Abstract
AbstractThere is a high growth in the air traffic supported by the global trade and tourism and due to airport congestion travelers are spending more time at airports, which are competing to attract airlines with lower aeronautical costs reducing their profitability. The growing transit time spent at airports together with the waiting time in front of check-in, passport, security control or baggage claim is an idle time of the air traveler, which is not generating any value. The perception of waiting is also mostly negative, that the associated airports are disliked, leading to loss of revenue in commercial offerings. Another problem is that due to the high variety in the customer profile, the shops at the airports need to carry a high inventory over a wide spectrum of items required, which is not creating any value as well. Thus in order to deliver a sustainable value chain at the airport, an innovative customer focused integrated approach is proposed herewith, based on a smart phone platform called Gate Ø, facilitating the idle times of the air traveler. This strategic approach is evaluated successfully within a value chain analysis showing up its potential across the value chain stakeholders
Highlights
Air travel did grow over the last 27 years annually by 5.9 % on average in terms of passenger–kilometer performed (PKP), and by 6.1 % in terms of ton– kilometer performed (TKP), [1]
The worldwide commercial revenue average is around 48% [7], but e.g. Schiphol is an airport city generating 70 % of its operating result is by non-aviation-related income benefiting from the experience economy [8]
By breaking down the processes and focusing on subsystem level it has been found that Gate Ø integrates the idle time of the air traveler into the value chain of the airport
Summary
Air travel did grow over the last 27 years annually by 5.9 % on average in terms of passenger–kilometer performed (PKP), and by 6.1 % in terms of ton– kilometer performed (TKP), [1]. Smart customization leading to advanced segmentation is driving innovative business models with the aid of new technologies on the airline side [5] This resulted in the reengineering of the airport concept. The worldwide commercial revenue average is around 48% [7], but e.g. Schiphol is an airport city generating 70 % of its operating result is by non-aviation-related income benefiting from the experience economy [8]. This change in business focus and increased environmental sensitivity drive together the innovation at the airports [9], which positively effects airport’s marketing performance [10]. Considering that the commoditization is pushing the price as the key buying criteria; companies need to differentiate in the offerings [11], which implies innovation as well
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