Analisis Strategi Traditional Travel Agency Di Tengah Persaingan Online Travel Agency (Studi Kasus: Airlangga Travel)

Authors

DOI:

https://doi.org/10.32832/jm-uika.v10i2.2553

Keywords:

Porter Analysis, SWOT Analysis, Business Strategy, Competitive Advantage

Abstract

The travel industry in Indonesia is still very attractive, especially when considering the large population of Indonesia and the growing value trend of the travel market. However, the development of information technology and the internet has had an impact on the proliferation of Online Travel Agencies (OTA), resulting in high levels of competition in the travel industry. Traditional travel companies must continue to innovate to maintain their presence in the competition. This research was conducted to analyze the competitive conditions of the travel industry in Indonesia, a case study at Airlangga Travel company. The research method uses Porter and SWOT analysis. The results of the study are recommendations for differentiation strategies for Airlangga Travel in order to survive in the intense competition of the travel business

Author Biography

Winona Almira, Airlangga University

Management Department

References

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Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Competitiveness & Globalization: Concepts and Cases, 12th Edition. Singapore: Cengage Learning Asia Pte Ltd.

IDN. (2019). Indonesia Millennials Report 2019. IDN Research Institute.

Kotler, P., & Armstrong, G. (2016). Principles of Marketing, 16th Global Edition. United States: Pearson Education Limited.

Lim, G. S., Chua, S. B., Usa Skulkerewathana, & Daft, R. L. (2014). New Era of Management in a Globalized World: An Asian Perspective. Singapore: Cengage Learning Asia.

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https://dailysocial.id/post/indonesia-kuasai-ekonomi-digital/ diakses tanggal 8 agustus 2019

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Published

01-12-2019

How to Cite

Almira, W., & Alodia, W. A. (2019). Analisis Strategi Traditional Travel Agency Di Tengah Persaingan Online Travel Agency (Studi Kasus: Airlangga Travel). Jurnal Manajemen, 10(2), 123–130. https://doi.org/10.32832/jm-uika.v10i2.2553