Babak Baru Garuda Indonesia: Identitas, Kantor, Layanan dan Program Besar

[Millich]

Babak Baru Garuda Indonesia: Identitas, Kantor, Layanan dan Program Besar




Dalam usianya ke-60 tahun, Garuda Indonesia mencetak sejarah menuju era layanan baru, sebagai modal terbaik untuk meningkatkan layanan kepada pelanggan setia dan bersaing ke tingkat internasional.

Untuk menandai era layanan baru, Garuda Indonesia memulainya dengan menerapkan sejumlah langkah, yaitu peremajaan identitas korporat, pemindahan kantor, perluasan armada dengan teknologi canggih, dan pencanangan konsep pengembangan perusahaan.

Identitas Korporat Lebih Bersih dan Bersinergi

Garuda Indonesia tampil segar dengan identitas korporat (logo) yang diperbarui. Logo tetap mencerminkan semangat perusahaan dengan mempertahankan dua unsur utama, simbol burung dan tipografi dengan font yang lebih modern.

Bila logo lama didominasi warna-warna sejuk alam Indonesia (biru, hijau dan aqua), logo baru menampilkan varian warna lebih luas. Abu-abu tua pada font merupakan jembatan untuk menampilkan warna-warna baru yang lebih hangat, yaitu coklat, merah dan oranye.

Pada exterior pesawat, konsep logo terinspirasi dari nature's wing atau sayap burung yang memperlihatkan energi dan keindahan di dalam riak air serta bentuk kelopak bunga sebagai kekayaan yang banyak dijumpai di Indonesia. Konsistensi dan hubungan antar-elemen perusahaan yang lebih harmonis tercermin pada logo baru ini.

Gedung Manajemen Baru untuk Lebih Meningkatkan Produktivitas



Telah satu tahun kantor pusat Garuda Indonesia berpindah ke area bandara Soekarno-Hatta di Cengkareng dari pusat kota Jakarta di Jalan Medan Merdeka Selatan.

Dengan kepindahan yang dilaksanakan, Garuda Indonesia telah berhasil meningkatkan produktifitas dan tercapainya aspek kinerja perusahaan. Dengan berada di area bandara, permasalahan-permasalahan terkait dengan aspek operasional juga dapat segera diupayakan penanganannya dan proses pengambil keputusan dapat dilaksanakan dengan tepat dan segera.

Untuk lebih mengefisiensikan kegiatan operasional dan bisnis serta meningkatkan produktivitas, Garuda Indonesia telah meresmikan penggunaan Gedung Manajemen baru pada 23 Juli 2009 di area Garuda Indonesia City Center, bandara Soekarno-Hatta, Cengkareng.

Memiliki empat lantai dengan luas kurang lebih 17 ribu meter persegi di atas lahan seluas kurang lebih lima hektar, gedung modern, elegan dan dinamis serta ramah lingkungan ini adalah bentuk kepedulian Garuda Indonesia terhadap pelestarian bumi.

Gedung ini menggunakan jaringan telekomunikasi I-Phone demi menghemat biaya telekomunikasi, dan proses bisnis dapat dilaksanakan dan dikembangkan dengan sangat efisien dan paperless.

Menambah Jajaran Armada Baru Berteknologi Mutakhir

Sebagai wujud nyata upaya peningkatan layanan kepada pelanggan, Garuda Indonesia melengkapi armadanya dengan sejumlah pesawat baru. Bertepatan dengan peresmian gedung manajemen baru, Garuda Indonesia memperkenalkan penggunaan Airbus 330-200 dan Boeing 737-800 NG (Next Generation).



Dua jenis pesawat tersebut dilengkapi dengan inflight entertainment canggih berupa audio & video on demand (avod) pada setiap kursi dengan 25 pilihan film, 10 program TV, 35 pilihan album musik dan 25 interaktif video games.

Pada kelas bisnis Airbus 330-200, pelanggan mendapatkan kenyamanan seutuhnya selama penerbangan dengan kursi flat bed yang dapat direbahkan hingga 180 derajat.

Selain teknologi terbaru tersebut, pelanggan Garuda Indonesia juga akan menyajikan konsep layanan baru "Garuda Indonesia Experience" yang memadukan keramahan dengan suasana khas Indonesia (Indonesian Hospitality) yang mengutamakan keamanan dan kenyamanan, baik pada interior dan exterior serta layanan lainnya.

Program Besar Garuda Indonesia

Menghadapi perkembangan bisnis yang semakin kompetitif, Garuda Indonesia telah mempersiapkan konsep pengembangan besar perusahaan bertajuk "Quantum Leap" hingga 2014.

Beberapa langkah Quantum Leap adalah peremajaan dan peningkatan armada, dari saat ini 62 pesawat menjadi 116 pesawat, peningkatan frekuensi penerbangan per minggu dari 1700 menjadi 3000 dan peningkatan jumlah penumpang dari saat ini 10,1 juta menjadi 27,6 juta.

Pesawat Boeing 737-800NG.Pada tahun ini, Garuda Indonesia memperluas jaringannya dengan membuka 18 rute baru.

Untuk tetap menjadi perusahaan penerbangan terkemuka dan mengembangkan bisnisnya, selain mendatangkan empat pesawat Airbus 330-200 dari pabriknya di Toulouse, Perancis, Garuda Indonesia juga telah memesan sebanyak 50 pesawat Boeing 737-800 NG yang akan tiba secara bertahap mulai Juli ini dan 10 pesawat Boeing 777-300 ER (Extended Range) yang akan mulai bergabung dalam jajaran pesawat Garuda Indonesia pada 2011 khusus untuk penerbangan jarak jauh (long haul).

Dengan transformasi bisnis yang telah dijalankan empat tahun terakhir, Garuda Indonesia telah mencapai hasil signifikan pada kinerja keuangan. Pada 2007 Garuda Indonesia mampu meraih keuntungan sebesar Rp. 60 miliar dan pada 2008 laba bersih Garuda Indonesia meningkat menjadi Rp. 669 miliar.

Pembaruan-pembaruan yang dilakukan tersebut merupakan upaya Garuda Indonesia mempersiapkan diri untuk tetap menjadi flag carrier terdepan dan kebanggaan bersama.
Seperti yang dikatakan oleh President & CEO Garuda Indonesia Emirsyah Satar, "Garuda Indonesia pada 2014 akan menjadi airline bintang lima versi Skytrax".



Source: Garuda magazine August 2009


http://garudamagazine.com/department.php?id=188

Garuda back on the rise
By Leithen Francis

While most Asian carriers are reducing capacity in the face of the downturn, Garuda Indonesia has been expanding and posting profits.

Garuda made a net profit of 669 billion rupiah ($67 million) last year and its president, Emirsyah Satar, says profits for the first half of this year are higher. Satar attributes thisprofitability to the Indonesian economy which, unlike many other Asian economies, has avoided recession.But citing fuel price volatility, he stops short of saying full-year profits will be higher.

Garuda plans to roughly double it fleet to 20 Airbus A330s,90 Boeing 737s and up to six Boeing 777-300ERs by 2014. It has been able to easily add leased aircraft. This is in sharp contrast to a few years ago when it struggled to convince lessors to place their aircraft with the carrier.Garuda previously had difficulties with European export credit agencies over the financing for six A330-300s it bought in the 1990s.Satar says it has reached a preliminary agreementwhereby it will pay some money and extend the loan period.

Garuda also owes $100 million to Indonesia's Bank Mandiri in the form of mandatory convertible bonds.The bank says it wants cash.Satar says Garuda is speaking to Mandiri to see if the loan can be extended or whether Mandiri can exercise the bonds and cash out when Garuda carries out an IPO, planned for the middle of next year. Satar says while the government plans to retain a majority stake,the IPO means it should no longer have to rely on government financial assistance.

The carrier is also working on repositioning itself in its international markets. Satar believes Garuda performs well in the domestic market because it is preferred by business travellers, says Satar.But on international routes it faces strong foreign competitors and in the past has tried to win passengers with low fares.

Satar says it is now working to reposition itself higher up the value chain. He says passengers will still pay less on Garuda than on other full-service airlines but they will also get a good product.To deliver on its promise, Garuda's new aircraft include audio/video on demandin-flight entertainment systems.

http://www.flightglobal.com/articles...-the-rise.html

Hebat sekali, Garuda terus berbenah, dan juga sudah boleh terbang ke Eropa, ada beberapa link laen yang gak saya paste biar gak kebanyakan:

http://goodnewsfromindonesia.com/?p=320
http://goodnewsfromindonesia.com/?p=420
http://goodnewsfromindonesia.com/?p=1134
http://goodnewsfromindonesia.com/?p=630

Maju terus Indonesia

[Millich]

Sedikit gambar armada baru Garuda

Spoiler untuk armada baru :

[mizuniverse]

Sedikit gambar armada baru Garuda

Spoiler untuk armada baru :

wow

sumbang berita juga ah

Garuda Tambah 42.000 Kursi



JAKARTA--MI: PT Garuda Indonesia (Garuda) mengumumkan, mulai 16 September hingga 28 September 2009 atau periode H-5 dan H+6 akan menambah 42.226 kursi pada 17 rute penerbangan yakni 10 rute domestik dan tujuh rute internasional.

\"Untuk rute penerbangan lainnya, kami perkirakan masih mampu dilayani penerbangan reguler Garuda,\" kata Kepala Komunikasi Perusahaan Garuda, Pujobroto dalam siaran persnya di Jakarta, Senin (24/8). Pujobroto mengatakan, penambahan kapasitas untuk Angkutan Lebaran 2009 itu Garuda akan melakukannya dengan dua cara, yakni meningkatkan frekuensi penerbangan dan pengoperasian pesawat lebih besar.

Tambahan kapasitas kursinya sebesar 29.754 kursi, terdiri dari rute Jakarta-Denpasar (pp) 16.228 kursi, Jakarta-Padang (pp) 1.872 kursi, Jakarta-Jogjakarta (pp) 2.052 kursi, Surabaya-Denpasar (pp) 8.510 kursi dan Jakarta-Singapura (pp) 8.510 kursi.

Kemudian, melalui pengoperasian jenis pesawat yang lebih besar, yaitu pada rute Jakarta-Denpasar (pp) 220 kursi, Jakarta-Makassar (pp) 1.584 kursi, Jakarta-Semarang (pp) 336 kursi, Jakarta-Solo (pp) 644 kursi, Jakarta-Jogjakarta (pp) 516 kursi, Denpasar-Jogjakarta (pp) 220 kursi, Denpasar-Surabaya (pp) 88 kursi, Jakarta-Medan (pp) 176 kursi, Jakarta-Pontianak (pp) 112 kursi dan Jakarta-Bangkok (pp) 380 kursi.

Selain itu, Jakarta-Hong Kong (pp) 3.360 kursi, Surabaya-Hong Kong (pp) 264 kursi, Jakarta-Canton (pp) 548 kursi, Jakarta-Kuala Lumpur (pp) 1.020 kursi dan Denpasar-Singapura (pp) 132 kursi. Pujobroto mengatakan, pihaknya menghimbau kepada para calon penumpang agar merencanakan perjalanan sedini mungkin, tidak melakukan perubahan jadwal keberangkatan atau kepulangan secara mendadak, dan memperhatikan ketentuan pemesanan kursi (booking).

Nama yang tercantum dalam tiket harus sesuai dengan nama penumpang yang hendak terbang karena petugas Garuda Indonesia akan mencocokkan tiket dengan kartu identitas penumpang. Penumpang juga dimohon mencantumkan/memberikan nomor telepon di tempat tujuan yang mudah dihubungi agar petugas Garuda Indonesia dapat berkomunikasi dengan penumpang jika terjadi perubahan jadwal dan lain-lain.

Untuk kenyamanan para calon penumpang, dan untuk menghindari antrian di konter check-in di bandara, Garuda Indonesia menghimbau para calon penumpang agar menggunakan fasilitas city check-in yang berada di kantor-kantor penjualan di tengah kota. \"Proses check-in di bandara dibuka dua jam sebelum keberangkatan dan ditutup satu jam sebelum keberangkatan pada rute internasional dan 45 menit sebelum keberangkatan pesawat pada rute domestik,\" katanya.

Selain itu, Garuda juga menyediakan layanan baru KIOSK yaitu mesin layanan check-in mandiri bagi para penumpang di bandara. \"Layanan KIOSK ini, penumpang dapat melakukan proses check-in secara langsung tanpa melalui counter check-in,\" katanya.

Sebagai implementasi tahap awal, layanan KIOSK ini dapat diakses di Bandara Soekarno-Hatta dan diperuntukan untuk para penumpang Garuda Indonesia tanpa bagasi. Untuk selanjutnya secara bertahap layanan ini akan diimplementasikan pada seluruh bandara-bandara yang menjadi kota tujuan Garuda Indonesia. (Ant/OL-04)

http://www.mediaindonesia.com/read/2...h-42.000-Kursi

[LacusKiraForeve]

Sampai kapan pun gua ga bakal naek Garuda ke luar negeri.......kapok+trauma+pelayanannya ancur...kl dalam negeri...mau ga mau dah, soalnya plg bagus daripada maskapai lokal yg lain biarpun sebenernya gua enggan.

[3agl3one]

itu pesawat terbarunya melayani rute domestik?

[Ache]

Onboard Garuda Indonesia A330-200
August 7, 2009 Sydney to Jakarta
By Sam Chui. http://www.samchuiphotos.com/Indonesia09/













Sam's Experience:
For me, the Garuda Indonesia staff looked fresh, professional and were very service oriented, even with a rare responsive sense of humor. Perhaps most important of all, their confidence gave a certain assurance of safety. With new aircraft, routes, cabin and products, Garuda Indonesia has set a very high standard to follow. It is impressive how Garuda turns around in such a short time and launched the new product in the current downturn of economic times.

Under the new management, I expect better days yet to arrive for the airline. Overall, what a pleasant in-flight experience with them! I highly recommend the new Garuda Indonesia experience! Congratulations to Garuda, a step closer to its ambitious goal to become a Skytrax 5 star airlines in the upcoming years.

[carmelo]

wah mantep d penerbangan di indo pasti lebih baik lagi.
ayo garuda..

terbaanng teruss jangan jatuuhh ,,
terus tiket nya murahin lagi dong..hehe ^^

[sariayu]

Return to Glory for Garuda?

CEO Emirsyah Satar aims to bring the Indonesian airline back to the top of industry by 2014.

By Geoffrey Thomas
Air Transport World, October 2009, p.24

THE EARLY 1960s are considered to have been the glory days of Garuda Indonesia Airlines, with a fleet of new Electras and the hotrod of the skies, the Convair 990A, taking the carrier to Hong Kong, Rome, Amsterdam, Frankfurt, Paris and even Canton (Guangzhou) via Phnom Penh. It was considered among the best airlines in the region.

Fast-forward to 2009 and CEO Emirsyah Satar reflects on that era with a promise: "We will be one of the world's best airlines by 2014 with a five-star Skytrax rating and maybe even an Air Transport World award." With the backing of the government, which continues to own 100% of Garuda, he appears to have the airline on the flight path toward this goal. Profits are flowing, as are new aircraft, while the incident rate is trending downward.

Satar replaced Indra Setiawan in March 2005 and immediately implemented a business transformation program that contributed to a financial turnaround from a loss of $81 million in 2004 to a net profit of $67 million in 2008. Today the carrier serves 33 domestic and 26 international cities from its major hubs of Jakarta and the Bali capital of Denpasar and also uses Singapore as a hub from various Indonesian cities into north Asia. In 2008 it operated some 1,350 domestic and 384 international flights per week. With approximately 30% of its traffic being holiday-makers and honeymooners to the storied tropical paradise, Bali is a key component of its business. Ten international and four domestic routes are operated from Denpasar and it's growing, with passenger numbers lifting 8.6% last year.

Garuda's problems have been complex and many were beyond its control. For decades it has been the personal plaything of the government, rife with cronyism and nepotism. Recognizing that the carrier was not delivering but not admitting its significant role in that situation, the government deregulated Indonesia's airline system in 2001 in an effort to stimulate improvements. Chaos ensued and the country's infrastructure and regulatory oversight were overwhelmed. More recently, terrorist attacks in Bali have damaged the vital tourism trade, most notably in 2002 and 2005. In July, terrorists believed to be linked to Jemaah Islamiyah bombed two hotels in Jakarta.

Safety First

Satar, who is chairman of the Indonesian National Air Carriers Assn., warns that "it is critical for the nation to have a safe and reliable airline industry. That is why at INACA we are looking at ways to instill a safety culture across the industry." That includes Garuda, which has had five fatal accidents in the past 25 years, according to Flight Safety Foundation's Aviation Safety Network. It appears that the most recent, the March 7, 2007, runway overrun accident at Yogyakarta that killed 21, may have been a turning point for the airline.

The comprehensive crash report by the National Transport Safety Committee, while faulting the captain's performance, was critical of Garuda for its lack of training and the country's Directorate General of Civil Aviation for its lack of oversight (ATW, 5/09, p. 21). Disturbingly, the investigators found that at the time of the crash the regulator had carried out only one safety and security audit on the carrier since 1998 and had not shared the results with Garuda. Those findings reflected the cozy and entrenched legacy relationship between the airline and previous governments that Satar is determined to eradicate.

Fortunately, he has the ear of Indonesia's no-nonsense president, Susilo Bambang Yudhoyono. The government finally has poured resources into its regulator and engaged the Australian Transport Safety Bureau and that country's Civil Aviation Safety Authority to train staff and help with oversight.

To carry through change within the airline, Satar brought in safety expert George Snyder to oversee both pilot training and maintenance. Snyder, who led Korean Air's remarkable operational turnaround from 2000, works with Garuda staff for two weeks of every month. Although it is still early in the process, the airline has seen a decline in reported incidents since a 2004 peak of 1.11 per 1,000 departures to just to 0.04 last year. It is on track to halve that in 2009.

Its reporting system actually may understate the airline's progress because it records passenger disturbances as safety incidents. Satar explains that "there are no worldwide, generally accepted criteria for what level of incident constitutes a safety hazard. If we are being too broad in classifying 'safety incidents,' so be it. I would rather err on being overly cautious about this, and be as transparent as possible. This is part of the nonpunitive safety culture we are building at Garuda Indonesia that emphasizes transparency and openness."

According to the CEO, Garuda has beefed up its pilot training to "internationally recognized aviation standards to address all conceivable emergency situations" and passed an IATA Operational Safety Audit, the only airline in Indonesia to do so, paving the way for it to be allowed back into Europe after the EU banned all Indonesian carriers two years ago following a spate of accidents.

Blue Financial Skies

In tandem with the renewed focus on safety, Garuda is in the midst of a financial turnaround. Satar has an extensive background in banking and finance, having begun his career as an auditor at PricewaterhouseCoopers in 1983. He held senior positions within Citigroup, PT Bank Indonesia and Niaga Finance Hong Kong before joining the airline in 1998 as executive VP-finance. He briefly returned to the financial sector in 2003 to become deputy CEO of Bank Danamon before rejoining Garuda two years later as president and CEO.

When he took the reins, he launched a far-reaching strategic plan that entered the turnaround phase in 2008 underpinned by its Main Corporate Program called Power 8, which reflects the eight major areas of operations, "not the Airbus program" of the same name. He says Garuda was able to book significant improvements in each of the three main target areas last year: Net income, service level and ontime performance.

Profit jumped to IDR669.47 billion ($66 million) in 2008 from IDR60.18 billion in 2007 as a 36.6% lift in operating revenues to IDR19.4 trillion outpaced a 30.3% rise in operating expenses to IDR18.21 trillion. The carrier was not immune to the global challenges, with fuel expenses climbing 52% to 41% of total operating costs while the rupiah depreciated 21% against the US dollar.

Offsetting those problems was a 6.1% growth in the country's economy and a 13.2% hike in international tourist arrivals to 6.2 million. Other numbers were in positive territory as well. Passenger yield increased from 7.5 cents to 9.5 cents even though load factor slipped 1 point to 76.5% due to ASKs rising 11% to 20.1 billion while RPKs grew 9.7% to 15.39 billion.

"Our financial performance in 2008 surpassed all targets and the positive financial performance was also supported by increased performance in services and operations. Improvements to our services resulted in a rise in our Skytrax rating from three-star to three-star-plus while the OTP in 2008 surged to 84.1% compared to 76.7% the previous year," Satar says.

And that is just the start, he adds. He is bullish on Garuda's financial future, declaring in July at the opening of its new offices that "we have set a target in 2014 to get a net profit of $370 million." It is off to a good start this year with a net profit in the first four months of $32.9 million compared to $5.3 million in the same period of 2008, according to the Sydney-based Centre for Asia Pacific Aviation.

Rising international traffic has underpinned the airline's success, as domestic boardings grew just 2.4% to 31.9 million in 2008, with weak third and fourth quarters due to an increase in ticket prices related to fuel surcharges. The only dark cloud is its debt of $670 million, which Satar indicates he hopes to have agreed by October. The major creditor is the European Credit Agency, to which Garuda owes $369 million, and it is understood it has signed off on a seven-year extension. Once the debt position is resolved, the carrier will move to an IPO for about 20% of the company in the middle of next year.

Great Expectations

Satar says that despite the problems, deregulation of aviation has had "a positive overall impact for the country." He points out that as an archipelago state with more than 17,000 islands and a population of more than 230 million, Indonesia has huge market potential. At the same time, the air transport sector is fractured, with some 50 certificated airlines although not all are currently operating.

In 2008 Garuda had a 32.5% share of domestic passengers from Jakarta's Soekarno-Hatto International, an increase of 1.8 points over 2007. It enjoyed an overall 26.5% share of international passengers to Jakarta and Ngurah Rai Airport at Denpasar, down 1.2 points due to increased international competition. Its overall domestic market share was 23.5%, up 1.2 points, while international share was 16.5%, virtually unchanged.

The major competitor is Lion Air, Indonesia's largest private airline with 42 aircraft including the first 25 of 178 737-900ERs it has ordered. It also acquired four 747-400s used by defunct Oasis Airlines to compete for hajj flights. Last year Garuda carried 259,000 hajj passengers, up 10.4%. For the hajj it uses or leases four 747-400s, seven 767s and three A330s.

Garuda's market share of the total Indonesian air travel market, including routes it does not serve, is still low, Satar concedes. "This proves a huge potential on other routes, domestic or international that has not been taken by Garuda Indonesia."

He says the carrier has looked at a couple of airlines as acquisition candidates but turned away because the business case did not stack up. He does not rule out mergers in the future "if they make financial, operational and commercial sense." But Garuda also is pursuing organic growth. He tells ATW he has big plans for the Citilink operation, which was established in 2000 as a regional lower-cost airline with a fleet of F28s and re-launched last September as a "true low-cost carrier." He confides that "the operational and financial performance of Citilink has not been up to expectations. However, we are planning to add more aircraft to the current fleet of three 737 Classic series and this added capacity should improve performance." An order for up to 25 A320s, 737NGs or E-190s is to be placed shortly.

Garuda is rebuilding its fleet around three types: A330s, 737-800s and 777-300ERs to be delivered from 2011. The program was launched at the Singapore Air Show in 2008 with an order for 50 737-800s and 10 777-300ERs that started arriving this July and will all be delivered by 2014. In addition, it has leased 12 737-800s and ordered four A330s and Satar is on the lookout for more.

New Image

In July the carrier unveiled its passenger makeover with a redesigned livery and a new inflight and ground service product called Garuda Indonesia Experience. It covers 24 passenger touch points involving pre-flight, inflight and post-flight. Inflight includes signature Indonesian food and beverages and in a first for the country the airline will be introducing AVOD progressively on domestic flights in all classes on its 737-800s.

"We see the Garuda Indonesia Experience as a key product for the future as it will deliver a service experience that is unique to Indonesia and Garuda," says Satar. Now that the EU ban has been lifted, he is focused on taking the new Garuda to the world as quickly as possible, with plans to launch Jakarta-Dubai-Amsterdam service in mid-2010 using A330-200s. Service to Frankfurt, Paris, London and Rome will follow, he says. The A330s are smaller than he would like but he is keen to get the brand into the European arena as rapidly as possible. They will be replaced with nonstop services when the 777-300ERs are delivered in 2011.

More immediately, the airline is adding 18 new domestic and international routes this year and boosting frequencies to markets such as Australia that are its most profitable. "We have just added new nonstop services to and from Jakarta to Sydney, Melbourne, Shanghai and Seoul. We hope to announce Brisbane and Auckland soon," he notes.

Satar has grand plans for the airline in five years' time: Bigger profits, more aircraft and routes and a greater role in the region including eventual membership in SkyTeam. The Quantum Leap plan launched this year calls for the fleet to grow from 61 aircraft to 116 to support a rise in weekly frequencies from 1,700 to 3,000, with net profits nudging $350 million by 2014.

Of course such goals have a familiar ring to them, similar targets having been voiced by many of his predecessors. In the past they have not borne fruit and Garuda has been bypassed by nearby rivals like Malaysia Airlines and Singapore Airlines and even upstarts like AirAsia. Yet Satar gives every impression that this time things will be different and that Garuda soon may reprise the glory days of the Swinging Sixties.

http://atwonline.com/magazine/articl...articleID=3014

[sariayu]

Dari Media Indonesia.

QUANTUM LEAP GARUDA INDONESIA 2014:

SEGMEN | 2008 | 2014 | Pertumbuhan

Jumlah pesawat | 52 | 116 | 223%
Produksi (ASK) | 20.228 | 64.638 | 320%
Keberangkatan domestik | 1.333 per pekan | 2.072 per pekan | 155%
Keberangkatan internasional | 338 per pekan | 1.222 per pekan | 361%
Pengangkutan penumpang (juta) | 10,3 | 27,6 | 268%
Produktifitas karyawan ASK (juta per ASK) | 3,65 | 6,48 | 178%
Pendapatan operasional | Rp 18.1 trilyun | Rp 57.9 trilyun | 320%
Laba bersih | Rp 669 trilyun | Rp 3.757 trilyun | 562%
Rating Skytrax | 3 stars | 5 stars | 2-star up

[Kaixa]

Sampai kapan pun gua ga bakal naek Garuda ke luar negeri.......kapok+trauma+pelayanannya ancur...kl dalam negeri...mau ga mau dah, soalnya plg bagus daripada maskapai lokal yg lain biarpun sebenernya gua enggan.

seancur apa sih pengalaman lo ?

kalo gw sih waktu honey moon dg istri ke tokyo naik garuda, bagus2 aja servicenya.

[drigori]

iya si pesawat baru tapi naik garuda bisa 2 samapai 3 x mahalnya pesawat2 lainnya bikin kangker koh... hahaha