Airport Marketing examines the management vision of airport marketing in the post-September 11th environment, presenting in-depth analysis of current airport management practices for both aviation and non-aviation-related activities. The 'aviation-related activities' section covers how an airport as a company develops its own marketing relationship with carriers and, in a broader sense, with all actors within the air transport pipeline, with the aim of increasing the number of intermediate clients consistent with its chosen positioning. The 'non-aviation-related' section, by contrast, focuses on how best-in-class airports have been developing new powers of attraction to customers in their regions, well beyond the simple concept of airport retailing, by use of the so-called 'commercial airport' model. Finally, the impact of September 11th is shown in terms of increased security measures and the future of the aviation industry as a whole. An analysis of worldwide airport industry is provided in the final chapter. Airport Marketing is essential reading for airport managers, government agencies, airlines, consultants, contributors, advisors and sub-contractors to this industry, as well as both undergraduate and graduate level aviation students.
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Airport Marketing
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TableÂ
1.2Â
AirportÂ
privatisationÂ
throughÂ
tradeÂ
sales
TheÂ
AirportÂ
Enterprise
7
Airport
Date
ShareÂ
ofÂ
apt.Â
so!d(%)Â
Buyer
UK:Â
Liverpool
1990
76
BritishÂ
Aerospace
UK:Â
Prestwick
1992
100
BritishÂ
Aerospace
UK:Â
BritishÂ
Midlands
1993
100
NationalÂ
Express
UK:Â
Southend
1994
100
RegionalApts.Â
Ltd.
UK:Â
Cardiff
1995
100
TBI
UK:Â
Bournemouth
1995
100
NationalÂ
Express
UK:Â
BelfastÂ
Int.al
1996
100
TBI
UK:Â
Birmingham
1997
51
AerRianta/NatwestÂ
40%,Â
otherÂ
privateÂ
investorsÂ
11%
UK:Â
Bristol
1997
51
Firstbus
UK:Â
Liverpool
1997
76
PeelÂ
Holdings
Italy:Â
Naples
1997
70
BAA
Australia:
Brisbane,Â
Melbourne,
Perth
1997
100
various
Sweden:
SkavstaÂ
Stockholm
1998
90
TBI
SouthÂ
Africa:Â
ACSA
1998
20
ADRIÂ
SouthÂ
AfricaÂ
ConsortiumÂ
(ADRÂ
hasÂ
69%Â
share)
Germany:Â
Hannover
1998
30
FrankfurtÂ
airports
N.Â
Zealand:Â
WellingtonÂ
1998
66
Infratil
Australia:Â
15Â
remaining
majorÂ
airports
(excludingÂ
Sydney)
1998
100
various
Source
:Â
Graham,Â
2001.
ConductÂ
likeÂ
this,Â
however,Â
seemsÂ
consistentÂ
withÂ
thatÂ
performedÂ
byÂ
theÂ
mainÂ
playersÂ
inÂ
theÂ
airÂ
transportÂ
environment:Â
airlines.Â
InÂ
thisÂ
case,Â
publicÂ
guidanceÂ
inÂ
theÂ
formÂ
ofÂ
âflagshipÂ
carriersâÂ
hasÂ
forÂ
decadesÂ
forcedÂ
nationalÂ
operatorsÂ
toÂ
takeÂ
irrationalÂ
marketÂ
decisions,Â
likeÂ
inÂ
theÂ
caseÂ
ofÂ
âpoliticalÂ
drivenâÂ
networkÂ
planning,Â
orÂ
forcedÂ
personnelÂ
hiringÂ
duringÂ
nationalÂ
employmentÂ
crises.
OnlyÂ
recently,Â
withÂ
smoothingÂ
ofÂ
StatesâÂ
commandmentsÂ
asÂ
primaryÂ
driversÂ
ofÂ
airlineÂ
conducts,Â
haveÂ
weÂ
seenÂ
theÂ
developmentÂ
ofÂ
co-
Table of contents
- Cover
- Half Title
- Dedication
- Title
- Copyright
- Contents
- List of Tables
- List of Figures
- Acknowledgements
- Preface
- List of Abbreviations
- 1. The Airport Enterprise: Role and Scope of Activity
- 2. The Air Transport Value Chain
- 3. The Aviation-Related SBU: The Airport Enterpriseâs Technical Core Business
- 4. New Marketing-Driven Paradigms for the Airport Enterpriseâs Aviation-Related Business
- 5. The Development of the Non Aviation-Related Value Proposition
- 6. Achieving Sustainable Growth for the âCommercial Airportâ Concept: The Role of Loyalty Schemes
- 7. How to Construct an Airport Marketing Plan
- 8. September 11 Attacks
- 9. The Airport Industry: An International Picture
- 10. Afterword
- Bibliography
- Index
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