Pengaruh Strategi Marketing Rute Dan Kemitraan Maskapai Terhadap Efektivitas Ekspansi Rute Penerbangan Internasional: Studi Pada Hainan Airlines Di Bandara Soekarno-Hatta
DOI:
https://doi.org/10.33751/jmp.v14i1.37Kata Kunci:
Route Marketing Strategy, Airline Partnership, International Expansion, Route Effectiveness, Soekarno-Hatta AirportAbstrak
The Influence of Route Marketing Strategies and Airline Partnerships on the Effectiveness of International Flight Route Expansion: A Study on Hainan Airlines at Soekarno-Hatta Airport
The post-pandemic recovery of the aviation industry demands more precise and collaborative international route expansion strategies. Soekarno-Hatta International Airport (CGK) faces intense regional hub competition, where the success of new routes, such as Hainan Airlines' Haikou-Jakarta service, depends heavily on effective network management. This research aims to analyze the influence of route marketing strategy and airline partnerships on the effectiveness of Hainan Airlines' international route expansion at Soekarno-Hatta Airport. The primary research question focuses on the extent to which marketing initiatives and the depth of strategic alliances can optimize route operational performance. The research utilizes a quantitative explanatory method involving 135 respondents from PT Angkasa Pura Indonesia, selected through purposive sampling. Data collection was conducted via Likert-scale questionnaires, subsequently analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test causal relationships and mediation mechanisms between variables. The results indicate that route marketing strategy has a positive and significant influence on the formation of airline partnerships, with a path coefficient of 0.738. Airline partnerships significantly enhance route expansion effectiveness (0.417) and serve as a mediating variable linking marketing strategy to route success (indirect effect of 0.307). An R2 value of 0.634 confirms that the integration of data-driven digital promotion and strategic alliances, such as codesharing, explains 63.4% of the variance in route effectiveness, particularly concerning five-star reputation and connectivity indicators. These findings strengthen Dynamic Performance Management (DPM) and Resource-Based View (RBV) theories within the context of airport management in emerging markets. In conclusion, the effectiveness of international route expansion cannot be achieved through isolated marketing activities but must be orchestrated through strong strategic partnerships to ensure feeder traffic flows. Practical implications for management include the need for enhanced schedule synchronization and performance-based incentives. Future research is suggested to evaluate external variables such as fuel price fluctuations and dynamic geopolitical policies.
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