A three-year marketing plan for Cecil Airport and Spaceport, published in 2015.

1. Cecil Airport &
Spaceport
Marketing Plan
2015-2017

2. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 i
CONTENTS
1. Introduction..................................................................................................1
2. Situational Analysis.......................................................................................2
2.1 Competitive Advantages............................................................................... 2
2.2 SWOT Analysis .............................................................................................. 3
2.3 Competitor Analysis...................................................................................... 4
2.4 Target Audiences .......................................................................................... 6
3. Goals and Objectives of the Marketing Plan..................................................8
4. Budget ........................................................................................................13
5. Year One Targets.........................................................................................14

3. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 ii

4. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 1
1. INTRODUCTION
Both Cecil Airport and Cecil Spaceport are positioned at the precipice of immense
and positive change. In tandem with much of Jacksonville’s West Side, the airport
has been experiencing steady growth over the past several years, while the
spaceport is poised to become one of the nation’s premier commercial horizontal
launch facilities. Years of sound and stable strategic planning by Cecil and JAA
management have led to near-maximum occupancy of existing facilities and
property, and recent completion of several capital projects (including Approach
Road, Taxiway Echo and the spaceport apron and taxiway) has signaled the de
facto opening of the northeast quadrant for development. In short, Cecil has
reached a watershed moment in its history.
Despite this success, however, Cecil has always suffered from an identity crisis and
has never fit cleanly into any standard airport classification or category. While by
definition a “general aviation” facility, the airport’s unique features and
infrastructure and the mere existence of the spaceport defy such a conventional
description. Past efforts have resulted in an “industrial airport” label, and the
moniker is suitable for several reasons. But it does not capture the true spirit of
Cecil Airport and Spaceport and implies a somewhat frigid, dispassionate factory
atmosphere. Cecil is a community contributor, a site of thriving economic activity
and – speaking colloquially – the single coolest place in Northeast Florida to watch
airplane activity. There is truly no other place like it in the region.
This document is therefore intended to aid in the marketing of and brand identity formulation for both the airport
and spaceport, leveraging their inherent strengths and competitive advantages as a baseline. A Cecil Marketing
Plan Working Group was convened to assist in its formulation and included many diverse perspectives; beyond
Cecil staff and management, representatives from JAA’s Business Development, External Affairs, Marketing and
Planning departments all partook in the process, as did members of JAXUSA and the Hipps Group to contribute
outside viewpoints. The Airport Cooperative Research Program’s (ACRP) Marketing Guidebook for Small Airports
was also periodically referenced for guidance.
This Cecil Airport and Spaceport Marketing Plan is a working document with an intended scope of 2-3 years; given
the dynamic nature of the aviation and aerospace industries, it is difficult to accurately project marketing needs
beyond that range. Periodic evaluation of the progress made on the goals and objectives will be undertaken at
least quarterly until the beginning of FY 2018, at which time the plan will be reviewed and updated for another 2-3
year period.

5. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 2
2. SITUATIONAL ANALYSIS
Cecil Airport and Spaceport both exist in unique and intriguing environments. The airport is distinctive because of
its size and infrastructure; its acreage and pavement capacity alone rival (if not surpass) those of many airports
around the country.*
This dynamic both caters to specific market segments of the aviation industry and allows for
a wide variety of possible tenant/customer types. Concurrently, as the East Coast’s only commercial horizontal
launch site, the spaceport provides distinct advantages in launch corridor options and access to some of the
nation’s largest population centers.
A basic situational analysis follows highlighting the respective environments of the airport and spaceport. It should
be noted that while both are technically two separate entities, they naturally share many common strengths,
opportunities and challenges.
2.1 Competitive Advantages
The airport and spaceport both possess intrinsic, differential competitive advantages that will be regularly
utilized to attract potential business. These characteristics have been emphasized in past marketing initiatives
and can be considered items that define the character and image of both air and spaceport. They include:
 12,500’ primary runway: Cecil Airport’s primary runway is one of its greatest competitive advantages
and was a key factor in the creation of Cecil Spaceport. At nearly 2.5 miles long, Runway 36R-18L can
accommodate essentially any aircraft in production in the world. As Florida’s longest general aviation
runway and coupled with a lighting system and a precision instrument approach, it represents a
significant, sustainable and unique advantage over competitor airports in the state and region. In
addition, Cecil’s other runways – while not as long – add even more attraction; two of the remaining
three at 8,000’ long by 200’ wide by themselves account for a substantial amount of paved general
aviation runway.
 Abundant land availability: Many airports and spaceports possess varying amounts of property ready
for development, so land availability alone is not a distinguishing factor for Cecil. What differentiates
Cecil Airport and Spaceport, however, is the vast acreage of developable property accessible to
potential customers. Roughly 390 acres are readily available for aeronautical development, with some
180 of those considered shovel-ready and adjacent to a new roadway and taxiway with direct access to
the primary runway. A 400-acre aero-industrial megasite in the northeast sector is also slated for
development, though not yet cleared and prepared. The spaceport is allotted roughly 150 acres
surrounding a brand new purpose-built ramp and taxiway system. 330 acres in the northeast quadrant,
though also not cleared or prepared at the current time, are available for non-aeronautical development
as well. Thus, there is an abundant amount of land that can be utilized in a variety of different ways to
accommodate customers of every type and size.
 Location: Cecil’s location is a competitive advantage that is nearly impossible for a competitor to match.
Northeast Florida represents a region of rapid growth within the Southeast United States, itself an area
of burgeoning high-tech and manufacturing development. Jacksonville and its surrounding communities
offer a high quality of life coupled with a low cost of living. Businesses and their employees enjoy no
state income or corporate franchise taxes (and low business taxes otherwise) and access to four seaport
terminals, three interstate highways, three railroads and four airports. The workforce is young,
*
According to data culled from the FAA, Cecil Airport would place 18th
on a list of the largest commercial airports
by acreage. That’s bigger than such marquee names as Baltimore-Washington International, JFK, and Atlanta
Hartsfield-Jackson. While not entirely pertinent, it is interesting nonetheless. (Source:
https://panethos.wordpress.com/2013/01/15/americas-largest-commercial-airports-by-acreage/)

6. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 3
dynamic, skilled and military-oriented. Additionally, local and state government entities – including the
JAA – are business-friendly and attuned to commercial growth. Companies interested in relocating to
Jacksonville have access to incentives through such organizations as JAXUSA Partnership, Space Florida,
and Enterprise Florida.
2.2 SWOT Analysis
The following graphics depict the strengths, weaknesses, opportunities and threats (SWOT) inherent to both the
airport and spaceport; in many instances they share a common characteristic pertinent to a specific area.

7. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 4
2.3 Competitor Analysis
Like most general aviation airports, Cecil Airport faces competition from GA airfields throughout the state and
nation. All contend for a limited amount of business from aviation companies seeking to operate out of GA
facilities. However, because of the size of Runway 36R-18L and the availability of two other 8,000 x 200-foot
runways, Cecil is attractive to aircraft types and aerospace market segments that cannot utilize more traditional
general aviation fields with shorter and narrower runways. The most prominent of these involves maintenance,
repair and overhaul (MRO) operations on both heavy commercial and fast-mover military jets. An additional

8. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 5
common airport user type is government entities ranging from U.S. Customs and Border Protection to the U.S.
Coast Guard and the Florida Army National Guard.
Cecil is considered an “industrial” airport and therefore faces a unique competitive environment. Certain
airports share comparable characteristics due to their size and/or their status as former military installations.
Most of these, however, are not located in Florida and are not necessarily “direct” competitors; each tends to
serve its particular region. They include:
 Brunswick Executive Airport (BXM): Representatives from this airport actually consulted with Cecil and
JAA staff after NAS Brunswick was closed down in 2011 and turned over to the Midcoast Regional
Redevelopment Authority. Located in Brunswick, ME, BXM has two 8,000’ x 200’ runways and appears
to still be in early stages of development. There is currently no onsite air traffic control at the airport
despite a new instrument landing system.
 Plattsburgh International Airport (PBG): Plattsburgh International is located in upstate New York on the
grounds of the former Plattsburgh Air Force Base, a Strategic Air Command heavy bomber facility that
closed in 1995. The primary runway is 11,758 feet long and, much like Cecil’s, was listed as an alternate
landing site for the Space Shuttle during that program’s run. Several thousand acres were turned over
to the Plattsburgh Airbase Redevelopment Corporation after the base’s closure and development was
reportedly quick for much of the property. The Air Force considers Plattsburgh one of its “BRAC Success
Stories.”
 Port San Antonio/Joint Base San Antonio (SKF): Port San Antonio in Texas is charged with
redeveloping the former Kelly Air Force Base, including 575 acres adjacent to an 11,500 foot runway
operated under a joint use agreement with Lackland Air Force Base. The military portion of Joint Base
San Antonio is a complicated amalgamation of bases and military organizations brought about by the
closing of Kelly AFB in 2001; Kelly was an airfield steeped in history, dating back to World War I where it
was a major pilot training facility. In addition to undeveloped land, Port San Antonio offers a multitude
of existing and available leaseholds not dissimilar to Cecil’s northwest quadrant.
 Westover Airport/Air Reserve Base (CEF): Located in the towns of Ludlow and Chicopee in western
Massachusetts, Westover is reportedly the largest Air Reserve Base in the world by area. CEF was at
one time a major Strategic Air Command facility serving as a training and logistics center for a wide
range of aircraft, from Boeing B-17s and B-52s during World War II and Vietnam to Lockheed C-5
Galaxies (operated by the 439th
Airlift Wing reserve unit) today. A section of the airfield known as
Westover Airport is open to GA and Part 139 activity, although land availability and development
opportunities are not clear. At 11,600 x 300 feet, the primary runway is purportedly the longest in New
England and yet another that was an alternate landing site for the Space Shuttle.
The spaceport, on the other hand, has much clearer competitors. At the current time, Cecil Spaceport is one of
ten commercial launch sites in the United States and is the only horizontal-launch commercial spaceport on the
East Coast. The latter point is somewhat precarious as several contenders are in various stages of launch site
certification, but Cecil presently holds that distinction and should look to exploit it while possible. A majority of
the ten are vertical-launch-only facilities that are therefore removed from consideration as competitors. Of the
other active spaceports, there are three that are considered direct competition to Cecil:
 Houston Spaceport: The most recent addition to the list of commercial launch sites, Houston Spaceport
was granted its license in July of 2015. The spaceport facilities will be collocated with Ellington Airport,
a joint use civilian-military site 15 miles southeast of downtown Houston. Ellington possesses a distinct
advantage in its name-brand identity and proximity to the veritable heart of America’s space program; it
is difficult to think of another American city more synonymous with space exploration. Cecil Spaceport

9. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 6
could once claim launch corridors over open water as a competitive advantage since every other
horizontal site was landlocked, but the entry of Houston to the market eliminates that distinction given
its location on the Gulf Coast. However, Houston possess an apparent weakness in its proximity to both
Houston Hobby and George Bush Intercontinental Airports – “Class Bravo” airfields falling under the
busiest and one of the most tightly-controlled airspace classes in the United States.
 Midland Air and Space Port: Located in Midland, TX, Midland International Air and Space Port was
granted a launch site license from the FAA in late 2014 and shares similarities to Cecil in its layout and
air traffic mix. The spaceport is collocated with a Part 139 commercial airport and will operate off of a
9,500’ runway in Class C airspace. The latter two points can be considered, if not weaknesses, then at
least characteristics with which Cecil can compete since it utilizes a 12,500’ runway under less restrictive
Class D airspace with no conflict with commercial air carriers for its use. Midland’s biggest advantage is
that it currently has a viable commercial space tenant in XCOR Aerospace and has therefore already
cleared one of the biggest hurdles currently facing commercial spaceports.
 Spaceport America: Spaceport America is perhaps the most well-known commercial launch site, partly
due to its being the only purpose-built commercial spaceport in the world but mostly because it is the
home to Virgin Galactic’s WhiteKnightTwo and SpaceShipTwo. Located in Las Cruces, NM, its property
consists of 18,000 acres and offers much land for development opportunities. While this may seem to
nullify Cecil Spaceport’s competitive advantage in land availability, the difference is that Spaceport
America is virtually isolated in the middle of the desert. That isolation does allow the spaceport to
house vertical capabilities as well, and Space Exploration Technologies (SpaceX) has become another
marquee tenant. However, the spaceport’s financials are closely tied to the performance of these two
operators (particularly Virgin), and recent major setbacks for both companies have reportedly had
significant impact on Spaceport America’s solvency.
2.4 Target Audiences
Cecil Airport and Spaceport both contain specific audiences that should be targeted and that are most likely to
produce the desired outcomes for this plan and management’s strategic goals.
Cecil Airport Target Audiences
 Tenant part suppliers & OEMs: Specific members of this group will be determined following
strategic marketing meetings with tenants.
 MRO companies: Two types of MRO companies will be targeted in future marketing efforts. The
first involves businesses that perform functions that Flightstar outsources, including flight control,
powerplant and avionics maintenance. The second includes general aviation MROs that service
corporate aircraft of the size and type most frequently serviced by Jacksonville Jetport.
 Military contractors/MRO: While Cecil tenants Boeing and FRC-Southeast perform military MRO
functions, there are certain aspects of this market that remain untapped. Specific areas to target
include heavy aircraft (P-8 Poseidons, for example) and trainers (T-38 Talons, T-6 Texan IIs). Boeing
and FRC can be expanded to handle these missions. However, other companies that handle such
operations can be targeted for relocation to Cecil if current tenants are unwilling or unable to
investigate this market.
 Government entities: This audience can be narrowed specifically to emergency management
organizations (FEMA and state equivalents) for the purposes of this plan. Cecil’s land availability and
location makes it an excellent logistics staging site and storage area for emergency preparedness
materials.
 Unmanned Aerial Systems (UAS) manufacturers: To many people, UAS means small drones that can
be purchased in many commercial stores. The UAS segment that Cecil airport will target are larger,

10. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 7
government/military models such as the General Atomics MQ-1 Predator. Manufacturers, servicers
and organizations that conduct research and development are all potential audiences.
Cecil Spaceport Target Audiences
 Commercial space operators: This is of course the most important spaceport audience and perhaps
the most difficult to pinpoint. To date, there are only a small handful of horizontal launch operators
considered viable, and not one has held a successful launch of its intended space vehicle. This
audience includes those established operators (Virgin Galactic and XCOR Aerospace) to attempt to
draw elements of their business to Cecil, and also startup companies that seem to have a legitimate
business model in the fledgling industry (much like Generation Orbit).
 Commercial space operators’ suppliers and third-party providers: Commercial space involves much
more than just the launch operator, including parts suppliers, payload manufacturers, and
companies incidental to human spaceflight. (A good example includes Orbital Outfitters, a spacesuit
manufacturer, building facilities and a test chamber at Midland Air and Spaceport.) Attracting as
many elements as possible of this business ecosystem would greatly enrich the spaceport.
 Universities: Forging relationships with universities that have reputable aerospace programs will
enable a partnership that could lead to construction of an aerospace research facility at Cecil. Such
universities include Embry-Riddle, FSCJ, Jacksonville University, and Florida Institute of Technology.

11. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 8
3. GOALS AND OBJECTIVES OF THE MARKETING PLAN
The following goals, objectives and tactics are the foundation of this marketing plan. Each was compiled through
collaboration with the Cecil Marketing Plan Working Group and using general direction from Cecil management.
The ACRP’s Marketing Guidebook for Small Airports, which was referenced for the creation of this plan, defines
“goals,” “objectives” and “actions” (which was replaced with “tactics” throughout the document) as follows:
 Goals are general statements about what an airport wants and expects to accomplish in the future.
 Objectives are defined as realistic and measurable targets established to evaluate and track progress
during the implementation of the marketing plan. Marketing objectives are typically short term and
achievable within the timeframe of the marketing plan.
 Actions [Tactics] are specific activities that support achievement of an objective.
It is within this context that Cecil’s goals, objectives and tactics were created. Each is outlined below, with tactics
briefly summarized where necessary.
Goal 1
Present Cecil Airport and Spaceport as a vibrant center of aeronautical and aerospace
commerce.
Objective 1
Identify opportunities to expand the Cecil Airport and Spaceport brand identity
Tactics:
 Create new Cecil Airport/Spaceport website in FY16
Develop a more user-friendly, visually-pleasing interactive site, to include more spaceport visuals (images of
spaceport ramp, launch corridors, etc.) by Q2 2016.
 Employ appropriate Cecil Airport- and Spaceport-specific social media channels
Establish accounts on Facebook, Twitter, and/or other appropriate social media platforms. Intended
audience should be tenants and airport users for operational and update posts, and aviation enthusiasts
and general public for broader informational and interest posts.
 Conduct business intelligence data-gathering
Identify vendors of potential tenants and build a contact list of corporate and government industry
individuals, groups, operators, and third-party providers.
 Review and update existing Cecil Airport and Spaceport marketing media
Revisit past marketing collateral - pamphlets, booklets, etc. - to ensure a consistent message is
communicated. Also review external Cecil information sources such as the Cecil Commerce Center website
for the same purpose.
 Implement Enterprise Florida and JAXUSA strategic planning meeting
Convene aerospace points-of-contact from both groups, the JAXUSA Marketing Director and JAA Business
Development in Q1 2016, convene annually.
 Write and distribute Cecil-specific publications on a regular basis
Specifically, publish Cecil Airport “Takeoff Times” at least twice a year for distribution to tenants, JAA and
interested parties. Complete the next issue by the end of January 2016.
 Contribute to other JAA marketing initiatives to advance knowledge of Cecil
Contribute monthly stories to JAA’s “Jetstream” blog and participate when possible in other JAA programs
when Cecil Airport and/or Spaceport is involved.
 Identify advertising opportunities in trade publications and websites

12. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 9
Build a list of and media kits for relevant trade publications and websites, such as Air Cargo News, Airport
Magazine, American Journal of Transportation, Aviation Week & Space Technology, SpaceNews, etc.
 Leverage collaborative marketing opportunities with JAXUSA
Meet quarterly with Marketing Director to discuss reciprocal opportunities and ensure a consistent
message.
Objective 2
Explore earned media opportunities in local and industry press
Tactics:
 Brainstorm potential story ideas to pitch local and industry press
Work with existing tenants and JAA’s External Affairs and Marketing departments to identify potential story
ideas to pitch local and industry media.
 Build and maintain an accurate contact list of local and industry press for story pitching
Develop an online spreadsheet of industry and local press that should receive updates about Cecil Airport.
Update the list on a quarterly basis.
 Use editorial calendars from trade publications to identify appropriate story pitches
Once appropriate industry publications have been identified, download a copy of their annual editorial
calendars. Editorial calendars (published annually) will identify monthly themes for each issue. Pitch as
appropriate.
 Host a Cecil Airport or Spaceport media day
Hold an annual “media day” to showcase activity at Cecil.
 Leverage partners’ media databases
Work with local partners such as JAXUSA to capture opportunities that might be missed otherwise.
 Issue Cecil-Specific press releases on PR Newswire/Business Wire to target business and industry editors
Issue Cecil Airport-related press releases on industry-specific news wire services to ensure aviation
reporters receive the latest information about the airport
Objective 3
Cultivate increasingly supportive community environment for Cecil Airport and Spaceport.
Tactics:
 Develop Aerospace Working Group in collaboration with JAXUSA
Meet bi-annually with regional aerospace companies and stakeholders to garner a general and mutual
understanding of items that may impact Cecil resources or operations. Information gathered can also be
used in strategic planning and marketing efforts.
 Continue membership in aviation advisory committees and STEM events
Meet with the groups of FSCJ, Oakleaf High School, First Coast High School, and JU with the intent of
promoting aviation knowledge and motivating youth. An initial call should be made to each with frequency
of subsequent meetings determined at that time.
 Participate in local business organizations
A member of Cecil management or staff will attend the meetings and events of the Westside Business
Leaders, JAX Chamber of Commerce West, the Southwest CPAC and related organizations to spread
awareness and make presentations when appropriate.
 Partner with tenants and aviation advocacy groups to host Cecil-sponsored community events
This will most likely involve Jacksonville Jetport or FSCJ, with event examples to include an EAA Young
Eagles event, an airport open house or fly-in, etc.
 Showcase Cecil’s economic impact in all presentations to the community
Be sure to utilize the FDOT Florida Statewide Economic Impact Study in marketing materials to highlight
Cecil’s substantial impact on the City and State (over $720 million annually).
 Develop annual report/infographic and “state of the airport” address
Should present annual statistics, showcase significant milestones and lay out goals for the forthcoming year.
Create and publish at the end of each CY and distribute to stakeholders and interested parties.

13. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 10
Goal 2
Attract new, diverse aviation and aerospace companies to Cecil Airport and Spaceport
Objective 1
Raise awareness among potential users (defense contractors, aviation-dependent businesses and government
agencies)
Tactics:
 Exhibit at and attend appropriate industry conferences
Identify appropriate events and determine whether to attend, exhibit or both. Specific examples of events
and conferences include (but are not limited to) NBAA, MRO Americas, SpaceCom, Paris/Farnborough Air
Show, the First Coast Defense Expo, and the Commercial Spaceflight Federation.
 Create appropriate collateral for industry meetings and exhibitions
When necessary, develop videos, brochures, flyers, etc. that are relevant to a particular event. Ensure
 Attend Chamber DC Fly-In
 Create contact list of known and viable horizontal launch operators, schedule meetings with
representatives
Include Virgin Galactic, XCOR Aerospace and Stratolaunch and prepare tailored marketing pitches for each.
 Establish horizontal spaceport lobbying group
Cecil staff will reach out to representatives from horizontal-launch spaceports and operators to establish a
group that represents the interests of the horizontal spaceport community. The Director of External Affairs
will be used as a resource in establishment of governmental contacts.
 Conduct national spaceport summit at Cecil
The next summit will be held in FY 2017 following installation of the fabric hangar on the spaceport ramp
parcel to showcase Cecil Spaceport. Subsequent sessions will be held biannually.
 Establish contacts and organize meetings with college leadership to discuss the potential for aerospace
research grants and facility development at Cecil
Contacts will be established at institutions with aerospace degree programs, including Jacksonville
University, Embry-Riddle, Florida Institute of Technology, the University of North Florida, and FSCJ. Target
audiences will include both administrators and student groups to expand Cecil’s image and footprint in the
academic community.
Objective 2
Pursue opportunities to attract new UAS and MRO presence at Cecil Airport.
Tactics:
 Stay abreast of government contract awards (trainer and heavy aircraft)
Management will check the Office of Management and Budget website at least once per month for relevant
contract RFPs
 Meet with government representatives at the state and federal level to discuss unique selling points of
Cecil Airport
Cecil staff will coordinate with and provide marketing background and materials to JAA’s Director of
External Affairs. The Director will also be kept abreast of grant opportunities and industry issues as
necessary.
 Create Business Case for potential UAS operators highlighting Cecil’s compatibility as a center for drone
manufacture
 Identify and attend UAS conferences
Emphasis will be placed on high-attendance industry conferences and exhibitions.
 Meet with Boeing to discuss UAS expansion opportunities
Boeing is the most likely of Cecil’s existing tenants to attract government/military UAS activity.
 Collaborate with FRC to investigate military trainer MRO at Cecil

14. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 11
Schedule a meeting by Q2 2016 to discuss options and possibilities of FRC obtaining a military trainer MRO
(the T-38 Talon or the T-6 Texan II) contract at Cecil.
 Identify business/corporate aircraft MROs
Create a contact list of MRO organizations that service business/corporate aviation, an as-yet untapped
market for Cecil. Investigate both regional and national markets for companies interested in relocation or
expansion.
Objective 3
Determine Cecil Airport’s Feasibility as an Emergency Management Site for State and Federal Government
Tactics:
 Research current FEMA and emergency management staging areas
Investigate current sites to determine similarities with Cecil and possible selling points.
 Identify and meet with FEMA and emergency management representatives to discuss feasibility of Cecil
as emergency management site
Facilitate meetings through coordination with Director of External Affairs or by cold calling representatives
from FEMA and state offices. Develop a list of contacts as this tactic is carried out.
 Prepare unsolicited proposal to communicate Cecil’s attributes, utilizing logistics staging area angle
Develop a business case highlighting Cecil’s beneficial attributes as a FEMA/emergency management site.
Distribute when a positive contact is made from the previous tactic.
Objective 4
Promote greenfield development of eastside site
Tactics:
 Maintain and update marketing materials promoting the area
Ensure that any materials advertising northeast development are up-to-date and accurate, reflecting any
new construction or leasehold availabilities.
 Conduct planning sessions to determine target companies
Hold quarterly meetings involving representatives from JAXUSA, JAA Business Development, Planning and
Development, External Affairs and Marketing to review marketing progress and update target audiences.
 Create Site Selection Committee package and update as appropriate
Develop an unsolicited marketing package for dissemination to the site selection committees that seek out
development sites for larger companies and government entities.
 Create JAA incentive matrix to package with marketing materials where appropriate
Highlight trips, concurrency and wetland mitigation options for prospective customers/tenants.
Goal 3
Assist existing airport and spaceport tenant base in growth and expansion of business
Objective 1
Determine tenant goals and targets for growth
Tactics:
 Identify and meet with tenants interested in expansion
Initially target Boeing, Flightstar, and FRC and reach out to other tenants as appropriate.
 Collaborate with tenants to identify funding sources
Investigate if opportunities exist to utilize outside funding sources for business expansion (government
grants, etc.).
 Brainstorm cooperative advertising opportunities

15. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 12
Determine which tenants (particularly JJP and Flightstar) advertise their services to external audiences.
Identify and discuss potential opportunities to engage in cooperative advertising programs.
 Arrange site visit with Generation Orbit and to determine how Cecil can assist in business advancement
Include at least quarterly phone calls to John Olds for situational updates, more frequently as GO’s business
accelerates and launch activities ramp up.
Objective 2
Identify tenants’ suppliers interested in potentially relocating to Cecil Airport and Spaceport
Tactics:
 Contact interested suppliers in partnership with tenants
Reach out to current suppliers with a tenant representative present to facilitate a meeting and emphasize
both Cecil’s viability as a relocation site as well as tenant buy-in to the idea.
 Build and keep updated a contact list of tenant suppliers
Objective 3
Attract businesses performing activities that current tenants outsource
Tactics:
 Meet with tenants to better understand business model
Cecil staff can have a better idea which business to target, and from what angle, by comprehending the
workings of pertinent tenants (i.e. Boeing’s supply chain, Flightstar’s reasons for outsourcing, etc.).
 Create relocation business cases to pitch to powerplant, flight control and avionics MROs
Showcase Cecil’s strength as a market for these businesses, specifically highlighting Flightstar’s business
volume and its need to outsource to perform their services. Directly target those companies that tenants
already utilize.
 Build contact list of third party companies outside of those used by tenants

16. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 13
4. BUDGET
Notes:
1. Most of the marketing funding currently exists in the Cecil O&M budget.
2. Commercial Spaceflight Federation dues ($28,000 annually) are in Cost Center 42001 (Planning and Development).
3. Some supportive funding for the website and Big Communications may exist in 11105 (Marketing).
4. JAX Chamber and JAXUSA funding ($3,217 and $65,000, respectively) exists within 11001 (Executive Director).
44202 O&M Category Annual Budget
77000 Operating Expenditures Detail
Contractual Services
77280 Contractual Services
Big Communications or Others 10,000$
Total Contractual Services 10,000$
Materials & Supplies
77350 Operating Supplies 2,500$
Total Material & Supplies 2,500$
Promotion, Advertising and Dues
77510 Business Promotion 10,000$
77520 Dues & Memberships
Clay County Chamber 275$
Westside Business Leaders 125$
77540 Promo Events, Materials, & Advertising
Website 2,000$
Marketing Materials (Video) 5,000$
Marketing Materials (Brochures) 3,000$
Misc. Meetings (non staff) 200$
Marketing Materials (promotional items) 2,000$
77550 Sponsorships
SWCPAC Annual Behind the Scenes 500$
Westside Business Leaders Golf Tournament 500$
Total Promotion, Advertising and Dues 23,600$
Registration and Travel
77620 Tradeshow Registration Fee
MRO Americas 2,000$
SpaceCom 3,000$
NBAA 2,500$
Paris/Farnborough Airshow 10,000$
First Coast Defense Expo 1,250$
Global Logistics and Transportation 750$
Commercial Spaceport Summit 1,250$
77630 Travel
5 - Perspective Economic Development Visits 25,000$
Tradeshows and Events 9,000$
Total Registration and Travel 54,750$
Total Marketing Budget 90,850$
Cecil Airport & Spaceport Marketing Budget

17. Cecil Airport and Spaceport Marketing Plan 2015 – 2017 14
5. YEAR ONE TARGETS
The following chart outlines those tactics from Section 3 that are expected to be completed by the end of calendar
year 2016. This chart will be updated and revised at the end of each year.
ObjectiveTacticTargetDate
CreatenewCecilAirport/Spaceportwebsite7/16
EmployappropriateCecilAirport-andSpaceport-specificsocialmedia
channels
4/16
ImplementEnterpriseFloridaandJAXUSAstrategicplanningmeeting3/16
Buildandmaintainanaccuratecontactlistoflocalandindustrypressforstory
pitching
4/16
Useeditorialcalendarsfromtradepublicationstoidentifyappropriatestory
pitches
3/16
HoldaCecilAirportorSpaceportmediaday12/16
DevelopAerospaceWorkingGroupincollaborationwithJAXUSA6/16
Developannualreport/infographicand“stateoftheairport”address12/16
Createcontactlistofknownandviablehorizontallaunchoperators,schedule
meetingswithrepresentatives
12/16
Establishhorizontalspaceportlobbyinggroup11/16
Establishcontactsandorganizemeetingswithcollegeleadershiptodiscuss
thepotentialforaerospaceresearchgrantsandfacilitydevelopmentatCecil
8/16
MeetwithBoeingtodiscussUASexpansionopportunities3/16
CollaboratewithFRCtoinvestigatemilitarytrainerMROatCecil3/16
IdentifyandmeetwithFEMAandemergencymanagementrepresentativesto
discussfeasibilityofCecilasemergencymanagementsite
12/16
PrepareunsolicitedproposaltocommunicateCecil’sattributes,utilizing
logisticsstagingareaangle
10/16
Conductplanningsessionstodeterminetargetcompanies3/16
CreateSiteSelectionCommitteepackageandupdateasappropriate5/16
Identifyandmeetwithtenantsinterestedinexpansion12/16
Brainstormcooperativeadvertisingopportunities2/16
ArrangesitevisitwithGenerationOrbitandtodeterminehowCecilcanassist
inbusinessadvancement
6/16
Identifytenants’suppliersinterestedin
potentiallyrelocatingtoCecilAirportand
Spaceport
Contactinterestedsuppliersinpartnershipwithtenants12/16
Meetwithtenantstobetterunderstandbusinessmodel6/16
Createrelocationbusinesscasestopitchtopowerplant,flightcontroland
avionicsMROs
12/16
Attractbusinessesperformingactivitiesthat
currenttenantsoutsource
Assistexistingairportandspaceport
tenantbaseingrowthandexpansionof
business
PresentCecilAirportandSpaceportasa
vibrantcenterofaeronauticaland
aerospacecommerce
Goal
PursueopportunitiestoattractnewUASand
MROpresenceatCecilAirport.
DetermineCecilAirport’sFeasibilityasan
EmergencyManagementSiteforStateand
FederalGovernment
Promotegreenfielddevelopmentofeastside
site
Attractnew,diverseaviationand
aerospacecompaniestoCecilAirportand
Spaceport
Determinetenantgoalsandtargetsforgrowth
IdentifyopportunitiestoexpandCecilAirport
andSpaceportbrandidentity
Exploreearnedmediaopportunitiesinlocal
andindustrypress
Cultivateincreasinglysupportivecommunity
environmentforCecilAirportandSpaceport.
Raiseawarenessamongpotentialusers
(defensecontractors,aviation-dependent
businessesandgovernmentagencies)

18. Cecil Airport
13365 Simpson Way
Jacksonville, Florida 32221
www.cecilairport.com