The Marketing Mix Strategy of Train Cargo Transportation: Evidence
from Indonesia
PRASADJA RICARDIANTO1, DICKY PANCA ALFARIZKY1,
I GUSTI NGURAH AGUNG EKA TEJA KUSUMA2, HERIYANTO WIBOWO1,
SINUNG TRI NUGROHO1, OCKY SOELISTYO PRIBADI3, HANIVA MULYANI1,
DATUNABOLON1, DARMAWAN APRIYADI1, ENDRI ENDRI4
1Postgraduate Program, Institute of Transportation and Logistic Trisakti,
Jl. Ahmad Yani No.85, Rawasari, Jakarta Timur 13210,
INDONESIA
2Faculty of Economics and Business, Maharaswati University,
Jl. Kamboja No. 11 A, Denpasar 80236,
INDONESIA
3Politeknik Perkeretaapian Indonesia Madiun,
Jl. Tirta Raya, Kota Madiun 63129,
INDONESIA
4Faculty of Economics and Business,
Universitas Mercu Buana,
Jl. Meruya Selatan No. 1, Kembangan, Jakarta Selatan 11650,
INDONESIA
Abstract: - This research aimed to understand the marketing mix implemented by the Cargo Transportation
Unit of Kereta Api Indonesia Daop 6 Yogyakarta, Indonesia, and to study and know its position. The main
problem was that many cargo transportations used the service handling system of Door-to-Door, which was
relatively cheaper than cargo transportation using a train that still implemented the Station-to-Station service.
The research method used the Boston Consulting Group matrix to know the market growth, market share, and
quadrant position of Kereta Api Indonesia Daop 6 Yogyakarta. The collected data were then analyzed using the
calculation of Market Growth Rate, Relative Market Share, and Boston Consulting Group Matrix. From the
Market Growth Rate calculation, the result was as much as 8.5%, and from the total Relative Market Share, the
result was 0.5 < 1. Furthermore, based on the Boston Consulting Group matrix, Quadrant IV (Dogs) shows
alternative strategies to implement: Divestment, Retrenchment, and Liquidation. The main factor causing the
low market growth of the Cargo Transportation Unit of Kereta Api Indonesia Daop 6 Yogyakarta is a crucial
finding of this research.
Key-Words: - train cargo transportation, marketing mix strategy, relative market share, market growth rate.
Received: June 22, 2022. Revised: February 16, 2023. Accepted: March 5, 2023. Published: March 15, 2023.
1 Introduction
Today Kereta Api Indonesia (KAI), through its
Cargo Transportation Unit, serves cargo
transportation for commodities such as coal,
container, cement, Pertamina fuel, hazardous and
toxic materials, and various retail goods. In
addition, the Cargo Transportation Unit of KAI
also rents railway coaches provided for train
logistic service companies to run their business
using the Dangerous Good system or on a
contractual basis. However, not a few consumers
compare the price or tariff of cargo transportation
using a train to those using general trucking from
expedition companies where they use the handling
service system of Door-to-Door. It is relatively
cheaper than cargo transportation using a train
which still implements a Station-to-Station service
where the cargo owner carries out the handling
process.
In line with the increase of people's needs and
the advancement of technology, KAI continues to
innovate and transform digitally to provide faster
and better cargo transportation services. Today, all
distribution processes must run quickly and safely
in line with the cargo demand, [1]. Therefore,
companies providing logistic services, especially
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
272
Volume 22, 2023
distribution, continue to grow in Indonesia. The
competition emerges much with the other cargo
transportation mode or trucking that offers cargo
transportation services in various relations. This
business competition increasingly attracts people's
interest in being involved. So, it is necessary to
formulate an appropriate marketing strategy to grab
consumers.
One of the strategies used by the cargo
transportation unit of KAI Daop 6 to focus on
attracting and retaining consumers is the marketing
mix strategy. The marketing mix is a combination
of the core variables of the marketing system
consisting of product, price, promotion, and
distribution that the company integrates to
maximize the results that can be obtained, [2], [3].
Furthermore, some studies concerning the
sustainability of the marketing mix contribute
actively to the purchase decision, [4], [5]. For
example, related to the train customers, explain that
railway transportation companies with a clear
indication can develop market-oriented offers, [6],
[7], [8], [9].
With the marketing mix of 7Ps, passengers will
benefit from increased knowledge of core products
and additional products related to railway
transportation services, [10], [11]. In addition,
many people are interested in sending goods,
making this business perspective. After
implementing this marketing strategy, companies
can understand and know the position of the
products or services offered at the company, [12].
The work here indicates the comparison of market
growth and market share of many companies
competing in the same business.
The Boston Consulting Group (BCG) approach
can determine the company's position. BCG is a
method used to determine strategic business unit
planning by classifying the profit potential for a
company. The design of the BCG Matrix can help
companies formulate their strategy, [13]. The
advantage of the BCG matrix is that it is a strong
enough aid for primary uses in making the most
straightforward decision compared with other types
of matrix. Only by reading the graph a company or
entrepreneur can easily see the position where it is
now, [14]. According to matrix analysis, in the
research of Sarfaraz et al., [15], the trains on the
urban line are better than those on the suburban. A
study of the impact of the Covid-19 crisis on
pricing strategies for the European rail market uses
BCG by comparing supply/supply before and after
the first wave of the pandemic, [16].
To face the competition and survive, the Cargo
Transportation Unit of KAI Daop 6 Yogyakarta
uses the marketing mix strategy to obtain and retain
consumers and to know the position of a product or
service offered in the market. In this article, the
authors use the approach of the marketing method
of BCG with the benefit provided by the BCG
matrix, which makes us pay more attention to the
cash flow and the need for investment as well as
the need for various units in a company. The
company should analyze the market of customers
and know the position of the services they offer to
people. In addition to knowing the position of
products and services, a company should fix the
existing deficiencies to increase consumer trust and
loyalty. The aims of this research are (1) to
understand the marketing mix strategy
implemented by the Cargo Transportation Unit of
KAI Daop 6 Yogyakarta, (2) to study and know the
position of the Cargo Transportation Unit of KAI
Daop 6 Yogyakarta in the quadrants of BCG
matrix.
2 Literature Review
2.1 Marketing Mix
The marketing strategy, known as the marketing
mix, is vital in influencing customers to buy the
company's products or services, [17]. It becomes
essential for the company to implement this
marketing strategy because the marketing mix is
the consumer's primary consideration in deciding
whether they will use the service we offer. This
situation is indeed a challenge for companies that
play in the business. The implication is that
companies must make various efforts to improve
their performance in the increasingly competitive
environment and the high consumer expectation.
Lahtinen et al., [18], argue that a marketing mix
strategy can enhance the marketing activities to
obtain consumers in the company's product
marketing activities. The marketing mix is a basic
marketing theory that controls the combination of
mixed elements describing the mix as a procedure
and marketing policy that marketers rely on while
designing a marketing strategy, [19]. The
marketing mix consists of all aspects of the
company controlled to satisfy customers. A
marketing mix combines tactics a company uses to
achieve its goals by effectively marketing the
products or services to specific target customers,
[20], [21], [22]. A marketing mix combines various
decision variables, such as marketing decisions,
strategy, and tactics the organization uses to market
its product and services to achieve the company's
goals.
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
273
Volume 22, 2023
2.2 Boston Consulting Group (BCG)
The BCG method helps develop a business plan by
classifying a company’s abilities to make a profit,
[23]. BCG matrix allows the management of
product portfolios. It is an effective tool for
strategically planning product performance at the
industrial level by indicating market opportunity.
However, it initially makes extreme downsizing to
use only two dimensions, the matrix axis, and the
inappropriate instrument, [24], [25]. BCG matrix
illustrates the divisional differences of two sizes:
(1) the position of relative market share on the x-
axis and (2) the industrial growth rate on the y-axis.
By checking these two dimensions for each
division about other divisions in the organization,
BCG allows a multidivisional organization to
manage its business portfolio. Relative market
share is the ratio of market share in specific
industries against the market share owned by the
biggest competitor in the industry, [26]. In addition,
the matrix will also help determine the decision in
distributing the resources and the analysis method
of marketing, strategic management, and portfolio
analysis.
Figure 1 shows the BCG matrix consisting of
two rows, columns, or four quadrants. The four
cells represent four categories of company product
portfolio based on two dimensions of business unit
classification: market growth rate and relative
market share. For example, stars symbolize the four
quadrants, Question Marks, Cash Co4w, and Dogs,
[27]. Although Cash Cow is less attractive in the
BCG matrix from the growth perspective, it is
valuable in the business, [13]. Meanwhile, Star in
the BCG matrix is a product with a high market
share and growth rate so that companies can invest
in Star, [25]. On the other hand, the Question Mark
aspect can turn into Dogs and become Star and
Cash Cow when the market growth slows.
Meanwhile, the Dogs business company in
quadrant IV must be avoided and minimized in an
organization, so the target of Question Mark is that
Star Dogs must share cash to prevent liquidation,
[28].
Fig. 1: Boston Consulting Group Matrix
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
274
Volume 22, 2023
3 Research Method
This research used the Junior Manager of Cargo
Transportation and Assistant to the Marketing
Manager of the Cargo Transportation Unit of KAI
Daop 6 Yogyakarta as the objects of writing.
Furthermore, secondary data for this research
comes from processed data on Cargo Transport
Sales Volume KAI Daop 6 Yogyakarta and its
competitor in the cargo shipping industry as a
trucking company, PT XYZ Indonesia, during 2020
and 2021. The research data comes from interviews
with purposive sampling based on interests,
understanding, and experience related to the
information needed in the scope of operational and
marketing activities of the KAI Daop 6 Yogyakarta
Cargo Transport Unit.
This research used the Boston Consulting Group
(BCG) matrix to know the market growth and share
and the quadrant position of KAI Daop 6
Yogyakarta. The BCG matrix was chosen and used
because it could illustrate the cash flow,
characteristics, and interests of each multi-division
in the Cargo Transportation Unit. For example, a
division in an organization would generally turn
from Dogs to Question Mark until they become
Star and then Cash Cow, turn back into Dogs,
operating continuously in the cycle. The
dimensions of market growth vary; this study
defines up to 20%, which is feasible as a high
market growth rate, while below 20% indicates low
growth.
To determine the position of a company in the
quadrants of the BCG Matrix, it needed a thorough
calculation of the studied company’s Market
Growth. After knowing the percentage of the
market growth, the next step was determining the
Relative Market Share by calculating the
company’s sales volume divided by the
competitor’s last year's sales volume. After
knowing the Relative Market Share, the final step
was determining the company’s position or
coordinate point in the quadrants of the BCG
matrix based on the calculation result and providing
solutions by the category of the quadrant in the
matrix. Figure 2 shows the conceptual framework
for determining a company's position in the
industry based on the BCG matrix analysis.
Fig. 2: Conceptual Frame
Analysis of the Marketing Mix Strategy of
the Cargo Transportation Unit
Market Growth Rate and Relative
Market Share Analysis
Tingkat Pertumbuhan Pasar
dan Pangsa Pasar Relatif
Tingkat Pertumbuhan Pasar
dan Pangsa Pasar Relatif
Tingkat Pertumbuhan Pasar
dan Pangsa Pasar Relatif
Boston Consulting Group Matrix Analysis
1. Star
2. Question Marks
3. Cash Cows
4. Dogs
Analysis Matriks Boston Consulting Group:
5. Bintang (Star)
6. Tanda Tanya (Question Marks)
7. Sapi Perah (Cash Cows)
8. Anjing (Dogs)
Analysis Matriks Boston Consulting Group:
9. Bintang (Star)
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
275
Volume 22, 2023
4 Results and Discussion
The market growth rate generally consists of two
classifications: high or low. Meanwhile, the relative
position of competitors is distinguished based on
market share. Therefore, based on market share, the
BCG matrix method can determine the percentage
of the market growth rate of the KAI Daop 6
Yogyakarta Cargo Transport Unit market. The
BCG matrix depends on the Market Growth Rate,
the percentage of market growth shown on the
vertical axis, and the strength of the market share
on the horizontal axis as Relative Market Share.
4.1 Market Growth Rate
To find out the growth rate of the KAI Drop 6
Yogyakarta Cargo Transport Unit market, refer to
BCG matrix calculation data, [29]:
Formula of Market Growth Rate = Freight Transport 2021 − Freight Transport 2020
Freight Transport 2020 × 100%
Market Growth Rate = 54.675.190.000 − 50.387.465.000
50.387.465.000 × 100%
= 0,085095072 or 8,5%
Based on the calculation of the BCG matrix, it
shows that the Market Growth Rate for the KAI
Daop 6 Yogyakarta Cargo Transport Unit is 8.5%.
Therefore, the cargo Transportation Unit has a
reasonably low market growth rate. Therefore, this
research supports Özemre and Kabadurmus, [25],
because BCG Matrix is the most suitable model for
knowing the Market Growth Rate.
4.2 Relative Market Share
The analysis of Relative Market Share reveals that
KAI Daop 6 Yogyakarta has a low sales volume of
cargo transportation products compared with its
competitor, XYZ Indonesia. Relative market share
is a part of the company’s total sales in a particular
market. The data used by KAI Daop 6 Yogyakarta
is the sales volume in 2020 and 2021 and the
competitor’s data of sales volume (XYZ Indonesia)
in 2020 and 2021, divided by the total sales volume
of KAI Daop 6 Yogyakarta Cargo Transportation
Unit in 2020 and 2021.
Based on the data of 2020 and 2021, BCG
Matrix is used to know the Relative Market Share
of KAI Drop 6 Cargo Transportation Unit,
Yogyakarta 2021:
The formula of Relative Market Share
Relative Market Share = Last Year′s Sales Volume
The Competitor′s Last Year′s Sales Volume.
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
276
Volume 22, 2023
Relative Market Share = Freight Sales Volume 2021
XYZ Indonesia Sales Volume 2021
Relative Market Share = 54.675.190.000
95.251.000.000
= 0,5 < 1
Based on the calculation of the BCG matrix, it
shows that the relative market share of the KAI
Cargo Transport Unit in 2021 is 0.5 < 1. Therefore,
this calculation indicates that KAI’s Cargo
Transport Unit has a lower market share than XYZ
Indonesia because its relative market share is lower
than one. Thus, the conclusion is that KAI's Cargo
Transport Unit's close market share is lower than its
competitor, XYZ Indonesia. Therefore, this
research supports the study of Özemre and
Kabadurmus, [25], because it uses the BCG matrix,
the most appropriate model considering the relative
market share.
4.3 The Position of Cargo Transportation Unit
in BCG Matrix
Based on previous calculations shows that the
growth rate of the KAI Daop 6 Yogyakarta Cargo
Transport Unit is 8.5%. Therefore the Cargo
Transport Unit has a low market growth rate. Then
based on calculation, its relative market share in
2021 is obtained as many as 0.5. Therefore, the
steps in the BCG matrix find that: The Cargo
Transport Unit is in the Dog position. Dogs fall into
the quadrant with products with low market share.
Compete in an industry that grows slowly or does
not grow at all. Therefore, this position needs
investments because of meager human resources
and financial sources. Since their weak internal and
external parts, this business is frequently liquidated,
divested, or depreciated with retrenchment.
Thus, based on both results, the position of the
Cargo Transportation Unit of KAI Daop 6
Yogyakarta can be depicted in the following BCG
matrix (Figure 3).
Fig.3: The Company Position in the Quadrant of BCG Matrix
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
277
Volume 22, 2023
Figure 3 shows that in the BCG matrix of the
KAI Daop Cargo Transport Unit, 6 Yogyakarta is
in Quadrant IV (Dogs) with a coordinate point of
Market Growth Rate of 8.5. Relative Market Share
of 0.5 means that this quadrant has a low market
growth rate and market share. So, Cargo
Transportation Unit does not need to consider
another effort because it has a common market
share and operates in the market with low growth.
Otherwise, is it necessary to keep the business
running? If not, the risk is a business or product
divestment to release money trapped in the
industry, increase the market growth, and remove
the company position from the Dogs quadrant to
the Question Mark quadrant.
The result of this research shows the company's
position in the industry is in the Question Mark
quadrant after obtaining the growth rate of +5%;
however, it is in line with its low relative market
share, which is less than one (0<1). Therefore, the
question Mark quadrant means the company has a
high market growth rate and a low relative market
share. Thus, the company needs to choose an
appropriate strategy, such as market penetration,
market development, and product development, so
that the company can retain its position and has an
opportunity to become Star when the product
grows continuously.
4.4 Analysis of the Cargo Transportation
Unit’s Strategy
After knowing the position of the Cargo
Transportation Unit of KAI Daop 6 Yogyakarta in
the BCG matrix, the authors subsequently analyze
the appropriate strategy for the Cargo
Transportation Unit according to its position in the
BCG matrix. Since part of the Cargo
Transportation Unit is in the Dogs quadrant, the
process that the Cargo Transportation Unit must
choose is between retrenchment, divestment, and
liquidation to release an amount of money or asset
trapped in the business. As a result, the company
needs to reconsider the investment in human
resources and the money to raise the product's
market share. Based on observation, the main factor
that causes the low market growth of the Cargo
Transportation Unit is the operational
implementation that depends on trends like national
days, holidays, and Ied.
Previously, the marketing team of the Cargo
Transportation Unit has implemented a marketing
mix strategy to enhance the company’s brand
awareness and profit, namely the process of 7P,
where each part of the marketing mix has a
function to improve the performance of marketing
activities. In addition, the Cargo Transportation
Unit makes an annual promotion in collaboration
with the Directorate General of Railways, taking
advantage of the going hometown moment by
providing free motorcycle delivery using trains.
Therefore, the strategies to be chosen by KAI’s
Cargo Transportation Unit based on the BCG
matrix are reduction, liquidation, and product
divestment to maintain the product and move the
position from the Dogs to the question mark
quadrant.
In the aspect of the Dogs quadrant, this research
is in line with the study of Bellandi, [30],
Haezendonck et al., [31], and Torquati et al., [14],
which requires how to become a profitable product.
This research is also in line with Özemre and
Kabadurmus, [25] study, which will include value
prediction for strategic market analysis through the
BCG matrix. It is by using BCG to understand the
market and optimize the allocation of resources
owned by the company through the relation
between market growth and market share. In
general, this research supports the results of some
studies by Bellandi, [30], Elbayoumi et al., [32],
Myllylä and Kaivo-Oja, [33], and Pulubuhu et al.,
[34], use some aspects of the BCG matrix.
This research is also in line with the study of
Birafane et al., [29], Chang et al., [35], Fakhira et
al., [36], Feng et al., [37], and Pham et al., [38], for
the use of BCG that classifies the products of some
transportation modes, especially cargo
transportation using a train, into the effects of
Question Mark, Star, Cash Cow, and Dogs.
However, the result of this research contradicts the
research carried out by Hu et al., [39]. Furthermore,
Özemre and Kabadurmus, [25], show that the
company position is in quadrant III (Cash Cow). In
other words, the strategy to be implemented by the
company in this study is different from the one
recommended.
KAI's cargo transport unit products transported
by train are corporate and retail cargo. The price
offered by the cargo transportation unit of KAI
varies counted according to the cargo volume,
weight, and distance of cargo delivery. The
distribution of cargo through the railway
connections in the Java area combined with the
stations operating in each room for cargo delivery
and transportation. KAI makes promotions through
personal selling, publicity, advertising, direct
marketing, and sales promotion. The employees
working in the Cargo Transportation Unit of KAI
are train crew, checkers, Supervisors, loading-
unloading officers, and cargo control officers, [40].
The cargo delivery and receiving process is done
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
278
Volume 22, 2023
directly by the consignor and consignee at the
cargo transportation booth. The waiting room
facility is sufficient for customers or cargo senders
to put cargo temporarily.
5 Conclusion
Based on the analysis of the BCG matrix where the
dimension of growth is determined up to 20%. The
Market Growth Rate obtained as much as 8.5%,
and the Relative4 Market Share is 0.5 < 1, so the
company position is in Quadrant IV (Dogs). It
means the company’s relative market share is less
than one. Therefore, the calculation results indicate
that the company is in Quadrant IV (Dogs). This
quadrant can be interpreted as the category with a
low market growth rate and market share and
competing in the industry that grows slowly or does
not grow at all.
The main factor causing the low market growth
rate of Cargo Transportation Unit Daop 6
Yogyakarta is the operational implementation that
depends on the trend, such as national days,
holidays, and Ied. In addition, the trend continued
with the Covid-19 pandemic has impacted many
cancelations of train travel carrying the company’s
products. Therefore, to increase the market growth,
stabilize the market share, and make a profit.
The company needs to consider some investments
in supporting activities for the members of
company units, such as in technology and human
resources, and reformulate the handling of the
canceled train travels due to the Covid 19
pandemic.
Based on the category of Quadrant IV
(Dogs), three alternative strategies can be used to
uplift the company's position in the BCG matrix,
namely divestment, reducing the loss burden by
reducing the number of assets to obtain higher
profit in the future. Retrenchment or rearrangement
through lowering costs and investments to reverse
the decrease in sales and profit. Besides that,
involvement in the sale of land and buildings to
raise the money needed does not rule out cutting
product lines.
Finally, liquidation, closing the division or
unit which is not required and selling their assets to
cover the loss experienced by the company to raise
the company's market share, which is in the
category of Quadrant IV (Dogs) to move to
Quadrant I (Question Mark).
References:
[1] Wahyuni, T., Ricardianto, P., Harits, A.,
Thamrin, M., Liana, E., Anggara, D., Abidin,
Z., Setyowati, T., Sugiyanto, S., and Endri,
E, The implementation of minimum service
standards on ship operational performance:
Empirical evidence from
Indonesia.Uncertain Supply Chain
Management, Vol.10, No. 4, 2022, pp. 1297-
1304. DOI: 10.5267/j.uscm.2022.7.010
[2] Hapsari, D., Riyanto, S., and Endri, E, The
Role of Transformational Leadership in
Building Organizational Citizenship: The
Civil Servants of Indonesia. Journal of Asian
Finance, Economics, and Business, Vol. 8,
No. 2, 2021, pp. 595-604.
https://doi.org/10.13106/jafeb.2021.vol8.no2.
0595
[3] Indrasari, A., Nadjmie, N., and Endri, E,
Determinants of satisfaction and loyalty of e-
banking users during the COVID-19
pandemic. International Journal of Data and
Network Science, Vol. 6, No. 2, 2022, pp.
497-508. DOI: 10.5267/j.ijdns.2021.12.004
[4] Dewi, F. M., and Sulivyo, L, Influence of
Consumer Behavior and Marketing Mix on
Product Purchasing Decisions. APTISI
Transactions on Management (ATM), Vol. 6,
No. 2, 2022, pp. 151–157.
[5] Simanjuntak, M., Mansur, S., Saragih, N.,
Hayati, S., Endri, E, The role of quality and
trust on using website news. International
Journal of Data and Network Science, Vol. 6,
No. 3, 2022, pp. 683-692.
DOI: 10.5267/j.ijdns.2022.4.004
[6] Bukova, B., Brumercikova, E., Kondek, P.,
Groma, P, The Usage of Cognitive Maps in
the Comparison of Marketing Mix of
Railway Passenger Transport. Procedia
Engineering, Vol. 187, 2017, pp. 498-503.
[7] Dang, L., and von Arx, W, How can rail use
for leisure and tourism be promoted? Using
leisure and mobility orientations to segment
Swiss railway customers. Sustainability, Vol.
13, No. 11, 2021, pp. 5813.
[8] Fraszczyk, A., Amirault, N., and Marinov,
M, Rail marketing, jobs and public
engagement. In Sustainable Rail Transport,
2018 (pp. 207-224). Springer, Cham.
[9] Ricardianto, P., Wibowo, H., Agusinta, L.,
Abdurachman, E., Suryobuwono, A.,
Fachrial, P., Setiawan, A., Rafi, S.,
Maemunah, S., and Endri, E, Determinants of
airport train operational performance.
International Journal of Data and Network
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
279
Volume 22, 2023
Science, Vol. 6. No. 1, 2021, pp. 91-98. doi:
10.5267/j.ijdns.2021.9.019.
[10] Do, Q., and Vu, T, Understanding consumer
satisfaction with railway transportation
service: An application of 7Ps marketing
mix. Management Science Letters, Vol. 10.
No. 6. 2020, pp. 1341-1350.
[11] Ricardianto, P., Yanto, T., Wardhono, D.,
Fachrial, P., Sari, M., Suryobuwono, A.,
Perwitasari, E., Gunawan, A., Indriyati, I.,
and Endri, E, The impact of service quality,
ticket price policy and passenger trust on
airport train passenger loyalty.Uncertain
Supply Chain Management, Vol. 11, No. 1,
2023, pp. 307-318. DOI:
10.5267/j.uscm.2022.9.012
[12] Nurhayati, I., Endri, E., Aminda, R.S., and
Muniroh, L, Impact of COVID-19 on
Performance Evaluation Large Market
Capitalization Stocks and Open
Innovation. Journal of Open Innovation:
Technology, Market, and Complexity, Vol. 7,
No. 1, 2021, pp. 56.
https://doi.org/10.3390/joitmc7010056
[13] Hossain, H., and Kader, M. A, An Analysis
of BCG Growth Sharing Matrix.
International Journal of Contemporary
Research and Review, Vol. 11, No. 10, 2020,
pp. 21899–21905.
https://doi.org/10.15520/ijcrr.v11i10.848
[14] Torquati, B., Scarpa, R., Petrosillo, I.,
Ligonzo, M. G., and Paffarini, C, How can
consumer science help firms transform their
Dogs (BCG Matrix) products into profitable
products? Case Studies in the Traditional
Food Sector, 2018, (pp. 255-279).
[15] Sarfaraz, A. H., Shariatmadari, M., Hedayat,
P., and Vadoudi, K, Strategy Formulating for
Semi-governmental Companies, Case Study:
Railway Transportation in QODS NIROO.
Procedia - Social and Behavioral Sciences,
Vol. 99, 2013, pp. 1082–1092.
https://doi.org/10.1016/j.sbspro.2013.10.582
[16] Guerriero, F., Rocchi, S., Iazzolino, G.,
Manfredi, W, An empirical assessment of
pricing efficiency across the European rail
market. Research in Transportation Business
& Management, Vol. 43, 2022, pp. 100782.
[17] Pahala, Y., Widodo, S., Kadarwati., Azhari,
M., Muliyati., Lestari, N.I., Madjid, S.A.,
Sidjabat, S., Limakrisna, N., and Endri, E,
The effects of service operation engineering
and green marketing on consumer buying
interest. Uncertain Supply Chain
Management, Vol. 9, No. 3, 2021, pp. 603–
608. https://doi: 10.5267/j.uscm.2021.5.011
[18] Lahtinen, V., Dietrich, T., and Rundle-
Thiele, S, Long live the marketing mix.
Testing the effectiveness of the commercial
marketing mix in a social marketing context.
Journal of Social Marketing, Vol. 10, No. 3,
2020, pp. 357–375.
https://doi.org/10.1108/JSOCM-10-2018-
0122
[19] Lim, W. M, A marketing mix typology for
integrated care: the 10 Ps. Journal of
Strategic Marketing, Vol. 29, No.5, 2021, pp.
453–469.
https://doi.org/10.1080/0965254X.2020.1775
683
[20] Chiu, C. C., and Lin, K. S, Rule-based BCG
matrix for product portfolio analysis.
International Conference on Software
Engineering, Artificial Intelligence,
Networking and Parallel/Distributed
Computing, 2019, (pp. 17-32).
[21] Thabit, T. H., and Raewf, M. B, The
Evaluation of Marketing Mix Elements: A
Case Study. International Journal of Social
Sciences & Educational Studies, Vol. 4, No.
4, 2018.
https://doi.org/10.23918/ijsses.v4i4p100
[22] Utami, U. B., and Setyariningsih, E,
Implementation of The Marketing Mix
Strategy to Increase Sales Volume in The
Covid-19 Pandemic. IJCDE (Indonesian
Journal of Community Diversity and
Engagement), Vol. 3, No. 1, 2022, pp. 44-55.
[23] Dobni, C. B., Klassen, M., and Sands, D,
Getting to clarity: New ways to think about
strategy. Journal of Business Strategy., Vol.
37, No. 5, 2016, pp. 12–21.
[24] Pidun, U., Rubner, H., Krühler, M., and
Untiedt, R, Corporate Portfolio Management:
Theory and Practice. Journal of Applied
Corporate Finance, Vol. 23, No. 1, 2011, pp.
63–76.
[25] Özemre, M., and Kabadurmus, O, A big data
analytics-based methodology for strategic
decision-making. Journal of Enterprise
Information Management, Vol. 33, No. 6,
2020, pp. 1467-1490.
[26] Endri, E., Utama, A.P., Aminudin, A.,
Effendi, M.S., Santoso, B., and Bahiramsyah,
A, Coal Price and Profitability: Evidence of
Coal Mining Companies in Indonesia.
International Journal of Energy Economics
and Policy, Vol. 11, No. 5, 2021, pp. 363-
368. https://doi.org/10.32479/ijeep.11503
[27] Joubert, C, Cash cows, Dogs, stars, and
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
280
Volume 22, 2023
question marks. The Dairy Mail, Vol. 22, No
6, 2015, pp. 44–49.
[28] Helmold, M, Performance Management as
Part of the Corporate Strategy. In Strategic
Performance Management, 2022, (pp. 1-23).
Springer, Cham.
[29] Birafane, M., Liu, W., and Khalikov, S, The
strategic positioning of moroccan seaports:
an application of the boston consulting group
growth-share matrix. The Open
Transportation Journal, Vol. 14, No. 1,
2020, pp. 133-142.
DOI: 10.2174/1874447802014010133
[30] Bellandi, F, Further Developments of the
Financially-ESG Sustainable Growth Matrix.
International Journal of Business and
Management, Vol. 17, No. 2, 2022, pp. 112–
122.
[31] Haezendonck, E., Verbeke, A., and Coeck, C,
Strategic positioning analysis for seaports.
Research in Transportation Economics.
Research in Transportation Economics, Vol.
16, 2006, pp. 141-169.
[32] Elbayoumi, O. F., Elsayeh, M. E., and
Abdelkader, S, Competition analysis of main
container terminals in the Middle East
region. Australian Journal of Airtime &
Ocean Affairs, 2022, pp. 1–17.
DOI: 10.1080/18366503.2022.2039453
[33] Myllylä, Y., and Kaivo-oja, J. (2015).
Myllylä, Y. Kaivo-oja, J. European Journal
of Futures Research, Vol. 3, No. 1, 2015, pp.
1–15.
[34] Pulubuhu, M., Kadir, A. R., and Sobarsyah,
M, Analysis of Business Strategy in
Improving Product Marketing. Hasanuddin
Journal of Business Strategy, Vol 4, No. 1,
2022, pp. 1-12.
[35] Chang, Y. C., Lee, W. H., and Wu, C. H,
Potential opportunities for Asian airports to
develop self-connecting passenger markets.
Journal of Air Transport Management, Vol.
77, 2019, pp. 7–16.
https://doi.org/10.1016/j.jairtraman.2019.02.0
01
[36] Fakhira, N. A., Faisal, A. S., Warsito, T., and
Indriyati, I, The Marketing Strategy Analysis
of Garuda Indonesia in Gaining Lost Market
after Covid-19 Pandemic (International
Flight). Advances in Transportation and
Logistics Research, Vol. 3, 2020, pp. 78-84.
[37] Feng, F., Li, X., Liang, J., Liu, Y., and Liu,
C, Optimal competition strategy analysis of
China Railway Express based on
evolutionary game theory. Plos One, Vol. 17,
No. 3, 2022, e0256326.
[38] Pham, T. Q. M., Choi, K. H., & Park, G. K,
Journal of Navigation and Port Research.
Journal of Navigation and Port Research,
Vol. 42, No. 2, 2018, pp. 107–116.
[39] Hu, J. L., Yang, S. Y., Lin, F. L., and Tsai, I.
C, Efficiency and input congestion of major
marine transport companies in the world.
Research in Transportation Business &
Management, 2022, 100831.
https://doi.org/10.1016/j.rtbm.2022.100831
[40] Saluy, A.B., Abidin, Z., Djamil, M.,
Kemalasari, N., Hutabarat, L., Pramudena,
S.M., and Endri, E, Employee productivity
evaluation with human capital management
strategy: The case of covid-19 in Indonesia,
Academy of Entrepreneurship Journal, Vol.
27, No. 5, 2021, pp. 1-9.
Contribution of individual authors to the
creation of a scientific article (ghostwriting
policy)
Conceptualization: Prasadja Ricardianto, Dicky
Panca Alfarizky. Data curation: I Gusti Ngurah
Agung Eka Teja Kusuma, Heriyanto Wibowo.
Formal analysis: Sinung Tri Nugroho, Endri
Endri. Funding acquisition: Ocky Soelistyo
Pribadi, Haniva Mulyani. Investigation: Endri
Endri, Datunabolon. Methodology: Prasadja
Ricardianto, Endri Endri, Darmawan Apriyadi.
Project administration: Dicky Panca Alfarizky,
Heriyanto Wibowo. Resources: I Gusti Ngurah
Agung Eka Teja Kusuma, Ocky Soelistyo Pribadi.
Software: Endri Endri, Heriyanto Wibowo.
Supervision: Endri Endri, Datunabolon.
Validation: Prasadja Ricardianto, Darmawan
Apriyadi. Visualization: Sinung Tri Nugroho,
Heriyanto Wibowo. Writing – original draft:
Prasadja Ricardianto, Dicky Panca Alfarizky.
Writing – review & editing: Endri Endri, Haniva
Mulyani.
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.29
Prasadja Ricardianto et al.
E-ISSN: 2224-2678
281
Volume 22, 2023
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflicts of interest to declare
that are relevant to the content of this article.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en
_US