ACI Foreword
Expanding the airport business dynamic
With the demand for air travel once again on the rise, airports are re-assessing airport development plans and looking at business options that will help them spread the risk and diversify revenue streams.
At the same time, they are streamlining processes and service offers in order to attract and retain customers in an increasingly competitive travel market.
The original 'airport cities' concept focuses on business options that help rejuvenate the airport's attractiveness while strengthening its financial position. The concept integrates business, leisure, living, work, transport and entertainment in one central location.
Full integration of an airport with its local community is at the heart of the concept - a place where travellers find many services they need close at hand, but also a closer integration with the business and tourism structure of the locality.
As such, the airport positions itself as a driver of economic growth and development and effectively underpins long-term economic and social benefits for the communities it serves.
A number of trends have changed our business outlook in recent years and have encouraged the success of the multi-purpose airport concept.
Our Airline Customers
Airline customers have changed. Airports no longer fit the old public utility mould with emphasis on serving a national carrier as a simple point of transit for their customers. On the contrary, shifting airline fortunes and the arrival of the low-cost carriers has radically changed the airport supplier-airline customer relationship. It has also changed the carrier relationship with the passenger, who increasingly looks to the airport for satisfaction with the overall travel experience.
As a result, airports must cater directly to the passenger who, in turn, increasingly contributes to airport revenues through passenger fees and the non-aeronautical revenues derived from a broad range of services available to them.
End Customers
End customers have become more central to airport decision-making when it comes to airport design and development. Many of the airport city ideas for innovative service offers correspond with this evolution in the airport-consumer relationship.
Fuelled by the expansion of new global business and tourism markets, international travel numbers are gaining on the traditional domestic markets, changing the profile of the end customer. Satisfying a mix of departing, arriving and transit passengers has required airports to change their vision of what services the passenger needs and wants.
Our Communities
Our communities have evolved as well. They expect that the airport will be a strong pillar for the local economy. Stakeholders in government and the business community look to airports for stable social and economic benefits with both airport-direct and airport-induced employment opportunities.
And residents call for responsible environmental programmes and investments that protect local air quality, wildlife and natural resources while holding down noise and emissions.
Airport cities have taken a leadership role in developing the facilities needed both today and tomorrow to meet those demands. They are aided by IT and telecommunications technologies that streamline airport processes while building customer satisfaction.
Revolutionary architecture redesigns airport space for flexible multi-purpose usage. Environmentally friendly terminal and airside installations help us meet our environmental objectives with sustainable and cost-efficient solutions.
New operational technologies make more efficient use of our runways and gates.
Entrepreneurial thinking by airport management teams leads to new innovative options for enhancing airport revenues and attracting a broader customer base.
Recent events have shown that we may live in erratic times, but airport cities show that we can take steps to mitigate the risks and create a robust and resilient future.
Angela Gittens
Director General ACI World
April 2010
