Abstract
Singapore Changi International Airport received the World's Best Airport from Skytrax. This was the 8th consecutive year that Changi won this renowned award. This paper aims to investigate Changi’s overall business operations to track its accomplishments in airport development. Examining the lessons learned by using a descriptive analysis under the Business Model Canvas (BMC) framework, the results reveal that Singapore Changi International Airport is a destination in itself. This concept affects customers' segmentation, which links to different value propositions deriving from using key resources and synergy among strategic partnerships. This paper also suggests that sustainability should be added to the BMC framework since it is another component behind the airport’s success. The practical contributions deriving from the lessons learned are presented.
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