2. 2
Table of Contents
I. Executive Summary……………………………………………………………….3
II. Introduction…….............................................................................................5
III. Secondary Research.………………………….……………………………….…8
IV. Methodology………...…………………………...……………………………….19
V. Primary Research – Results and Analysis….………………………...….….20
VI. Limitations……………………...…………………………………...………........30
VII. Recommendations……………………………………...…….………………....31
VIII. Conclusion....................................................................................................32
IX. Appendix………….………………………..……………………………………...33
A. Questionnaire……………………………………………………….………33
B. Tables and Charts………………………………………………………....35
C. Crosstabs and Frequencies……………………………………………...44
3. 3
Executive Summary
This report was designed to give the reader a clear insight on how and why Circa
Research conducted research at Tampa International Airport. The team was astonished
at TPA’s $943 million expansion plan and wanted to know more about the overall
customer satisfaction at the airport. Circa Research conducted secondary research to
acquaint them with the airport industry. As the research was conducted, important
articles came to the surface. One important article came from JD Power and
Associates. This article detailed some of the attributes of why customer service at
airports is so important. Another source the group discovered was from DKMA, a
marketing research and advising firm specifically for the airport industry. This
information provided details about customer purchasing behavior within airports based
on buying food and beverage and retail items.
Circa Research created four different research objectives to help them maintain a
clear objective when gathering their primary research. These objectives were 1)
Determine the overall importance of airport customer service 2) Identify key driving
factors of airport satisfaction 3) Compare TPA customer satisfaction to that of its
competitors 4) Assess purchasing behavior of customers within airport terminals. With
these objectives, the team was confident that they could design a detailed survey that
could capture this data at TPA.
The sample size of the primary research was 102. These surveys were collected
within the main terminal at TPA. The team used the convenience sampling technique
when gathering data. All travelers that took the survey were traveling that same day and
were at least 18 years of age. More detailed information about the analysis of primary
4. 4
data can be found in the body of this report. Circa Research did come across some
limitations. For example, an inaccurate count of rejected responses and inapplicable
respondents was taken on the first day of surveying travelers.
Circa Research also created recommendations based on the data that was
collected. With TPA’s customer satisfaction already very high, the group could only
recommend small ideas regarding signage for out-of-town travelers. However, with TPA
doubling its annual amount of customers to 35 million per year, small issues like
signage could affect the overall customer satisfaction at the airport.
The end of this report includes all the data used by Circa Research. Appendices are
labeled by letter and include a sample of the survey, cross tabulations, graphs and
tables, and all frequencies used.
5. 5
Introduction
Aviation travel is becoming increasingly popular as the world becomes more
connected. With the projected demand of passenger travel on the rise, it is imperative
that airports domestic and abroad keep up with customers’ needs and wants. Tampa
International Airport is located about seven miles west of downtown Tampa and has
recently been ranked the second best airport in North America and fifth in the world for
customer satisfaction. The main problem facing Tampa International is keeping
customer satisfaction at a high level while the number of customers increases.
Tampa International is currently undergoing a massive $943 million expansion
project. Completion of the project is expected within the fourth quarter of 2017 and aims
to increase capacity to thirty-five million customers per year. This number accounts for
more than double the current figure of passengers annually1.
As the airport continues to grow, maintaining customer satisfaction has become a
significant focus of the company’s business. The variety and quality of services offered
directly impacts the level of satisfaction at the airport. Its current infrastructure includes
five parking options, thirty-four restaurants, and forty-five other shops. This not only
includes key amenities, but also involves cleanliness, security, customer service,
ticketing accessibility, and directional signage. All of these factors are drivers of
customer satisfaction and need to be measured closely to safeguard Tampa
International’s already impressive reputation. The CEO, Joe Lopano, recognizes this
issue and has remarked, “Because customer satisfaction is such a top priority at TPA, I
1
"Master Plan Expansion Projects."Master Plan Expansion Projects.N.p., n.d. Web. 20 Apr. 2015.
6. 6
have no doubt we will be able to maintain high levels of service even during the largest
expansion program in airport history”2.
ResearchObjective
Main Objective: Assess Tampa International Airport’s current services usage to
ensure that customer satisfaction levels are maintained.
Research Objectives:
Objective 1: Determine the overall importance of airport customer satisfaction
Objective 2: Key driving factors of customer satisfaction/dissatisfaction
Objective 3: Compare TPA customer satisfaction to that of its competitors
Objective 4: Assess purchasing behavior of customers within airport terminals
For the first objective, data will be collected on customer satisfaction across the
airport industry. For the second objective, Circa Research will determine the key driving
factors of customer satisfaction and dissatisfaction. For the third objective, research will
be conducted on competing airports to set as a benchmark against TPA. For the final
objective, research will be done on where consumers are spending money once they
have entered the flight terminal. The potential problems that will be researched will
include dining, retail and guest service options, directional signs, wait time for airport
services, and cleanliness of the airport.
Importance of Research
In order to maintain high levels of customer satisfaction at TPA, it is important to
understand what customers expect from using the airport. Another key issue to address
2
"Tampa International Airport Ranked No. 2 in North America,No. 5 in World for Customer Satisfaction."Tampa
International Airport Ranked No. 2 in North America, No. 5 in World for Customer Satisfaction.N.p.,19 Feb. 2015.
Web. 20 Apr. 2015.
7. 7
is if customers are completely utilizing the airport amenities provided. The goal of
Tampa International Airport is to double customers by the fourth quarter of 2017 and
keeping customers satisfied as the volume of travelers increases.
Use of Results
The research will be delivered to Tampa International Airport. With that, the
marketing department can understand the needs of its customers to improve customer
satisfaction.
Research Road Map
Circa Research will first conduct extensive secondary research collection
methods from an assortment of reputable aviation industry sources. Secondly, Circa
Research plans to collect primary data through surveys and questionnaires completed
by a qualified group of random airport travelers. Finally, a thorough analysis of all
primary and secondary data will be completed in order to create a detailed breakdown
of information, limitations, recommendations and conclusion.
8. 8
Secondary Research
The following research collected by Circa Research from secondary sources was
done to gain insight and background information on the research objectives. By
collecting information on what drives customer satisfaction in the airport industry, Circa
Research will be able to identify key factors that Tampa International Airport should
emphasize. Primary research will be specifically focused on Tampa International Airport
and will fill in gaps that secondary research could not.
Why CustomerSatisfaction Matters
The question is why and how important is customer satisfaction to the success of
the business? More specifically for the purposes of this report, why and how important
is customer satisfaction to the success of the airport industry?
In a study sponsored by the Federal Aviation Administration (FAA), airport
managers were interviewed to determine the importance of satisfied customers. Three
reasons were identified and explain why customer satisfaction has become a priority at
airports3.
1) Measuring and tracking the customer experience will lead to a better
understanding of needed airport improvements from the users perspective.
2) Good customer service helps the passenger feel more eased and relaxed
translating it to repeated business, higher spending rates at the concessions
and ultimately greater net revenues to the airport sponsor.
3
Academies, Trb Of The National."How Airports Measure Customer Service Performance."ACRP (2013):n. pag.
Federal Aviation Administration,2013.Web. 2 Mar. 2015.
9. 9
A 2010 study from JD Power and Associates on the airport industry backs up the
claims in reason two. The study examined the spending patterns of “disappointed” and
“delighted” customers. This was measured on a ten-point scale where respondents who
rated the experience between 1 and 5 were considered “disappointed” customers and
those who rated the experience a perfect 10 were considered “delighted.” The study
surveyed over 12,000 respondents from airports across North America. Results showed
that delighted customers on average spent 45% more on retail than disappointed
customers4. Another key takeaway from the study is that only 9% of the respondents
were delighted meaning that a substantial amount of money stayed in the pockets of
disappointed customers5. At the time of the study, customer satisfaction in medium-
sized airports (10-30 million passengers per year) remained relatively flat6.
3) Airports that exceed their customers’ expectations will have a competitive
edge, especially in regions where fliers can select multiple airports.
Looking at reason three, it will be important for Tampa International Airport to
gain and maintain a competitive advantage. Competitors in the same geographic
location include Orlando International Airport, Miami International Airport, St. Pete-
Clearwater Airport, and Sarasota-Bradenton Airport. Consumers that live in areas where
multiple airports are within reach can choose the option that best satisfies their needs.
The following subsections will identify the key factors driving customer
satisfaction/dissatisfaction, levels of customer satisfaction at other airports, and
purchasing behavior.
4, 5, 6
"Although Technology May Help Improve the Airport Experience, the Basics Have the GreatestImpact on
Passenger Satisfaction."J.D.Power and Associates Reports:Although TechnologyMay Help Improve the Airport
Experience, the Basics Have the GreatestImpact on Passenger Satisfaction (n.d.):n. pag. 2010. Web. 2 Mar. 2015.
10. 10
Driving Factorsof Satisfaction and Dissatisfaction
It is crucial to understand the factors that drive customer satisfaction at any given
airport is to conceptualize these dependent and independent variables at Tampa
International Airport. Needless to say, it is not the top ten factors that solely drive
customer satisfaction, but how they are executed and more importantly how they are
distinguished between satisfaction and dissatisfaction.
Table 2 – The Factors of Satisfaction/Dissatisfaction represents the highest
frequencies within the airport itself. The data was collected from 1,095 respondents
across 33 airports and each category is as follows:
Satisfaction Category:
Driving Factor 1 – Cleanliness
Driving Factor 2 – Shopping (slightly higher)
Dissatisfaction Category:
Driving Factor 1 – Security Check
Driving Factor 2 – Dining Options
Driving Factor 3 – Signage
To fully grasp these two categories that determine the driving factors of customer
satisfaction, it is important to understand that when a customer is satisfied, it means that
the low quality performance from the airport side is non-existent. On the other hand,
when a customer is dissatisfied, it means that there was a poor occurrence of service
delivery, service experience and cleanliness 7. Interestingly, the management divisions
7
Bogicevic, Vanja, Wan Yang, Anil Bilgihan,and Milos Bujisic."Airport Service Quality Drivers of Passenger
Satisfaction." Tourism Review68.4 (2013):3-18. Web.
11. 11
at airports have been making decisions based on benchmarking 8. In this industry, the
concept benchmarking addresses the industry leader who sets the bar high for its
customers and competition sees that as enforcement of where their own customers
should be on par.
As mentioned previously, Bogicevic et al. presented two rather compelling figures
in their thorough research about the factors that satisfy and dissatisfy customers. In
Table 1 – Summary of Results, security-check, shopping, and dining options showed a
strong influence in customer satisfaction and dissatisfaction 9, which reflects on their
customer experience. The factor of security-check shows that out of 484 customers
68% were dissatisfied and 32% were satisfied. The shopping factor shows that out of
991 customers, 55% were dissatisfied and 45% were satisfied. Last, the dining options
factor shows that out of 725 customers, 64% were dissatisfied and 36% were satisfied
10. After assessing these three factors that are significant to customer experience, the
quantitative representation shows Circa Research the importance of assessing
customer satisfaction at Tampa International Airport with a level of complexity and
attention to detail.
The results from Table 2 – The Factors of Satisfaction/Dissatisfaction show the
number of times that the factor listed occurs. For cleanliness, it is noted a 14% relative
frequency of satisfaction versus 2.5% dissatisfaction11. This means cleanliness has
8, 9, 11
Bogicevic, Vanja, Wan Yang, Anil Bilgihan,and Milos Bujisic."Airport Service Quality Drivers of Passeng er
Satisfaction." Tourism Review68.4 (2013):3-18. Web.
10 Trends From The 2013 Airport Retail And F&b Surve. Trends from the 2013 Airport Retail and F&B SurveyFACT:
Improving the Passenger (n.d.):n. pag. 2013.Web. 20 Feb. 2015.
12. 12
relatively met the overall outcome customers were looking for in their experience at the
airport, although it could still be improved upon. As far as shopping’s relative frequency,
there is an approximate 1.5% difference between satisfaction and dissatisfaction. When
looking at dining options, there is a 3% difference in relative frequency 12. As shown in
Figure 2 – Airport Industry Research - Retail/F&B, 64% of retail stores and restaurants
do not conduct a survey to better their services 13 and that in exchange shows the gap
in relative frequency between satisfaction and dissatisfaction. If security-check and
signage is considered, the relative frequency is 8% and 8.5% respectively 14. That
shows a higher level of dissatisfaction in the number of times they are exposed to these
factors of the airport.
For a few years, this generation has been concerned with the delivery of services
overall, which in turn reflects their emotions. Hence, by applying this concept to Tampa
International Airport’s customers and to the research extracted, Circa Research
penetrated further into the valid factors at hand. The customer’s emotion itself is an
indicator of their perception towards the service delivery, easy to find location,
information accessibility, terminal amenities and cleanliness. However, because
emotions are tough to measure, it should only be used as a foundation for each factor
presented. Indeed, the driving factors are broken down into two categories, such as
satisfying and dissatisfying, to further understand the purpose behind the driving factors
12, 13, 14, 15
Bogicevic, Vanja, Wan Yang, Anil Bilgihan,and Milos Bujisic."Airport Service Quality Drivers of Passenger
Satisfaction." Tourism Review68.4 (2013):3-18. Web.
13. 13
15. It is safe to say that customers are likely to return to any airport based on the quality
of their experience, which includes accessibility, cleanliness and an amicable
atmosphere during wait time 16.
To explain all the results, Circa Research found that in order for customers to be
satisfied there cannot be a disconnect between the customer and their experience. A
customer should not feel lost, misinform in directions, disappointed because of the lack
of food choices and the price range, and above all a tainted image 17. Therefore, Circa
Research will take these factors into account when conductions primary research at
Tampa International Airport.
CustomerSatisfactionat Other Airports
Tampa International Airport ranks 29th in passengers traveled yearly,18 yet it is
the second best airport in North America for customer satisfaction. There are many
other medium sized airports in the area that compete with Tampa International.
Many domestic airports that Tampa International competes with fell into the
SKYTRAX list of the world’s top 100 airports for 2015. The airports within the rankings
include Cincinnati, Dallas, and Atlanta19.
Tampa International’s biggest competitor in the area is Orlando International
Airport. Orlando International ranks higher than Tampa International in passengers
traveled; however, they are at a disadvantage when it comes to customer satisfaction.
16, 17
Bogicevic, Vanja, Wan Yang, Anil Bilgihan,and Milos Bujisic."Airport Service Quality Drivers of Passenger
Satisfaction." Tourism Review68.4 (2013):3-18. Web.
18
"US Top 40 Airports." US Top 40 Airports. N.p., 2012.Web. 20 Apr. 2015.
19
"The World's Top 100 Airports in 2015." The World's Top 100 Airports in 2015.N.p., 2015.Web. 20 Apr. 2015.
14. 14
One of the reasons Orlando is falling behind in customer satisfaction is because of their
lack of dining options.
Orlando International was recently ranked among the country’s worst airports
when it comes to dining services. According to Daily Meal, it is the 8th most
disappointing airport when it comes to food services20. TPA will need to make sure that
the quality and variety of dining options keeps up with customer’s needs, as it is
increasingly apparent that it makes a significant impact on customer satisfaction.
According to the Airport International Council, Tampa International ranks fifth in
the world in terms of customer satisfaction and is the only domestic medium-sized
airport in the top five. Looking at the rankings according to region, in this case North
America, TPA ranks second only to Indianapolis International Airport in terms of
customer satisfaction21. It should be noted though that TPA was the only medium-sized
airport that made the top five of this list (all others fell under the small airport
classification).
Purchasing Behavior
Airports around the world are continuing the development of creating new, trendy
spaces for its customers to enjoy. Of these new spaces, retail as well as food and
beverage vendors have become driving factors for travelers’ satisfaction and airport
revenue. Tampa International has recently partnered with Cigar City Brewing, a local
craft brewery, to serve up trendy brews while passengers wait for flights to arrive. It also
houses First Flight Wine Bar, a pleasant spot to enjoy an artisanal wine and enjoy a
20
Mack, Lauren."11 WorstAirports for Food." The Daily Meal. N.p., 30 June 2014. Web. 20 Apr. 2015.
21
Snider, Eric. "Tampa International Airport Ranks No. 2 in North America on Airport Council International Quality
Survey. - Tampa Bay Business Journal."Widgets RSS.N.p., 19 Feb. 2015. Web. 20 Apr. 2015.
15. 15
small plate of tasty food pairings. In a recent study, DKMA, an airport market research
and advisory service, concluded that the most satisfied customers in an airport are twice
as likely to purchase something than those who are least satisfied22. It correlates this
point to an increase in customer choice – the more retail choices the customers have,
the more satisfied they would be. TPA currently operates thirty-four restaurants and
bars, and forty-five shops – two of which are duty-free kiosks. Circa Research will
investigate customers’ perception of choice at Tampa International Airport within the
primary research section.
Retail within airports is broken down into three different categories. These are
food and beverage, duty-free retail, and non duty-free retail. Passengers can also be
broken down into two separate categories – leisure and business. These two groups
differ in that leisure passengers tend to spend more time in the airport than business
passengers. However, on average, both of these groups spend about $16 on food and
beverage per visit to the airport. While food and beverage is the top purchase overall,
buyers who choose to purchase materials at duty-free shops spend the most money per
visit23. Figure 1 – Top Purchases below provides a clear example of what purchases
passengers are making. Of these purchases, the figure also provides the top purchases
in every category.
22, 23
Trends From The 2013 Airport Retail And F&b Surve. Trends from the 2013 Airport Retail and F&B
SurveyFACT: Improving the Passenger (n.d.): n. pag. 2013.Web. 20 Feb. 2015.
16. 16
Top Purchases made by Passengers
Figure 1 – Top Purchases - adapted from DKMA Passenger Satisfaction: The Key to Growing Non-Aeronautical Revenue 2013
Figures 2 – Bought Non-Duty Free - Information adapted from DKMA Passenger Satisfaction: The Key to Growing Non-Aeronautical Revenue 2013
Top Purchases
Bought Food & Beverage -
59%
Bought Duty-Free - 36%
Boutgh Non-Duty - 18%
0 5 10 15 20 25 30
Newspaper / Magazine
Local Food
Books
Bought Non-Duty Free
Bought Non-Duty
17. 17
Figure 3 – Bought Duty-Free - Information adapted from DKMA Passenger Satisfaction: The Key to Growing Non-Aeronautical Revenue 2013
Figures 4 – Bought Food & Beverage - Information adapted from DKMA Passenger Satisfaction: The Key to Growing Non-Aeronautical Revenue 2013
0 5 10 15 20 25 30
Café
Fast Food
Casual / Sandwich
Bought Food & Beverage
Bought Food & Beverage
0 5 10 15 20 25 30
Spirits and Wines
Confectionary
Cosmetics
Bought Duty-Free
Bought Duty-Free
18. 18
In order for any airport to gain appropriate insight and information about its
customers, necessary research must constantly be conducted. Research should contain
the needs of target segments and how the airport will best suit those needs. According
to studies done by DKMA, research needed to identify these topics by airports is
incredibly low24. As discussed previously, the importance of food and beverage sales
cannot be ignored.
Percentage of Airports Conducting Research on Retail and Food/Beverage
Figure 5 – Airport Industry Research - Information adapted from DKMA Passenger Satisfaction: The Key to Growing Non-Aeronautical Revenue 2013
The figure above shows how much research the entire airport industry is involved
in. If Tampa International aims to stay well above the industry standards, it must
constantly innovate to exceed customer satisfaction through use of qualitative research.
24
Trends From The 2013 Airport Retail And F&b Surve. Trends from the 2013 Airport Retail and F&B SurveyFACT:
Improving the Passenger (n.d.):n. pag. 2013.Web. 20 Feb. 2015.
Airport Industry Research - Retail/F&B
Airports conducted no
research or deferring to
consessionnaire - 64%
Airports who do research -
26%
Do some research - 6%
Stopped research - 5%
19. 19
Circa Research hopes to gain a deeper understanding of what topics could prove
valuable for TPA to research in the future.
Methodology
Circa Research is conducting this research to assess the customer satisfaction of
passengers of ages 18 and up that have flown out of Tampa International Airport
before. Circa Research will be collecting primary research by providing these customers
with a structured and undisguised survey that contains 13 questions. The survey will be
given to passengers who have flown out of Tampa International Airport, which is located
15 minutes west of downtown Tampa. As a team, Circa Research will utilize the
convenience sampling method to collect data. The questions asked on Circa
Research’s survey are a representation of our core objectives listed prior to collecting
research data. After successfully collecting and reviewing the research data, Circa
Research will publish its findings. After completion, the results will be professionally
presented to Tampa International Airport.
Sampling Plan
Population: Passengers of ages 18 and up that have flown out of Tampa
International Airport before
Sampling Frame: Travelers in the main terminal that have flown out of Tampa
International Airport before
Sampling Size: 102 participants
Sampling Method: Convenience
20. 20
Data Collection
After conducting research using convenience sample method, Circa Research found
it to be important to note that the sample size matters to avoid bias and generalization
of the entire population.
Primary Research - Results and Analysis
Profile of the Participants:
The figures below detail the basic profile characteristics of Circa Research’s
respondents.
Figure 6
0% 10% 20% 30% 40%
55+
45-54
35-44
26-34
18-25
Age Range of Respondents
Percentage
21. 21
The final tally of respondents for Circa Research’s survey was 102. About 60% of
the sample was over the age of 45.
Figure 7
The gender of the respondents was fairly evenly split. Males represented 53% of the
sample while 47% were females. Having such an even amount of both sexes will help in
with the analysis of data.
Percentage of Male and Females
Male
Female
n: 102
53% 47%
22. 22
Figure 8
Figure 8 above provides an example of where respondents live. From the research,
54% of the sample lived in the Tampa Bay area and 46% did not. Again, this gives Circa
Research an opportunity to gain a meaningful insight to what the data may reveal.
Drivers of Satisfaction at TPA
Figure 9
Respondents Who Live and do not Live in
Tampa Bay
Yes
No46% 54%
n: 102
Satisfactionof TPA Cleanliness
Neither
Satisfied
Very Satisfied
25%
74%
n: 101
Mean: 4.76
Std. Dev: .467
23. 23
Through secondary research one of top driving factors of customer satisfaction in
airports is the cleanliness of the facilities. Figure 9 above shows that nearly every
respondent who assessed their satisfaction of TPA cleanliness was at lest satisfied.
Three out of four respondents were very satisfied with the cleanliness. This is important
to note because perception of cleanliness may effect the purchasing of food and
beverages at the airport. It will be very important for TPA to maintain this level of
cleanliness once the amount of travelers’ doubles after completion of the master
expansion plan.
Figure 10
Retail shopping options is another factor that drives customer satisfaction at
airports. Two out of three respondents who assessed their satisfaction with the
shopping options at TPA were at least satisfied. Florida is considered by many to be the
Satisfactionof TPA Shopping Options
Dissatisfied
Neither
Satisfied
Very Satisfied
n: 101
38%
27%
30%
5%
Mean: 3.87
Std. Dev: .868
24. 24
tourist capital of the United States. The level of satisfaction indicated the sample bodes
well for TPA because of the large amount non Tampa Bay residents who use the airport
(nearly half the sample taken were non-residents). This could lead to potentially high
revenue for the airport, especially on Florida related souvenirs. Opening a new
international hub in 2015 will open the door to more non-Tampa Bay residents who
travel through the airport, who may in turn purchase retail at the airport.
Figure 11
All respondents in the sample took the survey and indicated that they were at
least satisfied with the directional signage at TPA. This is important because the less
time that respondents have to spend navigating through the airport, the more time
travelers have to potentially spend on food & beverage, retail, and guest services. Also,
Satisfactionof TPA Signage
Neither
Satisfied
Very Satisfied68%
30%
n: 102
Mean: 4.66
Std. Dev: .517
25. 25
the ease of reading signage can lead to a greater overall satisfaction with TPA, which in
turn can lead to repeat business.
Figure 12
Dining options are increasingly important for passengers who travel through
airports. The sample taken by Circa Research favors TPA because four out five
respondents were at least satisfied with the dining options offered by the airport. This is
important to the airport because of all the international flights it currently offers and will
be offering once the new international airside opens at the end of the 2015. Many
airlines have reduced the number of food and beverages they offer to customers.
Airports now have the opportunity to generate more sales if the variety and quality of
food and beverages is high.
Satisfactionof TPA Dining Options
Dissatisfied
Neither
Satisfied
Very Satisfied
n: 101
50%
30%
18%
Mean: 4.08
Std. Dev: .744
26. 26
Figure 13
This figure illustrates that both age groups on average spend $10-$20 per person
when they purchase food or beverage inside TPA. This falls in line with the secondary
research found in the DKMA resource where the average amount spent on food and
beverage was $16. “Quality” and “variety” satisfaction cross tabulations with the same
age groups found that most of the sample size was satisfied and very satisfied with both
of these factors regarding food and beverage.
0
10
20
30
40
50
60
Less than$10 $10-$20 per
person
$21 - $30 per
person
More than $30
per person
Percentage
Amount ($) spent per person
Age Range - Purchasing Behavior of Food
& Beverage ($)
44 and
younger
45 and older
n=102
27. 27
Figure 14
This figure starts to show the divergence between age groups and retail. People
who are 45 and older were substantially more satisfied with retail options at TPA than
the 44 and under age group. A highest response percentage came from 44 and under
age group. They did not indicate whether or not they were satisfied or dissatisfied.
0
10
20
30
40
50
Dissatisfied Neither
Satisfied or
Dissatisfied
Satisfied Very Satisfied
Percentage
Satisfaction Level
Age Range - Satisfaction of RetailOptions
44 &
Under
45 and
Older
n=101
Mean: 3.87
Std. Dev: .868
28. 28
Figure 15
Secondary research from JD Power & Associates stated that on average, delighted
customers spend about $20 on retail. Figure 15 shows that the majority of the sample
on average could fall into this range. However, in the design of Circa Research’s
survey, the team anticipated a larger amount spent from respondents regarding retail.
0
20
40
60
80
100
Less than$50 $51 - $100 per person
Percentage
Amount Spent ($) Per Person
Age Range - Purchasing Behavior of
RetailShopping ($)
44 & Under
45 and Older
n=101
29. 29
Figure 16
This question on the survey received the lowest number of responses. The majority
of both age groups both answered neither for this question on the survey. Based on the
group’s observation, this question about guest services revealed some interesting facts.
Many respondents did not even know TPA had guest services and had to ask the team
what guest services were available to them. Obviously, the team could not give these
respondents any answers and asked them to provide the best answer in their honest
opinion. It’s very evident that both age groups were either not aware of guest services at
the airport or it was not as important to them as retail or food and beverage vendors
were. Based on the level of satisfaction on this question, presenting purchasing
behavior of the respondents was not needed because it was not valid to the research.
0
10
20
30
40
50
60
Dissatisfied Neither Satisfied Very Satisfied
Percentage
Satisfaction Level
Age Range - Satisfaction of Guest
Services
44 & Under
45 and
Older
n=96
Mean: 3.60
Std. Dev: .814
30. 30
Limitations
Circa Research was able to collect all the necessary data for us to be successful
with our research at Tampa International Airport, but there were some limitations along
the way.
First and foremost, Circa Research was not allowed into the different airsides at
TPA. It was asked of Circa Research to stay in the main terminal due to airport
procedure. This made it difficult to find people who were traveling out of the airport that
day. Another challenge faced was getting people to say yes to take the survey given
that they were not comfortable staying the extra time at their gate to take the survey.
These travelers focused on trying to get through security as fast as possible to make
sure they were in their flight in time. If Circa Research were able to get through security
into the different airsides, the research process would have been much more efficient
and it could have led to a larger sample size collected. As researchers, it is understood
that the larger your sample size, the more precise and valuable your data will be.
Second, Circa Research did not use any data from question nine on the survey.
After research was conducted, Circa Research realized that none of the date collected
was useful for the purpose of the main objective. Many people scan their boarding
passes with their mobile devices and that was not accounted for in our survey.
Another limitation was connected directly to the respondents of the survey. Older
husbands tended to defer to their wives to take the survey for them. This was an issue
because in order to acquire accurate data from the participants, passengers must all
participate especially when they are a pair.
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The first day at the airport, Circa Research did not keep a response rate. The
amount of individuals that said no to the survey was not kept; therefore, Circa Research
was not able to come up with a proper rate.
Circa Research’s final limitation accounted for not meeting one of the research
objectives originally presented on the secondary research section. Circa Research did
not compare customer satisfaction at TPA with its competitors.
Recommendations
Based upon the results that were found, Circa Research is able to give a couple
of recommendations to Tampa International Airport. Our first recommendation is to
improve the navigation ability for travelers who live outside of the Tampa Bay area.
TPA can do this by partnering with either the airlines or different booking websites and
sending a navigation brochure to the customer along with his or her boarding pass.
This will give the customer a heads up on where to go before arriving at the airport.
The variable tested that received the least amount of answers was guest
services. Guest services throughout the airport seem to be a bit underutilized. Many
people surveyed said they did not quite know what guest services entailed of. Tampa
International should better market their guest services offered. The airport can improve
the knowledge of guest services to its customers by advertising the services on parking
lot tickets. Customers receive parking receipts as they arrive in the parking lot;
advertising guest services or anything else offered is a great way to increase
awareness.
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Conclusion
Through extensive secondary and primary research, Circa Research was able to
extend recommendations and provide key data for all aspects of customer satisfaction
at Tampa International Airport. Tampa International is already recognized as one of the
world’s top airports, and there is certainly potential for it to stay one of the top airports.
Circa Research reached out to 102 travelers flying out of Tampa International. After
collecting data from these participants, Circa Research was able to make a couple of
recommendations. First, Tampa International should better market the guest services
offered. For example, as customers arrive, they should see the services offered on their
parking receipts. Second, Tampa International needs to make it easier for customers
who do not live in the Tampa area to navigate around the airport. TPA can do this by
partnering with airlines or different booking agencies so when customers receive their
boarding pass, they also receive directions on how to get to their gate. With the data
that was provided and the recommendations in place, Circa Research believes that
Tampa International can continue to be recognized as one of the world’s top airports
throughout their master expansion project, and further into the future.
