2.4. Stage 4: Implementation or Tactics

Continually is the fourth facet of SOSTAC, the implementation or tactics. Tactics is a

conceptual action implemented as one of more specific tasks (Reed 2014). In able to achieve the
objectives above, there shall be involvement of marketing mix, which considered to be the tactics
of the Garuda Indonesia. According to Thabit & Raewf (2018), the marketing mix is the key
foundation on which most modern marketing strategies and business activities are based. It has
Running Head: INDIVIDUAL MARKETING PLAN 13

come from Neil H. Borden, which starts from 4ps: product, place, price, and promotion. But this
modern-day has evolved into 7ps: product, place, price, promo, physical, people, and process.

First marketing mix is the product, that can be observed in the services of the Garuda
Indonesia airlines. The airlines shall still be conscious when it comes to bringing services to the
customers because this needs to meet the demand and expectation of the market. The second one
is placed, wherein this is where to distribute or give access to the product to the service. For the
airlines, tickets can be sold in e-commerce shops and even on sites or telephone calls. Third,
price, wherein it has been agreed to either lower down or increase, depending on the given
situation. It can be discounted or overcharged. Fourth, promotion, which seems not to be a
problem for Garuda Indonesian airlines since the government itself heavily promotes this flag-
bearer airline. Thus, the promotion also comprises of added instructions when traveling,
including safe health protocols during the pandemic. Of course, physical evidence is also
important because this can confirm the business's legitimacy. Fifth, people, which consists of
those who give service in the airline and just stated above. Lastly, the process, wherein the series
of actions that the business needs to carry out in the whole marketing strategy.

2.5. Stage 5: Action

Subsequently is the fifth facet of SOSTAC, the action. This facet focused on how to bring the
plan into life, to make actionable measures (Reed 2014). This action facet covers what needs to
be achieved for the above tactics. Thus, the whole business plan focuses mostly on how to help
the airline survive the devastation being brought by the pandemic. Because of this tragedy, the
first thing the airline can do is to lay off employees. It is because the earnings will never be
enough knowing that the government does not advise people to go to places. Despite of this,
Garuda Indonesia will have vacant seats in favor of the government's health protocols inside their
craft. Second, sending out employees which can help in reducing the operation cost of the whole
company. Third, pricing that must be changed accordingly in able to aid in getting rid of near
bankruptcy. Lastly, is the CEO's plan to shrink down the fleets into half, which can also cut the
cost of the operations and so as the expenses.
Running Head: INDIVIDUAL MARKETING PLAN 14

2.6. Stage 6: Control

Finally is the six facet of SOSTAC, the control. This facet lay out the monitoring and
measurement plan based on the above objectives (Reed 2014). It is done to maximize the return
on a marketing plan, which in need to be controlled in place to monitor the plan's progress. It is
to keep on track of the marketing plans to be effective in real-life situations. In fact, there can
be things to be done in able to successfully control the whole plan. The first one is monitoring
the customer feedback. The marketing plan is designed for the customers. So, the customers
shall be the ones to provide the feedback if the experience or even the price is fair enough for
the service and the experience provided by the business. The other one can be monitoring of the
spending and the assets. By this part, the business can be on track for money which indicates if
the overall marketing plan works for the Garuda Indonesia airline company.

3. Conclusion

Conclusively, in this time of the pandemic, one of the most affected business industries is the
aviation industry; traveling is not advisable anymore, which is done to help stop the spreading of
the Covid-19 pandemic. This situation has made Garuda Indonesian Airlines decrease its sales,
crashing down the earnings and in its demands in its lowest number. However, even though this
is the case, the business cannot face bankruptcy because there are still strategies to implement
that can help it improve. It can be in the form of layoffs, reduction of working hours, or changing
the fare price. By this, the cost can be cut off, and also, the earnings can increase. Lastly, there
shall be control of the plan for a long time, such as asking for customer feedback and monitoring
spending. With these steps and careful analysis of data, the marketing plan has been specific,
measurable, attainable, relevant, and time-bound that leads to the success of the company.
Running Head: INDIVIDUAL MARKETING PLAN 15

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