Leveraging event portfolios for strategic business development: a case study of Singapore Changi Airport

Abstract

PurposeThis research article examines event marketing in the airport business, specifically how an airport leverages event portfolios to develop its businesses by marketing itself as a destination, improving the user experience and generating revenue outside of aviation-related activities. Focusing on Singapore Changi Airport as a case study, the research underscores the airport’s business development in a competitive environment.Design/methodology/approachThe study employs thematic data analysis to examine how Changi Airport leverages an event portfolio as a strategic business development tool. It conducts documentary research by gathering a diverse range of grey literature sources from the online public domain. These sources include documents related to airports, online news and media portals and user-generated content on social media platforms. The analysis is conducted in an inductive manner.FindingsSingapore Changi Airport has recently leveraged events as a strategic marketing strategy for developing nonaeronautical business operations. As an attraction to appeal to tourists, the airport organised multiple types of events in its portfolio. Furthermore, the airport offers a wide range of event-related activities within its premises, including both sporting and cultural events. The purpose of these activities is to actively engage visitors and air travellers by offering a range of interactive experiences, including games and challenges. Such event-related activities reflect the airport’s transformation into a lifestyle platform.Originality/valueCritics commonly highlight the lack of empirical research and the restricted relevance of the findings in event and festival research. This article consolidates the existing knowledge on airport management and event business to enhance the event marketing and event portfolio literature, specifically in the setting of airport business.