Abstract
The number of flights and passenger frequencies has decreased significantly, which is an impact of the airline's tariff policy which sets prices close to the upper limit for each class. Based on data from the Indonesian Central Bureau of Statistics (BPS) it was stated that the movement of passengers in January 2019 decreased by 6.7 million people or decreased by 16.07% compared to December 2018 and the Soekarno-Hatta Airport in Tangerang experienced the largest decline of 23.31 %. This condition will certainly threaten the company's efforts to achieve its predetermined targets, namely one of the revenue targets of 11.4T and of course aero revenue as the biggest contributor becomes threatened and the assumption of non-aero income with a composition of 35% of revenue aero. Related to this, that in order to increase non-aero income there are opportunities that are very possible by developing support areas in the subsidiaries. Subsidiaries are very potential due to the flexibility of the portfolios owned by the subsidiaries and profits that can be directly consolidated into the group. This research to analyze current business of PT Angkasa Pura Solusi, by analyzing external and internal conditions in order to increase the portion of non-cash income in the corporate income structure. Then, it is expected to formulate appropriate strategy for PT Angkasa Pura Solusi based on Analysis in order to increase the portion of non-captive income in the APS revenue structure and the final step is to develop action plan from proposed corporate strategy in order to increase retail revenue by implementing business model strategies. In order to reach the goals from the aims, the author use business model canvas and marjeting mix to create the strategy. And to strengthen the quality of the strategy, the author started to analize the conditions using the TOWS Matrix. Finally, the conclusion is offered based on the analysis result.
Highlights
PT Angkasa Pura II (Persero) is a company engaged in airport services which currently manages 16 airports spread from the islands of Sumatra, Java and Kalimantan
Whereas according to RJPP the direction of company development is compiled in a corporate roadmap that is divided into 5 years, in 2016 it is focused on increasing company revenue, in 2017 increasing services to users of airport services, 2018 accelerates
In the income statement that the composition of captive income with non captive based on 2018 income report is captive income which still dominates with a contribution of 82% and non-captive income only reaches 18%
Summary
PT Angkasa Pura II (Persero) is a company engaged in airport services which currently manages 16 (sixteen) airports spread from the islands of Sumatra, Java and Kalimantan. Retail income has the most potential to increase non-aero revenue due to the nature of the business that is non-captive, where in its implementation non-captive business can be directly consolidated into income corporate and without elimination. This certainly will make a positive contribution to the overall financial report so that special attention needs to be paid to non-Captive Subsidiaries' businesses. In the income statement that the composition of captive income with non captive based on 2018 income report is captive income which still dominates with a contribution of 82% and non-captive income only reaches 18% This is still not in line with the RJPP mandate which states that non-aero income must have a greater contribution compared to aero income. Based on the foregoing, it has been identified that one of APS's business portfolios, namely Retail, is still low and needs to be increased to increase the composition of APS noncaptive income which indirectly will increase the composition of non-aero company / group income so that the RJPP mandate can be achieved, and an appropriate business strategy is needed to achieve this
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