Aviation Business

For personal use only.
Reproduction is strictly prohibited 3/6/2020
Aviation Business:
Market Analysis
AE5042 Aviation Business
Hisar M. Pasaribu
Aviation Business 2
 All About Aircraft Business
 Market Study
AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020
©Hisar M. Pasaribu, 2020 1

For personal use only. Reproduction is strictly prohibited 3/6/2020
Aircraft Business 3
AE5047 Aircraft Accident Investigation 1/22/2020
Aircraft Business 4
Aircraft Interiors Material Suppliers
Human Resource Operations
Parts Suppliers Providers
Parts & Component Support Services
Manufacturers Maintenance &
Repair Organization Flight Education &
System Manufacturers
Training Services Engineering
Services
Engine Manufacturers
Airlines & Aircraft
Aircraft Manufacturers Operators
Aircraft Sales &

Lease
Fuel Service Providers Airport Operators Aviation Finance
Aircraft Handling Aviation Consulting
Services
Baggage Handling

Global Aircraft Market 5
Source: Airbus Global Market Forecast 2019-2038


Demand for Air Travel


Demand for
Air Travel
Propensity to
fly at a city
level also
closely linked
to wealth
Source: Airbus Global

Market Forecast 2019-
2038


Bombardier‘s Forecast 2014-2033:
 400 aircraft in the 20- to 59-seat range, worth $8 billion.

 New aircraft deliveries in this segment will continue at a modest pace for the duration of the
forecast period as aged aircraft are retired and replaced with larger types.
 The low trip costs of 20- to 59-seat turboprops and regional jets are well matched to small
markets, off-peak demand on heavily-travelled routes, and premium markets requiring high
frequency service
EVACUATION ROUTE
 The development of new generation 20- to 59-seat aircraft is expected later in the forecast
period with the availability of new technology, including more efficient engines.
10

EVACUATION ROUTE
11
12

13
Market Study 14
14

Strategic Planning 15
Two questions:
Environmental Where we
changes want to go
1. Where the company
wants to go?
Implementation
Evaluation
2. Where the company
and selection is currently
Strategic Gap
of new heading?
strategies
Position Where we
Trend
audit are
analysis
heading
15
Basic Strategic Business Choices 16
Profit Large
mega-company
1. To expand (to make business larger) Small niche
company
2. To contract (to make business smaller)
3. Status quo (to leave things as they are)
 Each choice would have its own challenges.
 At one end, large mega-companies can take ‘caught in
the middle’’
advantage of operating with economics of scale
and extensive supply-chain and distribution
network to make profit.
 At the other end, small companies concentrate Size of Business
on niche market with efficiency to reduce cost
and make profit.
 Companies caught in the middle would face pressures from both ends.
16

Business Planning Process 17
 the business description;

 the services and products;
 the marketing plan and strategies;
 the financial plan and operational plan.
17
Understanding Market 18
Marketing Planning
Market Analysis Financial Planning

Develop strategy
vs. Competition
Product/Services Define optimum mix

Planning market against cost
Understand the
market you’re in and
you could be in
Rationalize product/services
18

 The first step in planning – understanding the market you are in!
 Airline market:
1. Passenger market
2. Cargo market
19
Strength WHO Demand
WHY
What drives demand Demand,
volume, purpose
HOW
WHERE
Competition WHEN Segmentation

Competitive edge Variation Where are the greatest demand
Market share
Where are the least demand
Demand variation -
by season, day, time
20

Market Forecast 21
WHY FORECAST?
 Provide a basis for planning for the future
 Allocate resources
 Anticipate competitive actions
 Increase profitability
 Explore alternatives
 Predict range of outcomes
21
Market Forecast 22
HOW ?
Depends largely on …
• What you are forecasting, and
how the forecast will be used
• What kind of data, how much of it,

and the quality of the data
22

Market Forecast 23
Information Sources ?
Computer
Governments ICAO / IATA Reservation
Systems
Publications
Airlines
Tourism Industry Research

Organizations Associations Organizations
23
Market Forecast 24
HOW ?
Depends largely on …
• What you are forecasting, and
how the forecast will be used
• What kind of data, how much of it,

and the quality of the data
• What sort of pattern it follows, and

presence of external factors
24

Market Forecast 25
Trends?
Linear? S - curve? Exponential?
Any other trend line?
25
Market Forecast 26
Forecasting Methods
Judgmental Statistical
Econometric
FLY
+ CHEAP !
Lowest =
Fares !!!!!
Growing Falling Rising

Economy Yields Traffic
26

Market Forecast 27
Analytical Methods Procedure ?
Observation of past trends Establishment of relationship
between the predictive variables
and both levels and changes in
levels of demand
Identification of exogenous
variables acting as surrogates for
the basic factors causing changes
in level of demand
Prediction of the anticipated level
of the exogenous variables in the
design year
A base survey collecting the
socio-economic data that describe
the status of the population, the
Prediction of future demands from
nature of the area, and the
design year levels of the
technological status of the system
exogenous variables and
predictive relationships
27
Truism About Forecasting 28

 Forecasting is very difficult, especially if it’s about the future.
 The moment you forecast you know you’re going to be wrong, you
just don’t know when and in what direction.
 If facts don’t conform to the theory, they must be disposed of.
 Give them a number or give them a date, but never both.
 History always repeats itself, we just don’t know when.
 Thank God for compensating errors.
 He who forecasts the future is a liar.

28

Marketing Planning 29
29
Questions To Ask in Aviation Market Study 30

 In order to develop an effective aviation marketing plan, it’s
critically important to perform an accurate assessment of different
market segments.
 This basically means to conduct a thorough market analysis which
can give you valuable insights into potential target markets and
competitors.
 This will allow you to determine the size of the markets you’re
considering entering along with how much of those markets is
actually attainable and the behaviors required to drive sustainable
business growth.
30

Questions To Ask in Aviation Market Study 31

 What is the size of the aviation
market you intend to enter? MARKET SIZE
 Are there any opportunities for
business growth? MARKET GROWTH
• Economic of scale
 Are there any other companies • Sales Growth in stagnant
operating in the market? MARKET SHARE industry
• Reputation
 Do your current products and services • Increased bargaining power
fit into potential target markets? Is PRODUCT

there anything you can do to stand DIFFERENTIATION
out and keep ahead of competition?  Share of preference - Product, Pricing and Promotional
 Share of voice – Advertising
 Share of distribution
31
Business Strategy Model - Airline Industry 32

PRODUCT/SERVICES
Scheduled Charter Mail
Passengers Services Cargo Air Express
MARKETS
Europe North American Pacific Rim Latin American
ROUTES AND ROUTE STRUCTURE
Short Haul Long Haul
Hub and Spoke Point to Point
FARE STRATEGY
Low Fare Premium Fare
COMPANY STRUCTURE
Independent Alliances
INFORMATION SYSTEMS FOCUS
Passengers Operations Logistics Business

32

Product Life Cycle 33

 Introduction/Development
 High Cost, Slowly Increased
Revenue, Zero Profit
 Growth
 Market recognition
 High Cost, Increased Revenue,
Increased Profit
 Maturity
 Market saturation
 Reduced Cost, Stabilized
Revenue, High Profit
 Decline
 Sales drop
 Increased Cost, Reduced
Revenue, Reduced Profit
33
Growth & Competitiveness Strategy 34

Based on BCG Model
As a Business Portfolio, every Product or Business Unit
can be mapped based on Market Growth and Market
Share (Relative Competitiveness in the Market)
The model can be used to analyze the relative

position of each Airline O-D Product
Introduction
Growth
During Question, we need to spend large investment to
increase Market Share.
During Star, we need to spend large investment to
increase Market Share.
During Cow, market growth slows down, but profit
increases due to much lower Cost.
Cash at this position can be used to Invest in Question
Maturity
and Star of other prospective products.
If market share declines, it gets to Dog, it’s time to
Divest. The result of this Divestment can be used to
finance Question or Star.
BCG = Boston Consulting Group
34

Competitive Analysis 35
35
TOWS Analysis 36
Know your
Competitiveness First
36

Porter Competitive Model 37

 Number of competitors (concentration) • Barriers to entry
 Relative size of competitors (balance) Potential  Economies of scale The Five Forces
 Industry growth rate New  Product differentiation
That Shape Industry
 Fixed costs vs variable costs  Capital requirements
Entrants
 Product differentiation  Switching cost to buyers Competition
 Capacity augmented in large increments  Access to distribution channels
 Buyers’ switching costs  Other cost advantages
Michael E. Porter
 Diversity of competitors  Government policies
 Exit barriers • Incumbent defense of market share
 Strategic stakes • Industry growth rate
Rivalry Among  Number of buyers relative to sellers

Bargaining
Existing Bargaining  Product differentiation
Power  Switching cost to use other product
Competitors Power of Buyers Buyers’ profit margins
of Suppliers  Buyers’ use of multiple sources
 Supplier concentration  Buyers’ threat of backward integration
 Availability of substitute inputs  Seller’s threat of forward integration
 Importance of suppliers’ input to buyer  Importance of product to buyer
 Suppliers’ product differentiation  Buyers’ volume
 Importance of industry to suppliers
 Buyers’ switching cost to other input
 Suppliers’ threat of forward integration
Substitute  Relative price of substitute
 Buyers’ threat of backward integration Products  Relative quantity of substitute
 Switching costs to buyers
and Services
37
Porter Competitive Model 38

Airline Industry Analysis – South East Asia Market
• Aircraft Manufacturers Potential •Foreign Carriers
• Aircraft Leasing Companies •Regional Carrier Start ups
• Labor Unions New •Cargo Carrier Business Strategy Change
• Food Service Companies Entrants
• Fuel Companies
• Airports
• Local Transportation Service
• DGCA
• Hotels
Intra-Industry Rivalry
Bargaining SBU: Garuda Indonesia
Bargaining
Power Rivals: Lion, SQ, MH,
TQ, AirAsia Power of Buyers
of Suppliers
• Travel Agents
• Business Travelers
• Government
• Alternate Travel Services
• Pleasure Travelers
•Fast Trains Substitute • Charter Service
•Boats
• Private Transportation
Products • Military
• Cargo and Mail
• Videoconferencing and Services
• Groupware
38

Example: O-D Market CGK - SUB 39

Porter’s 5 Forces Assessment Rationale “Should Citilink
Supplier AP1/AP2 Airports: Slot shortages
enter the market?”
Power
Buyer
Market potential is huge and stable
Power
Threats of
Train and Bus service are less attractive
Subtitutes
Barriers to
Limited slot and low price
Entry
Rivalry All Major Domestic Airlines
Negative Moderate Positive

39
Example: O-D Market CGK - JED 40

Porter’s 5 Forces Assessment Rationale “Should AirAsia X
Supplier JED Airports: Slot control
enter the market?”
Power
Buyer Umrah market is seasonal, thru closed

Power groups
Threats of
No substitution
Subtitutes
Barriers to No Traffic Right restriction (5th Freedom)

Entry
All Major International Airlines

Rivalry connecting to JED (Emirates, Etihad,
Qatar, SQ, MAS, etc.)
Negative Moderate Positive
40

Airline Industry Value Chain 41
FIRM -Financial Policy - Accounting-Regulatory Compliance- Legal - Community Affairs

INFRASTRUCTURE
HUMAN Flight, route and Pilot Training Baggage Handling Agent In-flight
RESOURCE yield analyst Safety Training Training Training Training
MANAGEMENT training
Product
Computer Reservation System, In-flight System Baggage Tracking
TECHNOLOGY Development
DEVELOPMENT Flight Scheduling System, Yield Management System System
Market Research
Information Technology
PROCUREMENT Communications
•Route Selection •Ticket Counter •Baggage System •Promotion •Lost Baggage Service
•Passenger Service Operations •Flight •Advertising •Complaint Follow-up
System •Gate Operations Connections •Advantage
•Yield Management •Aircraft •Rental Car and Program
System (Pricing) Operations Hotel Reservation •Travel Agent
•Fuel •On-board Service System Programs
•Flight Scheduling •Baggage Handling •Group Sales
•Crew Scheduling •Ticket Offices
•Facilities Planning
•Aircraft Acquisition
Adapted with the permission of Michael E.

Porter from Competitive Advantage:
INBOUND OPERATIONS OUTBOUND MARKETING SERVICE
Creating and Sustaining Superior
LOGISTICS LOGISTICS AND SALES
Performance, copyright 1985 by Michael E.
Porter.
41
Airline Profitability 42
Profitability = [Yield x Load Factor] - Cost
In order to survive and profit in this tough
environment, airlines attempt to manipulate
three main variables: High
Cost, calculated as total operating expenses May survive if

Profitable Airlines
divided by available seat miles (ASM) unit cost is low
Average
Yield
Yield, calculated as total operating revenues
divided by the number of revenue passenger miles Going bankrupt May survive if
(RPM) in the long run unit cost is low
Low
Load Factor, calculated as the ratio between Low
Average Load Factor
High
RPMs and ASMs, which measures capacity
utilization.
42

Aircraft Manufacturing Industry 43

43
Character Of The Industry 44

 Technological progress is the basis for competitiveness and advancement
in the aerospace industry.
 The industry is, as a result, a world leader in advancing science and
technology. Aerospace systems have a very high value per unit weight and
are among the most complex, as measured by the number of components
in finished products.
 Consequently, it is economically and politically prestigious for a country
to possess an aerospace industry. Among the world’s largest
manufacturing industries in terms of monetary value of product output
and employment, the aerospace industry is characterized by a relatively
small number of large firms and numerous international partnerships at
every level.
44


 For the major aerospace countries, their own military establishments
and, in some cases, foreign militaries constitute the largest customers.
 The next most important buyers are the world’s commercial airlines,
primarily American, European, and Asian–Pacific Rim carriers.
 Most general aviation (primarily private, business, and nonairline

commercial) aircraft are sold in the United States, with Europe becoming
a growing marketplace and special-use markets developing in Middle East
and Latin America.
45
Durasi pengembangan lama:

Komponen frekuensi penjualan
teknologi tinggi, Butuh investasi sangat rendah, volume penjualan Demand pesawat
Sistem kompleks Harus sangat
perlu kesiapan Profitabilit besar: biaya pengembangan relatif kecil, harga jual komersil bersifat
untuk besar, durasi produksi tinggi  Penjualan pesawat
yang terdiri dari reliable dan tidak periodik, perlu
banyak subsistem rentan terhadap
mengembangkan as tidak panjang, volume produksi
kecil  dana terpusat di
membutuhkan marketing
dan after sales yang kesiapan keuangan
dan komponen. kegagalan tunggal. proses R&D dan
produk yang unggul pasti. produksi mendunia, bantuan dalam fasa2 tertentu.
keuangan untuk pembeli,
: investasi pada melibatkan proses politik
R&D.
Industri pesawat terbang adalah industri

bernilai tambah tinggi yang berbasis
tenaga kerja yang sarat teknologi dan
spesialisasi (highly skilled and specialized
human resources).
Industri pesawat terbang sangat penting

bagi pertahanan negara dan keunggulan
daya saing negara.
Kebergantungan pada Pemerintah sangat

besar: menjamin pasar domestik,
mendorong industri pendukung
46

Market by Types 47
 Gliders
 Helicopters
 Target Drones
 Ultra-Light Aircraft
 Unmanned
 Robotic Aircrafts
47
Pengembangan Industri Dirgantara adalah Strategis 48

“Bila dinilai berdasarkan kriteria pertumbuhan kinerja apapun
dalam hal output, ekspor, produktivitas, atau inovasi – industri
pesawat udara sipil harus dianggap sebagai bintang pelaku dalam
ekonomi Amerika Serikat setelah Perang Dunia II.”
David Mowery and Nathan Rosenberg, "The Commercial Aircraft Industry," in Richard Nelson ed.
Government and Technical Progress (New York: Pergamon Press, 1982), pp. 101-2.
 Pengekspor terbesar dalam 50 puluh tahun terakhir (US Department of

Commerce, 2004)
 Simbol kebanggaan nasional
 Sebagian besar prosedur manufakturing dan rekayasa canggih yang
dikembangkan industri ini ditransfer ke sektor industri lain (otomotif,
elektronika, fabrikasi dengan bahan logam).
“Industri dirgantara AS menikmati dukungan besar pemerintah AS yang menjamin
keunggulan kompetitif melalui NASA dan Departemen Pertahanan.”
Philip Lawrence, Strategic Trade in Large Commercial Aircraft: Europe vs America, 6th Biennial International Conference, Pittsburgh, 1999
48

Manufacturing Supply Chain Industri Pesawat

Terbang
49
Main
Module Integrators
Funds
Manufacturers
Menyediakan module supports dan

layanan terkait.
Airborne Berperan penting dalam industri
Module Airframe Engine dirgantara dan main manufacturer
Equipment
Suppliers Suppliers Suppliers harus berkolaborasi untuk menjamin
Suppliers
jadual delivery produksi
Logistics
Menyediakan parts, raw materials dan

layanan terkait.
Other
Other Parts Melalui inovasi teknologi dan
Parts
pembelajaran, dapat berkembang
Suppliers Suppliers
menjadi model suppliers
Pengembangan material khusus
menjadi salah satu kebutuhan bagi
Suppliers dapat berjenjang sampai beberapa level (Tier) kesuksesan jangka panjang.
49
Amerika Serikat - Boeing 50

Boeing
Total revenue of $ 86.6

billion, 70% of which
coming from non-US
clients.
Boeing has currently
contracts with more
than 26,000 suppliers
worldwide, with its
168,000 employees
Boeing, Spirit Aerospace GE, PW Honeywell, Textron, Raytheon located in 50 US states
KHI, MHI, SMI, KAA (Korea) and 65 countries.
50

Amerika Serikat - Boeing 51

Collaborative Network in Boeing 787 Program
Cost saving and reduction in development time
Spreading the costs of design and development throughout its partner network, and
building global relationships that may, in turn, help the company sell its planes overseas.
51
Eropa - Airbus 52
Airbus
358 Suppliers
Airbus, Finmecanica, RR, Snecma, MTU Thales, Rockwell Collins,

Liebherr-Aerospace, Spirit, Diehl Aerospace, Crane Aerospace
GKN Aerospace
Accudyne, Alcore, Hexcel Composites

Alcoa, Alcan Global, Amari
52

Brazil - Embraer 53
Embraer
164 Suppliers
Embraer, Embraer-AVIC (China), GE Honeywell, Rockwell Collins,

Kawasaki Aerospace, KAA (Korea) Microtecnica S.r.l, Parker
Alverca-OGMA & Evora (Portugal) Aerospace,
Liebherr-Aerospace
Daher, Hexcel Composites

AE5042 Aviation Business Alcoa Aluminio SA
Aviation Business: Market Analysis 1/22/2020
53
Peta Penelitian dan Pengembangan Teknologi

Dirgantara
54
0.61%
Industri Dirgantara
1. Aircraft and aircraft parts manufacturers 22.09%
A&AP
(A&AP), termasuk avionics and electronics E&EP
MRO
2. Engine and engine parts manufacturers (E&EP) T&S 17.18% 60.12%
3. Maintenance, repair and overhaul (MRO)

4. Training & Simulation (T&S)
10 Industri Dirgantara Terbesar Berdasarkan Revenue (2010)
3.30%
3.40% Lockheed Martin, US 5.67% 0.48%
3.80% EADS (Airbus Group),
France BAE Systems, UK 5.81%
3.80% The Boeing Company, US
Boeing, US 18.31%
United Technologies Corp,
5.50% US Northrop Grumman, US 6.54%
34.40%
General Electric Company,
6.10% General Dynamics, US
US 10.08%
Bombardier Inc, Canada Raytheon, US 14.56%
7.40%
Rolls-Royce plc, UK EADS (Airbus Military),
11.29%
France
8.80% Embraer, Brazil L-3 Communications, US 13.91%
23.50% Finmeccanica, Italy
Honeywell, US 13.36%
Civil Aviation Sector (46%) United Technologies, US

Military Aviation Sector (54%)
54

Belajar Dari Kegagalan Investasi Jangka Panjang 55

Apa yang terjadi jika Pemerintah RI tetap terus mendukung IPTN
dalam program pengembangan pesawat pada kurun 1997-2005?
1980 1985 1990 1995 2000 2005 2010 2015
CN235
Market potential1 Market potential1 Market share (20%)
1 ATR, Regional Market
30-60 seats: 110 a/c Outlook 2010-2029
60-90 seats: 250 a/c
N250 Market value: $7.2 B 2 2 Harga rata-rata $20M/pesawat
2000-2010 2010-2030
3 Embraer, Market Outlook
Market potential3 2012-2031
2022-2031 Market share
2012-2021 2085
1680 RJ (10%): 168 a/c 4 Harga rata-rata $60M/pesawat
NB (5%): 393 a/c
N2130
N2130 Market value: $33.7 B4
RJ 91-120 seats 9450
7855 NB 120-210 seats
Kita tak dapat menunggu lebih lama sementara dana nasional terbang ke luar.
55
Belajar dari Jepang 56

Tujuan: Merevitalisasi
Melaksanakan program
industri dirgantara Japanese Aircraft
pengembangan pesawat
Development
Corporation (JADC) udara komersial
Koordinasi keterlibatan
MHI (40%) industri dalam proyek
KHI (30%) kerjasama internasional
FHI (20%)
Nippi (5%)
Memprakarsai proyek SMI (5%) Pinjaman lunak dengan
kerjasama internasional bunga rendah
Ministry of Economy, Dana International Aircraft

Trade and Industry investasi Development Fund
(METI) (IADF) Sumber: D. Pritchard & A. MacPherson, Boeing’s
Diffusion of Commercial Aircraft Design and
Manufacturing Technology to Japan: Surrendering
the US Aircraft Industry for Foreign Financial
Support , 2005
56

Belajar dari Jepang 57

1980 1985 1990 1995 2000 2005 2010 2015
Boeing 767 Boeing 777 Boeing 787
Workshare: 20% Workshare: 35%

Center wing box, front Wing, center wing box,
Workshare: 10% front fuselage
Center wing box, front fuselage, aft fuselage
fuselage, aft fuselage Program partners Program partners
Airframe manufacturers 1st –tier suppliers select
Airframe manufacturers Suppliers/subcontractors 2nd- and 3rd –tier suppliers
3 companies (3 T1) 33 companies (3 T1 + 30 T2) 3 T1, 60 T2, 100 T3, 75 subT
Cost: 104.5 Billion yen ($942M) Cost: ???
Cost: 50% Govt Loan (Govt Loan: $ 3 Billion)
(Govt Loan: 60 Billion yen)
Produksi pesawat udara komersial
1. Risk sharing
Sumber: D. Pritchard & A. MacPherson, Boeing’s
2. Enchanced capability through cooperation Diffusion of Commercial Aircraft Design and
Manufacturing Technology to Japan: Surrendering
3. Participation in development/market entry the US Aircraft Industry for Foreign Financial
4. Mutual profit taking Support , 2005
57
Strategi Pengembangan dan Pemberdayaan

Industri Dirgantara 58
Tiga elemen penting penentu keberhasilan industri
1) Penguasaan pengetahuan teknologi dari luar negeri,
2) Kemampuan memanfaatkan pengetahuan/teknologi yang ditransfer,
3) Daya saing pasar di mana produk dijual
 Ekonomi kita tumbuh kuat dan stabil Memproteksi pasar

domestik adalah
 Pasar domestik sangat besar. keharusan
 Industri komponen belum bertumbuh.
 Struktur industri lemah, terutama dalam
bidang riset dan pengembangan. Perlu pembinaan
 Keberpihakan pada produk dalam negeri melalui program
belum konsisten – sangat bergantung pada jangka panjang
figur kepemimpinan.
58

Strategi Pengembangan dan Pemberdayaan

Industri Dirgantara 59
Berdasarkan perspektif kebijakan industri,
mengembangkan kemandirian industri penerbangan
telah terbukti bermanfaat bagi pertumbuhan industri.
Industri penerbangan, khususnya

industri pesawat udara memiliki
karakteristik khusus. Dukungan Pemerintah
 Komitmen dan
 Tingkat risiko teknologi yang
konsistensi pendanaan
tinggi.
 Komitmen pembelian
 Biaya pengembangan awal yang
jangka panjang
sangat besar.
 Kualitas hanya bisa dicapai
melalui proses pengembangan
yang repetitif dan lama.
59
Kerjasama dan Koordinasi Pemerintah-Industri-

Akademisi 60
Rancangbangun produk dengan jaminan
QCD (quality, cost, delivery)
Dukungan purna jual
Industri, PTDI
Pendanaan dan Suppliers Pendanaan riset dan
Penguna
Komitmen pembelian pengembangan
(Airlines dan
Umpanbalik operasi dan Leasing Lembaga Pendanaan program
perawatan rancang bangun
Companies) Keuangan
Skema kredit ekspor
Pendanaan Universitas dan

Market (Mendorong penggunaan produk Pemerintah Research
Institutions Riset dasar
lokal)
Riset terapan
Regulasi, yang tepat dan comply dengan Riset industri dan pengembangan
regulasi internasional agar produk prototype
marketable Penyedia tenaga terampil dan
Dukungan/insentif : perpajakan profesional
Dukungan : pendidikan, R&D
60

Indonesia – Aviation Industry Potential 61

 We are the only country in Asean that has the manufacturing
capabilities to produce aircraft.
 But Malaysia is good in maintenance, Thailand in finishing delivery,
and the Philippines has a good pilot training program.
 This will be an ideal project for Asean connectivity
61
Indonesia – Aviation Industry Potential 62

 Financing is still a problem for the airlines.
 Local manufacturers want to get paid in cash, so that they can
immediately continue production, but airlines are often only
capable of paying in instalments
 Meanwhile, foreign manufacturers often come with a complete
financing package.
62

Aerospace Entrepreneurship 63
 Emerging Aerospace Entrepreneurship
 Complex Process Requirements
 Specialized Technical Knowledge
 Significant Up-Front Investment
 Experienced Support Base Is Limited
63

Aviation Business

Uploaded by

Copyright:

Available Formats

Aviation Business

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Aviation Business

Uploaded by

Copyright:

Available Formats

For personal use only.

Reproduction is strictly prohibited 3/6/2020

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

©Hisar M. Pasaribu, 2020 1

Aircraft Sales &

©Hisar M. Pasaribu, 2020 2

Global Aircraft Market 5

Source: Airbus Global Market Forecast 2019-2038

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

Global Aircraft Market 6

Source: Airbus Global Market Forecast 2019-2038

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

©Hisar M. Pasaribu, 2020 3

Global Aircraft Market 7

Source: Airbus Global Market Forecast 2019-2038

Global Aircraft Market 8

Source: Airbus Global

©Hisar M. Pasaribu, 2020 4

Global Aircraft Market 9

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

Global Aircraft Market 10

 400 aircraft in the 20- to 59-seat range, worth $8 billion.

©Hisar M. Pasaribu, 2020 5

Global Aircraft Market 11

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

Global Aircraft Market 12

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

©Hisar M. Pasaribu, 2020 6

Global Aircraft Market 13

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

©Hisar M. Pasaribu, 2020 7

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

Basic Strategic Business Choices 16

©Hisar M. Pasaribu, 2020 8

Business Planning Process 17

 the business description;

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

Market Analysis Financial Planning

Product/Services Define optimum mix

©Hisar M. Pasaribu, 2020 9

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

Competition WHEN Segmentation

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

©Hisar M. Pasaribu, 2020 10

 Provide a basis for planning for the future

 Anticipate competitive actions

 Predict range of outcomes

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

• What kind of data, how much of it,

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

©Hisar M. Pasaribu, 2020 11

Tourism Industry Research

• What kind of data, how much of it,

• What sort of pattern it follows, and

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

©Hisar M. Pasaribu, 2020 12

Linear? S - curve? Exponential?

Any other trend line?

AE5042 Aviation Business Aviation Business: Market Analysis 1/22/2020

Growing Falling Rising