Startup Branding: A Case Study of Pegipegi

Tri Wismiarsi, Muchsin Saggaff Shihab, Holila Hatta and Nathalia Tjandra
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Tri Wismiarsi: Department of Management, Bakrie University, Jakarta
Muchsin Saggaff Shihab: Department of Management, Bakrie University, Jakarta
Holila Hatta: Department of Management, Bakrie University, Jakarta
Nathalia Tjandra: Edinburgh Napier University, United Kingdom

Transnational Marketing Journal, 2020, vol. 8, issue 1, 27-50

Abstract: This study examines the brand strategy of a startup firm in Indonesia, Pegipegi, an online travel agent, which provides travel ticket and hotel reservation services. The study was conducted in response to the fastest-growing startups in Indonesia, especially in e-commerce. A case study research method was used to investigate how this startup developed its brand and succeeded. The qualitative data were taken from websites, online news, advertisement in online and offline media. In addition, face-to-face interviews with public relation and media manager were also employed. The results show that Pegipegi develops its brand through the improvement of its brand identity and positioning to show its differences from its competitors. Furthermore, it develops its brand experience and promises as an online travel agent which is user friendly, convenient and interactive. Marketing communication has been conducted through advertisement in online and offline channels to increase brand awareness and purchases. Customer rewards were given to maintain customer relationship and loyalty. However, other marketing strategies such as alliance, service availability, co-branding, e-WOM, and business to business relationship were also adopted by the startup company. This present study contributes to the existing startup branding research, especially in Indonesia.

Keywords: startup; branding; brand positioning; brand experience; customer relationship and loyalty; e-commerce (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:mig:tmjrnl:v:8:y:2020:i:1:p:27-50

DOI: 10.33182/tmj.v8i1.721

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