This document identifies and analyzes the key stakeholders of airports. It begins by establishing that airports operate as public utilities, providing infrastructure to airlines and others. It then discusses airport financing and revenues. The main part of the document identifies the major stakeholders of airports, including airlines, airport operators, the Federal Aviation Administration, local businesses and residents. It also discusses the relationships and objectives of these different stakeholders. Finally, it notes that current airport benchmarks do not adequately consider all stakeholders or the complex relationships between them.
The second volume of the airport policy report discusses how the interests of airports would be met under FAA Transformational Reform. Included is a discussion of funding and self-help options for the system of airports.
Week 4 DiscussionCOLLAPSETop of FormOverall Rating· 1· .docxcockekeshia
Week 4 Discussion
COLLAPSE
Top of Form
Overall Rating:
· 1
· 2
· 3
· 4
· 5
· 1
· 2
· 3
· 4
· 5
"Security Monitoring" Please respond to the following:
· Considering your place of employment or your home computing environment, discuss in detail the way in which in-depth (or layered) defense is employed to enhance security in your chosen environment.
· According to the textbook, Intrusion Detection Systems (IDS), which can be categorized as Host IDS (HIDS) and Network IDS (NIDS), is a means of providing real-time monitoring. Compare and contrast HIDS and NIDS, and provide at least one (1) example identifying when one (1) would be more appropriate to use over the other. Provide a rationale to support your chosen example.
Bottom of Form
This syllabus was developed for online learning by Ervin C. Deck Wiscasset
MGMT_408__online_syllabus_0415
MGMT 408
Airport Management
Online Course Syllabus
Credit Hours: 3
Delivery Method: Online (Internet /Canvas)
Required Course Materials
Wells, A. T., & Young, S. Y. (2011). Airport planning & management (6th
ed.). New York, NY: McGraw-Hill.
ISBN: 978-0-0714-1301-5 Hardcover
ISBN: 0-07-143606-5 E-Book
American Psychological Association. (2010). Publication manual of the
American Psychological Association (6th ed.). Washington, DC:
Author.
ISBN: 978-1-4338-0561-5
(APA website: http://www.apastyle.org/manual/index.aspx)
Federal Aviation Administration. (FAA). (current issue). Airport master
plans. (Advisory Circular No. 150/5070-6B). Washington, DC:
Author.
Federal Aviation Administration. (FAA). (current issue). Airport master plans. (Advisory Circular
No. 150/5070-6B). Washington, DC: Author.
Federal Aviation Administration. (FAA) (current issue). Architectural, engineering, and planning
consultant services for airport grant project. (Advisory Circular No. 150/5100-14D).
Washington, DC: Author.
Note, required CFRs and FAA documents are freely available on the FAA Website. Internet
links are provided in the modules where the documents are applicable and in the Resources
content area along with links for supplemental materials related to aviation management.
http://www.apastyle.org/manual/index.aspx
Page 2 of 8
.
Suggested Supplemental Materials
Federal Aviation Administration. (FAA). (current issue). National Environmental Policy Act
(NEPA) Implementing Instructions for Airport Actions. (Order No. 5050.4B). Washington,
DC: Author.
United States Code of Federal Regulations. (CFR). (current issue). Title 49 part 23, Participation
of disadvantaged business enterprise in concessions. Washington, DC: Government
Printing Office.
United States Code of Federal Regulations (CFR). (current issue). Title 49 part 1542: Airport
Security. Washington, DC: Government Printing Office.
Federal Aviation Administration. (FAA). (2009–2013). Report to Congress: National plan of
integrated airports system (NPIAS). Washin.
The US domestic airline industry in 2010 was still recovering from the 2007-2009 recession. Major carriers included legacy carriers that utilized a hub-and-spoke system and low-cost carriers that relied on point-to-point routes. The industry remained fragmented, with excess capacity and the possibility of further consolidation through mergers. Passenger traffic had declined since 2007 but was projected to grow slowly going forward, assuming an economic recovery continued. Industry performance was mixed, with high capacity but fluctuating demand dependent on economic conditions. Profitability remained elusive for many carriers due to rising costs and price competition.
Revenue management first appeared in the airline industry in the early 1980s. It arose from the need for accurate demand estimates and profit-generating resource allocations in a newly deregulated environment. We begin this program and this module with a look back at the main causes and consequences of airline deregulation in North America. We describe how the deregulated North American airline industry has encouraged a trend toward deregulation, or at least liberalization, worldwide. We then move on to introduce the basic concept involved in airline revenue management.
NOTE This Industry overview is only a starting point for your an.docxhenrymartin15260
NOTE: This Industry overview is only a starting point for your analysis. Environment and industry issues can change rapidly and some of the information here may therefore be out-of-date.
You MUST supplement this information with additional research.
The Airline Industry
4940- Summer, 2014
Few inventions have changed how people live and experience the world as much as the invention of the airplane. During both World Wars, government subsidies and demands for new airplanes vastly improved techniques for their design and construction. Following World War II, the first commercial airplane routes were set up in Europe. Over time, air travel has become so commonplace that it would be hard to imagine life without it. The airline industry certainly has progressed. It has also altered the way in which people live and conduct business by shortening travel time and altering our concept of distance, making it possible for us to visit and conduct business in places once considered remote.
The airline industry exists in an intensely competitive market. In recent years, there has been an industry-wide shakedown, which will have far-reaching effects on the industry's trend towards expanding domestic and international services. In the past, the airline industry was at least partly government owned. This is still true in many countries, but in the U.S., all major airlines have come to be privately held. The U.S. airline industry has been in a chaotic state for a number of years. According to the Air Transport Association, the airline industry’s trade association, the loss from 1990 through 1994 was about $13 billion, while from 1995 through 2000, the airlines earned about $23 billion and then lost about $35 billion from 2001 through 2005. Against this backdrop of poor financial performance, dramatic changes in industry structure have occurred. Growth in air passenger traffic has outstripped growth in the overall economy and the U.S. airline industry remains in the midst of an historic restructuring. Over the last five years, U.S. network airlines have reduced their annualized mainline costs excluding fuel by more than 25%, or nearly $20 billion.
While some of the cost savings realized in the industry were the product of identifying greater operational efficiencies, most of the savings were generated by renegotiation of existing contractual arrangements with creditors, aircraft lessors, suppliers and airline employees and achieved either through the bankruptcy process itself or under threat of bankruptcy. A portion of industry capacity still operates in bankruptcy. But, it is down from a high of 46 percent in 2005. As a result, several carriers that were near liquidation now have lower cost structures that should allow them to show improved performance.
Economic profile of the Air line industry: The airline industry has always exhibited cyclicality because travelers' demand is sensitive to the performance of the macro economy yet airl.
Ryanair was founded in 1985 with two aircraft flying one route. By 2010 it had transformed into Europe's largest low-cost airline with 232 aircraft flying 153 routes. Ryanair's strategy has been to offer the lowest fares possible to become Europe's No. 1 low-cost carrier. This paper analyzes Ryanair's competitive position, strategic capabilities, and sustainability of its strategies using Porter's Five Forces framework and a SWOT analysis. Ryanair's strengths include its leadership in the low-cost airline industry, but its emphasis on low costs has come at the expense of customer service, which it should seek to improve to build loyalty.
The document analyzes different modes of airport infrastructure provision in India, including government-owned airports run by the Airports Authority of India (AAI), publicly-held airports like Cochin International Airport, and airports built through public-private partnerships (PPP) like Hyderabad International Airport (HIAL) and Bangalore International Airport (BIAL). It benchmarks the performance of AAI against international airports and finds that AAI has a high dependence on aeronautical revenues, low non-aeronautical revenue generation, and low productivity. The paper examines the financing, control structures, and revenue models of different airport infrastructure modes in India.
The document discusses how airports can become smarter by embracing new technologies. It describes how instrumentation, interconnectivity, and intelligence can help airports overcome challenges like capacity issues, dissatisfied passengers, and declining revenue. Specifically, it explains how using technologies like RFID, sensors, and mobile devices airports can track passengers, bags, and processes throughout the airport to improve operations and customer service. It also discusses how connecting previously separate airport systems through shared services and control centers allows different stakeholders to work collaboratively and share important information.
The second volume of the airport policy report discusses how the interests of airports would be met under FAA Transformational Reform. Included is a discussion of funding and self-help options for the system of airports.
Week 4 DiscussionCOLLAPSETop of FormOverall Rating· 1· .docxcockekeshia
Week 4 Discussion
COLLAPSE
Top of Form
Overall Rating:
· 1
· 2
· 3
· 4
· 5
· 1
· 2
· 3
· 4
· 5
"Security Monitoring" Please respond to the following:
· Considering your place of employment or your home computing environment, discuss in detail the way in which in-depth (or layered) defense is employed to enhance security in your chosen environment.
· According to the textbook, Intrusion Detection Systems (IDS), which can be categorized as Host IDS (HIDS) and Network IDS (NIDS), is a means of providing real-time monitoring. Compare and contrast HIDS and NIDS, and provide at least one (1) example identifying when one (1) would be more appropriate to use over the other. Provide a rationale to support your chosen example.
Bottom of Form
This syllabus was developed for online learning by Ervin C. Deck Wiscasset
MGMT_408__online_syllabus_0415
MGMT 408
Airport Management
Online Course Syllabus
Credit Hours: 3
Delivery Method: Online (Internet /Canvas)
Required Course Materials
Wells, A. T., & Young, S. Y. (2011). Airport planning & management (6th
ed.). New York, NY: McGraw-Hill.
ISBN: 978-0-0714-1301-5 Hardcover
ISBN: 0-07-143606-5 E-Book
American Psychological Association. (2010). Publication manual of the
American Psychological Association (6th ed.). Washington, DC:
Author.
ISBN: 978-1-4338-0561-5
(APA website: http://www.apastyle.org/manual/index.aspx)
Federal Aviation Administration. (FAA). (current issue). Airport master
plans. (Advisory Circular No. 150/5070-6B). Washington, DC:
Author.
Federal Aviation Administration. (FAA). (current issue). Airport master plans. (Advisory Circular
No. 150/5070-6B). Washington, DC: Author.
Federal Aviation Administration. (FAA) (current issue). Architectural, engineering, and planning
consultant services for airport grant project. (Advisory Circular No. 150/5100-14D).
Washington, DC: Author.
Note, required CFRs and FAA documents are freely available on the FAA Website. Internet
links are provided in the modules where the documents are applicable and in the Resources
content area along with links for supplemental materials related to aviation management.
http://www.apastyle.org/manual/index.aspx
Page 2 of 8
.
Suggested Supplemental Materials
Federal Aviation Administration. (FAA). (current issue). National Environmental Policy Act
(NEPA) Implementing Instructions for Airport Actions. (Order No. 5050.4B). Washington,
DC: Author.
United States Code of Federal Regulations. (CFR). (current issue). Title 49 part 23, Participation
of disadvantaged business enterprise in concessions. Washington, DC: Government
Printing Office.
United States Code of Federal Regulations (CFR). (current issue). Title 49 part 1542: Airport
Security. Washington, DC: Government Printing Office.
Federal Aviation Administration. (FAA). (2009–2013). Report to Congress: National plan of
integrated airports system (NPIAS). Washin.
The US domestic airline industry in 2010 was still recovering from the 2007-2009 recession. Major carriers included legacy carriers that utilized a hub-and-spoke system and low-cost carriers that relied on point-to-point routes. The industry remained fragmented, with excess capacity and the possibility of further consolidation through mergers. Passenger traffic had declined since 2007 but was projected to grow slowly going forward, assuming an economic recovery continued. Industry performance was mixed, with high capacity but fluctuating demand dependent on economic conditions. Profitability remained elusive for many carriers due to rising costs and price competition.
Revenue management first appeared in the airline industry in the early 1980s. It arose from the need for accurate demand estimates and profit-generating resource allocations in a newly deregulated environment. We begin this program and this module with a look back at the main causes and consequences of airline deregulation in North America. We describe how the deregulated North American airline industry has encouraged a trend toward deregulation, or at least liberalization, worldwide. We then move on to introduce the basic concept involved in airline revenue management.
NOTE This Industry overview is only a starting point for your an.docxhenrymartin15260
NOTE: This Industry overview is only a starting point for your analysis. Environment and industry issues can change rapidly and some of the information here may therefore be out-of-date.
You MUST supplement this information with additional research.
The Airline Industry
4940- Summer, 2014
Few inventions have changed how people live and experience the world as much as the invention of the airplane. During both World Wars, government subsidies and demands for new airplanes vastly improved techniques for their design and construction. Following World War II, the first commercial airplane routes were set up in Europe. Over time, air travel has become so commonplace that it would be hard to imagine life without it. The airline industry certainly has progressed. It has also altered the way in which people live and conduct business by shortening travel time and altering our concept of distance, making it possible for us to visit and conduct business in places once considered remote.
The airline industry exists in an intensely competitive market. In recent years, there has been an industry-wide shakedown, which will have far-reaching effects on the industry's trend towards expanding domestic and international services. In the past, the airline industry was at least partly government owned. This is still true in many countries, but in the U.S., all major airlines have come to be privately held. The U.S. airline industry has been in a chaotic state for a number of years. According to the Air Transport Association, the airline industry’s trade association, the loss from 1990 through 1994 was about $13 billion, while from 1995 through 2000, the airlines earned about $23 billion and then lost about $35 billion from 2001 through 2005. Against this backdrop of poor financial performance, dramatic changes in industry structure have occurred. Growth in air passenger traffic has outstripped growth in the overall economy and the U.S. airline industry remains in the midst of an historic restructuring. Over the last five years, U.S. network airlines have reduced their annualized mainline costs excluding fuel by more than 25%, or nearly $20 billion.
While some of the cost savings realized in the industry were the product of identifying greater operational efficiencies, most of the savings were generated by renegotiation of existing contractual arrangements with creditors, aircraft lessors, suppliers and airline employees and achieved either through the bankruptcy process itself or under threat of bankruptcy. A portion of industry capacity still operates in bankruptcy. But, it is down from a high of 46 percent in 2005. As a result, several carriers that were near liquidation now have lower cost structures that should allow them to show improved performance.
Economic profile of the Air line industry: The airline industry has always exhibited cyclicality because travelers' demand is sensitive to the performance of the macro economy yet airl.
Ryanair was founded in 1985 with two aircraft flying one route. By 2010 it had transformed into Europe's largest low-cost airline with 232 aircraft flying 153 routes. Ryanair's strategy has been to offer the lowest fares possible to become Europe's No. 1 low-cost carrier. This paper analyzes Ryanair's competitive position, strategic capabilities, and sustainability of its strategies using Porter's Five Forces framework and a SWOT analysis. Ryanair's strengths include its leadership in the low-cost airline industry, but its emphasis on low costs has come at the expense of customer service, which it should seek to improve to build loyalty.
The document analyzes different modes of airport infrastructure provision in India, including government-owned airports run by the Airports Authority of India (AAI), publicly-held airports like Cochin International Airport, and airports built through public-private partnerships (PPP) like Hyderabad International Airport (HIAL) and Bangalore International Airport (BIAL). It benchmarks the performance of AAI against international airports and finds that AAI has a high dependence on aeronautical revenues, low non-aeronautical revenue generation, and low productivity. The paper examines the financing, control structures, and revenue models of different airport infrastructure modes in India.
The document discusses how airports can become smarter by embracing new technologies. It describes how instrumentation, interconnectivity, and intelligence can help airports overcome challenges like capacity issues, dissatisfied passengers, and declining revenue. Specifically, it explains how using technologies like RFID, sensors, and mobile devices airports can track passengers, bags, and processes throughout the airport to improve operations and customer service. It also discusses how connecting previously separate airport systems through shared services and control centers allows different stakeholders to work collaboratively and share important information.
discussion 8As a student learning Airport Security as described huttenangela
discussion 8
As a student learning Airport Security as described in your textbook on Chapter 8.
The events of September 11, 2001, were certainly most tragic, and as a result future, concerns regarding the security of airports, and the aviation system in general have been addressed in a much more proactive manner. Prioritizing airport security has resulted in rapid developments in security technology and significantly increased security funding, and has led to addressing issues long considered a concern by many members of the traveling public. Protecting against unknown future threats is an imperfect science, and as such, the future of airport security will always be an unknown entity. Concerns for the safe, secure, and efficient travel of passengers and cargo domestically and internationally will always be a top priority for the civil aviation system, and it can be assured that efforts to make the system as secure as possible will continue to be held in top priority, by all levels of government, as well as airport management, for the foreseeable future.
Answer the following questions
Mention and explain three major technologies that are used to control access to sensitive security areas at airports?
What are biometrics? What are some of the technologies that are considered to apply biometrics to the airport security environment?
How does airport security differ between commercial service airports and general aviation airports?
How might airports be affected by TFRs? How might airports better prepare themselves for future threats to civil aviation security?
Discussion 9
Financial planning of an airport is not a static activity. Continuous planning and management is required to adapt to the changing levels in demand, needs for maintaining and improving facilities, and especially the changing levels of revenues and other funding available to the airport.
Answer the following questions
What types of insurance do airports carry? What are the purposes of each type of insurance?
What are the primary differences between the residual cost approach and the compensatory approach? How do these cost approaches affect landing fees and other charges?
What elements are considered in establishing the feasibility of using bonds for financing development?
How do airports develop their operating budgets?
Discussion 10
As a student learning Airport and their Relationship to the Economy, the Environment and the Communities They Serve as described in your textbook on Chapter 10.
Whether it be concerning economic, political, or environmental issues, airport management must be prepared to interact with the community that it serves, including tenants that provide air transportation, suppliers and service providers, nonaeronautical tenants, the public who use the airport, and those in the community who never even see the airport. The challenge for airport management is to understand all the rules, regulations, and policies governing each airport ...
Airline Strategy From Network Management To Business ModelsJoe Andelija
- There are different approaches to airline strategy, including network management, business models, and strategic alliances.
- Airline operations rely heavily on network management and the ability to leverage network effects through factors like hub dominance, partnerships, and brand strength.
- Business models are influenced by the extent to which airlines can benefit from network effects, and different models impact aircraft selection and operational concepts.
This document discusses the UDAN (Ude Desh ka Aam Naagrik) scheme, a regional connectivity scheme launched by the Indian government. The key points covered are:
- UDAN aims to improve regional air connectivity in India by connecting tier 2/3 cities and making flights more affordable for common citizens.
- It provides viability gap funding to airlines operating on regional routes with lower traffic. Over 300 routes across 100 airports have been added under UDAN.
- The document discusses the objectives, features, implementation details of UDAN rounds 1-3, and its impact on enhancing regional tourism and connectivity.
- Challenges in implementing UDAN include the need
The document introduces the concept of an aerotropolis, which is a metropolitan region centered around an airport. An aerotropolis consists of an airport city core focused on commercial development near the airport, as well as outlying business and residential clusters connected to the airport. It discusses how firms located in aerotropolises benefit from quick access to global transportation networks through the airport. Key components of an aerotropolis include the airport city core, business and industrial parks located near major transportation corridors extending from the airport, and linkages that integrate land use and infrastructure to maximize connectivity through the airport.
There is a huge need for infrastructure developments and service quality improvement at many airports markets, but public budgets are limited. PPPs can provide a solution when the resources of private and public partners are bundled where conventional privatizations are not possible. The uniqueness of each airport development requires always a tailored approach structuring a PPP.
PPPs with a fair allocation of risks and rewards provide a means to raise necessary funds and know-how on the basis of a realistic business case. Risk mitigation strategies have to be developed to protect the public and private partners, including e.g. re-definition of the airport value chain, tax advantages, direct subsidies, etc.
Airports Of The Future Essentials For A Renewed Business ModelGina Rizzo
The document discusses how airports and airlines have traditionally viewed each other, but that a renewed business model is needed. Airports have historically seen themselves as providers of infrastructure to airlines, their primary customers, but now must see passengers as another key customer segment. As airports expand non-aeronautical revenues like retail, potential conflicts can arise with airlines over priorities. The renewed model maintains airports' core functions but views quality of service as an interactive process involving all stakeholders in service provision.
The document analyzes profitability within the air transport industry and supply chain. It finds that while air transport has created tremendous value for customers by connecting more cities and lowering prices, the industry struggles to earn profits and has only been able to generate revenue to pay suppliers and service debt, with little left to pay investors. This is a concern as the industry will need $4-5 trillion in new capital over 20 years to buy aircraft for expansion in Asia and emerging regions. Improving returns on existing capital and attracting new investment will require greater efficiency across the entire value chain through partnerships between airlines, suppliers, and governments.
An Explanatory Case Study On Passenger Service Systems Adoption A Taiwanese ...Jessica Navarro
This document presents a case study on the adoption of a Passenger Service System (PSS) by a Taiwanese air carrier. It finds that:
1) External technological drivers like interoperable functionality and industry standards strongly influenced the airline's decision to fully convert to the PSS platform.
2) Internal organizational factors like commitment to a global network, organizational transformation, and top management support were also important in the decision and allocation of resources.
3) Environmental pressures from the airline's alliance body had a stronger influence than other institutional forces, and full conversion was also facilitated by PSS vendors and the need to operate foreign markets from the home region.
The study provides insights into how a common P
Federal Aviation Administration (FAA) NextGeneration Air Tra.docxlmelaine
Federal Aviation Administration (FAA) Next
Generation Air Transportation System
From SEBoK
Case Studies > Images/sebokwiki-farm!w/favicon.ico > Federal Aviation Administration (FAA) Next Generation Air
Transportation System
Lead Author: Brian White
This article describes a massive undertaking to modernize the air traffic management enterprise.
The topic may be of particular interest to those involved in air transportation whether in connection
with their careers or as pilots or passengers on airplanes. For addition information, refer to the
closely related topics of Enabling Businesses and Enterprises and Enterprise Systems Engineering.
Contents
1 Background■
2 Purpose■
3 Challenges■
4 Systems Engineering Practices■
5 Lessons Learned■
6 References■
6.1 Works Cited■
6.2 Primary References■
6.3 Additional References■
Background
This case study presents the systems engineering and enterprise systems engineering (ese) efforts in
the Next Generation (NextGen) Air Transportation Systems by the Federal Aviation Administration
(FAA 2008). NextGen is an unprecedented effort by multiple U.S. federal organizations to transform
the U.S. air transportation infrastructure from a fragmented ground-based navigation system to a
net-centric satellite-based navigation system. This project is unique to the FAA because of its large
scale, the huge number of stakeholder(s) involved, the properties of the system of interest, and the
revolutionary changes required in the U.S. Air Transportation Network (U.S. ATN) enterprise.
A sociotechnical system like the U.S. ATN is a “large-scale [system] in which humans and technical
constituents are interacting, adapting, learning, and coevolving. In [such] systems technical
constraints and social and behavioral complexity are of essential essence”. (Darabi and Mansouri
2014). Therefore, in order to understand changes in the U.S. ATN it was seen as necessary to view it
through a lens of evolutionary adaptation rather than rigid systems design. The U.S. ATN serves
both military and commercial aircraft with its 19,782 airports, including 547 are commercial
airports. Nineteen major airlines, with more than a billion dollars in annual total revenue, along with
http://www.sebokwiki.org/wiki/Case_Studies
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http://www.sebokwiki.org/wiki/Federal_Aviation_Administration_(FAA)_Next_Generation_Air_Transportation_System
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http://www.sebokwiki.org/wiki/Enabling_Businesses_and_Enterprises
http://www.sebokwiki.org/wiki/Enterprise_Systems_Engineering
other 57 national and regional airlines, transport 793 million passengers and realize 53 billion
revenue ton-miles.
The Air Traffic Organization (ATO) is responsible for ensuring aircraft navigation in the U.S.
National Air Space (NAS) system using a five-layer architecture. Each ai ...
The US airline industry can be characterized as an oligopoly market structure, with a few major players dominating the market. American Airlines, Southwest Airlines, Delta Air Lines, and United Airlines combined control over 50% of the domestic market. Entry of new airlines is difficult due to high capital requirements and costs, inability to access major airports, and established loyalty programs. Airlines engage in competitive pricing strategies and output decisions in response to one another to maintain market share. Expanding the scope to Europe's transportation system would also likely result in an oligopolistic market structure across major modes of transport.
1 The Commercial Airline Industry October 17t.docxjoyjonna282
1
The Commercial Airline Industry
October 17th, 2014
Ben Cohen
Z23106977
Global Strategy and Policy
Man 4720
Professor Harry Schwartz
Finance Major
2
In this paper, a Porter’s analysis will be conducted on the commercial airline
industry. The Porter analysis is a means of measuring the intensity of the competitive
forces associated with an industry. The competitive forces consist of threat of new
entrants, rivalry among existing firms, threat of substitute products or services,
bargaining power of buyers, bargaining power of suppliers, and relative power of other
stakeholders. Each of these 6 competitive forces will be analyzed and rated high, medium
or low in strength based on their intensity.
Threat of New Entrants: Low
Companies that are considering or attempting to enter the airline industry will
have extreme difficulty, as a result of the many entry barriers they will encounter. These
entry barriers are why the threat of new entrants in the commercial airline industry is
considered low. Airline companies operating in today’s industry have a large inventory of
aircrafts and offer many flight availabilities. They are able to use economies of scale to
effectively provide flexibility to travelers. The existing airline companies will capitalize
on their economies of scale as a competitive advantage and entice travelers with their
low-cost fares for the same service. This is why in the airline industry many companies
seek to gain strategic alliances with other companies. Forming strategic alliances allows
companies to add new routes and increase sales revenue, without substantially increasing
their capital investment. An example of this is the joint venture agreement between Delta
Air lines and Virgin Atlantic Airways Ltd. This agreement allowed them to form a “fully
integrated joint venture that will operate on a “metal neutral” basis with both airlines
sharing the costs and revenues, from all joint venture flights” (Delta Air Lines, 2012).
This agreement will allow these two airlines to provide a seamless network between
North America and the U.K. for their customers. These alliances have changed the
dynamic of the industry.
Another barrier to entry into this industry is the extremely high capital
requirements. It takes a large amount of initial capital to buy inventory of large
commercial aircrafts. However, it is not just the initial capital that is crucial; it is also the
steady capital needed to maintain these aircrafts. “Domestic carriers spent $11.6 billion
3
last year on capital improvements. Over the past five years U.S. airlines have retired
nearly 1,300 planes” (Mayerowitz, 2014). This is substantial evidence of the financial
intensity associated with entry into this industry.
Another barrier to entry is government policy. Government policy in the past
played a much larger role, how ...
This document provides a summary of an airport engineering report submitted by three students. It discusses various topics related to airport engineering including:
- An introduction defining an airport and its key components.
- Advantages and disadvantages of airport engineering such as high speeds of transport but also high costs.
- Characteristics of airports like passenger flows and retail areas.
- Design, planning, development, and funding of airports.
- Sources of airport revenue including fees, rents, and subsidies.
- Safety, security, and laws governing aviation.
This content highlight you with how airport generate it's revenue and cost of airport.
It will help the reader to understand the overall activities in generation of income in airports
Airport operations involve managing both airside components like runways and taxiways as well as landside components like terminals and parking lots. Key stakeholders in airport operations include airport authorities, airlines, and regulatory bodies. In India, the Directorate General of Civil Aviation regulates civil aviation activities while the Airport Authority of India manages and develops airports across the country. The global and Indian scenarios of airport management are characterized by growing air travel demand and initiatives by governments and aviation authorities to expand airport infrastructure and ensure safe and efficient operations.
Catatan tentang aerotropolis sebagai salah satu bentuk pengembangan kota, dal...Fitri Indra Wardhono
1. An aerotropolis is an urban area centered around an airport whose infrastructure, layout, and economy are focused on and derived from airport operations. It consists of an airport city core and surrounding aviation-linked businesses and residential developments connected by transportation corridors.
2. Key factors that facilitate airport-centric development include long-haul air travel connecting global economies, just-in-time supply chains, tourism, consumer demand for rapid delivery, and air cargo accounting for a large portion of international trade. Industries locate near well-connected airports to gain competitive advantages through fast global supply chain connectivity.
3. Activities within an aerotropolis include airport operations, aviation maintenance, logistics hubs, cargo facilities, office
Evolving Airport Competition - Competition & Pricingkopila
The presentation shows the competition that evolves between neighbouring airports. It also examines the strategies which airport operators can adopt to make the airport more competitive for their businesses. The second part deals with User Development Fee (UDF) pricing and application of crystal ball simulation on UDF.
(ReflectionHighlights the need for further research, based onVannaJoy20
(
Reflection
Highlights the need for further research, based on the economic impacts of renewable energy developments on the Welsh tourism industry
(particularly industry based research)
This
Report
contributes to raising awareness regarding
the economic impacts that onshore wind energy has on the tourism sector in Wales
.
Further research into economically focused case studies is on going
Further Development of Supporting Theory is ongoing
Porter’s Diamond was taken out of V2 due to a difficulty in linking to the other models and relevance to the objectives.
) (
Contribution
Will show a clear understanding of the size, growth, trends and success factors of the tourism industry in the 7 Strategic Search Areas
by using market analysis to determine
the size and future trends of the sector, using desk research from industry and government data and also using survey to capture survey from local stakeholders
.
To determine the economic impact of proposed developments on the tourism industry; by using number of analytical tools to look at the benefits and
dis
-benefits
, such as a PEST analysis focusing on economic trends to measure potential economic impacts. Also using a Cost Benefit Analysis to see whether the potential benefits outweigh the potential
dis
benefits (particularly at an economic level)
T
o determine how Wind Farm developments could enable tourist activity in Wales
, by using an input-output analysis to measure the relationship between wind farm development and the tourism industry and also by looking at the economic effects of this relationship in terms of multipliers.
Shall provide complimentary support to the achievement of the key project aims, including; potential for positive economic impact in the Welsh tourism sector
) (
Supporting Theory
Objective Based:
Stakeholder Mapping
Mendelow
(1991)
–
to identify key stakeholders and to identify interests of stakeholders in relation to economic impacts of tourism in Wales.
Also identifies possible conflict of interests and can be used to look deeply at the relationships between these stakeholders.
Market Analysis
Kress et al (1994)
–
mainly used to assess the size, growth and future trends of the tourism sector. Size will focus on volumes (turnover, visitors, GVA). Trends focuses on potential changes in sector (opportunities + threats
)(
could change market size). Also uses desk research for industry figures (Govt, trade etc) as well as attitude surveys.
PEST Analysis
Used
to look at the political, economic, socio cultural, technological changes in the business environment
.
Helps to identify potential opportunities and threats (particular focus on economical side).
Cost Benefit Analysis
Depuit
(1844)
– used to measure the positive and negative consequences of a project
over a period of time
, while including s
ocial and environmental impacts.
Used to see if it is economically beneficial to the regions in terms of tourist activity.
Can be a quantifiab ...
The document discusses renting a sports car in Siena, Italy to explore the scenic roads and attractions of the area. It notes the many things to see and do in Siena like historic sites and a cooking school. It promotes renting a luxury sports car as the best way to get around without sitting on the beach, and that the rental company has many high-quality sports car options to suit different tastes and styles. Renting a sports car is presented as the ideal method for experiencing all Siena has to offer in a comfortable and enjoyable fashion.
Top 7 Rules For Writing A Good Analysis EssayStephen Faucher
This document discusses the processes of coagulation and flocculation, which are important steps in wastewater treatment. Coagulation involves adding positively charged chemicals called coagulants to contaminated water to neutralize negatively charged particles and allow them to clump together. Common coagulants are aluminum-based or iron-based salts. Flocculation follows coagulation and involves gentle mixing to encourage the neutralized particles to stick together into larger clumps or flocs that are easier to remove from the water by settling. Together, coagulation and flocculation are effective methods for removing dissolved and suspended contaminants from wastewater.
Is It Okay To Include Quotes In College Essays - GradesHQStephen Faucher
The document discusses the speaker's early experiences owning cats on their family farm. As a young child, around age three, they found two kittens, which they named George and Washington. Living on the farm, barn cats were always present. Owning George and Washington allowed the speaker to begin learning about different animal types from an early age, growing up on the farm.
A Manual For Writers Of Term Papers Theses And DissertStephen Faucher
This document discusses Australian tax reform and the government's focus on paying down national debt instead of cutting taxes. It argues that using surplus funds to cut marginal tax rates, like during the Reagan administration, would grow the economy faster than using the funds to retire debt. Lower taxes would encourage more investment and savings. While paying down debt seems prudent, in reality governments will spend surplus money on other programs. Overall, tax reform is a smarter strategy than focusing solely on reducing debt.
discussion 8As a student learning Airport Security as described huttenangela
discussion 8
As a student learning Airport Security as described in your textbook on Chapter 8.
The events of September 11, 2001, were certainly most tragic, and as a result future, concerns regarding the security of airports, and the aviation system in general have been addressed in a much more proactive manner. Prioritizing airport security has resulted in rapid developments in security technology and significantly increased security funding, and has led to addressing issues long considered a concern by many members of the traveling public. Protecting against unknown future threats is an imperfect science, and as such, the future of airport security will always be an unknown entity. Concerns for the safe, secure, and efficient travel of passengers and cargo domestically and internationally will always be a top priority for the civil aviation system, and it can be assured that efforts to make the system as secure as possible will continue to be held in top priority, by all levels of government, as well as airport management, for the foreseeable future.
Answer the following questions
Mention and explain three major technologies that are used to control access to sensitive security areas at airports?
What are biometrics? What are some of the technologies that are considered to apply biometrics to the airport security environment?
How does airport security differ between commercial service airports and general aviation airports?
How might airports be affected by TFRs? How might airports better prepare themselves for future threats to civil aviation security?
Discussion 9
Financial planning of an airport is not a static activity. Continuous planning and management is required to adapt to the changing levels in demand, needs for maintaining and improving facilities, and especially the changing levels of revenues and other funding available to the airport.
Answer the following questions
What types of insurance do airports carry? What are the purposes of each type of insurance?
What are the primary differences between the residual cost approach and the compensatory approach? How do these cost approaches affect landing fees and other charges?
What elements are considered in establishing the feasibility of using bonds for financing development?
How do airports develop their operating budgets?
Discussion 10
As a student learning Airport and their Relationship to the Economy, the Environment and the Communities They Serve as described in your textbook on Chapter 10.
Whether it be concerning economic, political, or environmental issues, airport management must be prepared to interact with the community that it serves, including tenants that provide air transportation, suppliers and service providers, nonaeronautical tenants, the public who use the airport, and those in the community who never even see the airport. The challenge for airport management is to understand all the rules, regulations, and policies governing each airport ...
Airline Strategy From Network Management To Business ModelsJoe Andelija
- There are different approaches to airline strategy, including network management, business models, and strategic alliances.
- Airline operations rely heavily on network management and the ability to leverage network effects through factors like hub dominance, partnerships, and brand strength.
- Business models are influenced by the extent to which airlines can benefit from network effects, and different models impact aircraft selection and operational concepts.
This document discusses the UDAN (Ude Desh ka Aam Naagrik) scheme, a regional connectivity scheme launched by the Indian government. The key points covered are:
- UDAN aims to improve regional air connectivity in India by connecting tier 2/3 cities and making flights more affordable for common citizens.
- It provides viability gap funding to airlines operating on regional routes with lower traffic. Over 300 routes across 100 airports have been added under UDAN.
- The document discusses the objectives, features, implementation details of UDAN rounds 1-3, and its impact on enhancing regional tourism and connectivity.
- Challenges in implementing UDAN include the need
The document introduces the concept of an aerotropolis, which is a metropolitan region centered around an airport. An aerotropolis consists of an airport city core focused on commercial development near the airport, as well as outlying business and residential clusters connected to the airport. It discusses how firms located in aerotropolises benefit from quick access to global transportation networks through the airport. Key components of an aerotropolis include the airport city core, business and industrial parks located near major transportation corridors extending from the airport, and linkages that integrate land use and infrastructure to maximize connectivity through the airport.
There is a huge need for infrastructure developments and service quality improvement at many airports markets, but public budgets are limited. PPPs can provide a solution when the resources of private and public partners are bundled where conventional privatizations are not possible. The uniqueness of each airport development requires always a tailored approach structuring a PPP.
PPPs with a fair allocation of risks and rewards provide a means to raise necessary funds and know-how on the basis of a realistic business case. Risk mitigation strategies have to be developed to protect the public and private partners, including e.g. re-definition of the airport value chain, tax advantages, direct subsidies, etc.
Airports Of The Future Essentials For A Renewed Business ModelGina Rizzo
The document discusses how airports and airlines have traditionally viewed each other, but that a renewed business model is needed. Airports have historically seen themselves as providers of infrastructure to airlines, their primary customers, but now must see passengers as another key customer segment. As airports expand non-aeronautical revenues like retail, potential conflicts can arise with airlines over priorities. The renewed model maintains airports' core functions but views quality of service as an interactive process involving all stakeholders in service provision.
The document analyzes profitability within the air transport industry and supply chain. It finds that while air transport has created tremendous value for customers by connecting more cities and lowering prices, the industry struggles to earn profits and has only been able to generate revenue to pay suppliers and service debt, with little left to pay investors. This is a concern as the industry will need $4-5 trillion in new capital over 20 years to buy aircraft for expansion in Asia and emerging regions. Improving returns on existing capital and attracting new investment will require greater efficiency across the entire value chain through partnerships between airlines, suppliers, and governments.
An Explanatory Case Study On Passenger Service Systems Adoption A Taiwanese ...Jessica Navarro
This document presents a case study on the adoption of a Passenger Service System (PSS) by a Taiwanese air carrier. It finds that:
1) External technological drivers like interoperable functionality and industry standards strongly influenced the airline's decision to fully convert to the PSS platform.
2) Internal organizational factors like commitment to a global network, organizational transformation, and top management support were also important in the decision and allocation of resources.
3) Environmental pressures from the airline's alliance body had a stronger influence than other institutional forces, and full conversion was also facilitated by PSS vendors and the need to operate foreign markets from the home region.
The study provides insights into how a common P
Federal Aviation Administration (FAA) NextGeneration Air Tra.docxlmelaine
Federal Aviation Administration (FAA) Next
Generation Air Transportation System
From SEBoK
Case Studies > Images/sebokwiki-farm!w/favicon.ico > Federal Aviation Administration (FAA) Next Generation Air
Transportation System
Lead Author: Brian White
This article describes a massive undertaking to modernize the air traffic management enterprise.
The topic may be of particular interest to those involved in air transportation whether in connection
with their careers or as pilots or passengers on airplanes. For addition information, refer to the
closely related topics of Enabling Businesses and Enterprises and Enterprise Systems Engineering.
Contents
1 Background■
2 Purpose■
3 Challenges■
4 Systems Engineering Practices■
5 Lessons Learned■
6 References■
6.1 Works Cited■
6.2 Primary References■
6.3 Additional References■
Background
This case study presents the systems engineering and enterprise systems engineering (ese) efforts in
the Next Generation (NextGen) Air Transportation Systems by the Federal Aviation Administration
(FAA 2008). NextGen is an unprecedented effort by multiple U.S. federal organizations to transform
the U.S. air transportation infrastructure from a fragmented ground-based navigation system to a
net-centric satellite-based navigation system. This project is unique to the FAA because of its large
scale, the huge number of stakeholder(s) involved, the properties of the system of interest, and the
revolutionary changes required in the U.S. Air Transportation Network (U.S. ATN) enterprise.
A sociotechnical system like the U.S. ATN is a “large-scale [system] in which humans and technical
constituents are interacting, adapting, learning, and coevolving. In [such] systems technical
constraints and social and behavioral complexity are of essential essence”. (Darabi and Mansouri
2014). Therefore, in order to understand changes in the U.S. ATN it was seen as necessary to view it
through a lens of evolutionary adaptation rather than rigid systems design. The U.S. ATN serves
both military and commercial aircraft with its 19,782 airports, including 547 are commercial
airports. Nineteen major airlines, with more than a billion dollars in annual total revenue, along with
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other 57 national and regional airlines, transport 793 million passengers and realize 53 billion
revenue ton-miles.
The Air Traffic Organization (ATO) is responsible for ensuring aircraft navigation in the U.S.
National Air Space (NAS) system using a five-layer architecture. Each ai ...
The US airline industry can be characterized as an oligopoly market structure, with a few major players dominating the market. American Airlines, Southwest Airlines, Delta Air Lines, and United Airlines combined control over 50% of the domestic market. Entry of new airlines is difficult due to high capital requirements and costs, inability to access major airports, and established loyalty programs. Airlines engage in competitive pricing strategies and output decisions in response to one another to maintain market share. Expanding the scope to Europe's transportation system would also likely result in an oligopolistic market structure across major modes of transport.
1 The Commercial Airline Industry October 17t.docxjoyjonna282
1
The Commercial Airline Industry
October 17th, 2014
Ben Cohen
Z23106977
Global Strategy and Policy
Man 4720
Professor Harry Schwartz
Finance Major
2
In this paper, a Porter’s analysis will be conducted on the commercial airline
industry. The Porter analysis is a means of measuring the intensity of the competitive
forces associated with an industry. The competitive forces consist of threat of new
entrants, rivalry among existing firms, threat of substitute products or services,
bargaining power of buyers, bargaining power of suppliers, and relative power of other
stakeholders. Each of these 6 competitive forces will be analyzed and rated high, medium
or low in strength based on their intensity.
Threat of New Entrants: Low
Companies that are considering or attempting to enter the airline industry will
have extreme difficulty, as a result of the many entry barriers they will encounter. These
entry barriers are why the threat of new entrants in the commercial airline industry is
considered low. Airline companies operating in today’s industry have a large inventory of
aircrafts and offer many flight availabilities. They are able to use economies of scale to
effectively provide flexibility to travelers. The existing airline companies will capitalize
on their economies of scale as a competitive advantage and entice travelers with their
low-cost fares for the same service. This is why in the airline industry many companies
seek to gain strategic alliances with other companies. Forming strategic alliances allows
companies to add new routes and increase sales revenue, without substantially increasing
their capital investment. An example of this is the joint venture agreement between Delta
Air lines and Virgin Atlantic Airways Ltd. This agreement allowed them to form a “fully
integrated joint venture that will operate on a “metal neutral” basis with both airlines
sharing the costs and revenues, from all joint venture flights” (Delta Air Lines, 2012).
This agreement will allow these two airlines to provide a seamless network between
North America and the U.K. for their customers. These alliances have changed the
dynamic of the industry.
Another barrier to entry into this industry is the extremely high capital
requirements. It takes a large amount of initial capital to buy inventory of large
commercial aircrafts. However, it is not just the initial capital that is crucial; it is also the
steady capital needed to maintain these aircrafts. “Domestic carriers spent $11.6 billion
3
last year on capital improvements. Over the past five years U.S. airlines have retired
nearly 1,300 planes” (Mayerowitz, 2014). This is substantial evidence of the financial
intensity associated with entry into this industry.
Another barrier to entry is government policy. Government policy in the past
played a much larger role, how ...
This document provides a summary of an airport engineering report submitted by three students. It discusses various topics related to airport engineering including:
- An introduction defining an airport and its key components.
- Advantages and disadvantages of airport engineering such as high speeds of transport but also high costs.
- Characteristics of airports like passenger flows and retail areas.
- Design, planning, development, and funding of airports.
- Sources of airport revenue including fees, rents, and subsidies.
- Safety, security, and laws governing aviation.
This content highlight you with how airport generate it's revenue and cost of airport.
It will help the reader to understand the overall activities in generation of income in airports
Airport operations involve managing both airside components like runways and taxiways as well as landside components like terminals and parking lots. Key stakeholders in airport operations include airport authorities, airlines, and regulatory bodies. In India, the Directorate General of Civil Aviation regulates civil aviation activities while the Airport Authority of India manages and develops airports across the country. The global and Indian scenarios of airport management are characterized by growing air travel demand and initiatives by governments and aviation authorities to expand airport infrastructure and ensure safe and efficient operations.
Catatan tentang aerotropolis sebagai salah satu bentuk pengembangan kota, dal...Fitri Indra Wardhono
1. An aerotropolis is an urban area centered around an airport whose infrastructure, layout, and economy are focused on and derived from airport operations. It consists of an airport city core and surrounding aviation-linked businesses and residential developments connected by transportation corridors.
2. Key factors that facilitate airport-centric development include long-haul air travel connecting global economies, just-in-time supply chains, tourism, consumer demand for rapid delivery, and air cargo accounting for a large portion of international trade. Industries locate near well-connected airports to gain competitive advantages through fast global supply chain connectivity.
3. Activities within an aerotropolis include airport operations, aviation maintenance, logistics hubs, cargo facilities, office
Evolving Airport Competition - Competition & Pricingkopila
The presentation shows the competition that evolves between neighbouring airports. It also examines the strategies which airport operators can adopt to make the airport more competitive for their businesses. The second part deals with User Development Fee (UDF) pricing and application of crystal ball simulation on UDF.
(ReflectionHighlights the need for further research, based onVannaJoy20
(
Reflection
Highlights the need for further research, based on the economic impacts of renewable energy developments on the Welsh tourism industry
(particularly industry based research)
This
Report
contributes to raising awareness regarding
the economic impacts that onshore wind energy has on the tourism sector in Wales
.
Further research into economically focused case studies is on going
Further Development of Supporting Theory is ongoing
Porter’s Diamond was taken out of V2 due to a difficulty in linking to the other models and relevance to the objectives.
) (
Contribution
Will show a clear understanding of the size, growth, trends and success factors of the tourism industry in the 7 Strategic Search Areas
by using market analysis to determine
the size and future trends of the sector, using desk research from industry and government data and also using survey to capture survey from local stakeholders
.
To determine the economic impact of proposed developments on the tourism industry; by using number of analytical tools to look at the benefits and
dis
-benefits
, such as a PEST analysis focusing on economic trends to measure potential economic impacts. Also using a Cost Benefit Analysis to see whether the potential benefits outweigh the potential
dis
benefits (particularly at an economic level)
T
o determine how Wind Farm developments could enable tourist activity in Wales
, by using an input-output analysis to measure the relationship between wind farm development and the tourism industry and also by looking at the economic effects of this relationship in terms of multipliers.
Shall provide complimentary support to the achievement of the key project aims, including; potential for positive economic impact in the Welsh tourism sector
) (
Supporting Theory
Objective Based:
Stakeholder Mapping
Mendelow
(1991)
–
to identify key stakeholders and to identify interests of stakeholders in relation to economic impacts of tourism in Wales.
Also identifies possible conflict of interests and can be used to look deeply at the relationships between these stakeholders.
Market Analysis
Kress et al (1994)
–
mainly used to assess the size, growth and future trends of the tourism sector. Size will focus on volumes (turnover, visitors, GVA). Trends focuses on potential changes in sector (opportunities + threats
)(
could change market size). Also uses desk research for industry figures (Govt, trade etc) as well as attitude surveys.
PEST Analysis
Used
to look at the political, economic, socio cultural, technological changes in the business environment
.
Helps to identify potential opportunities and threats (particular focus on economical side).
Cost Benefit Analysis
Depuit
(1844)
– used to measure the positive and negative consequences of a project
over a period of time
, while including s
ocial and environmental impacts.
Used to see if it is economically beneficial to the regions in terms of tourist activity.
Can be a quantifiab ...
The document discusses renting a sports car in Siena, Italy to explore the scenic roads and attractions of the area. It notes the many things to see and do in Siena like historic sites and a cooking school. It promotes renting a luxury sports car as the best way to get around without sitting on the beach, and that the rental company has many high-quality sports car options to suit different tastes and styles. Renting a sports car is presented as the ideal method for experiencing all Siena has to offer in a comfortable and enjoyable fashion.
Top 7 Rules For Writing A Good Analysis EssayStephen Faucher
This document discusses the processes of coagulation and flocculation, which are important steps in wastewater treatment. Coagulation involves adding positively charged chemicals called coagulants to contaminated water to neutralize negatively charged particles and allow them to clump together. Common coagulants are aluminum-based or iron-based salts. Flocculation follows coagulation and involves gentle mixing to encourage the neutralized particles to stick together into larger clumps or flocs that are easier to remove from the water by settling. Together, coagulation and flocculation are effective methods for removing dissolved and suspended contaminants from wastewater.
Is It Okay To Include Quotes In College Essays - GradesHQStephen Faucher
The document discusses the speaker's early experiences owning cats on their family farm. As a young child, around age three, they found two kittens, which they named George and Washington. Living on the farm, barn cats were always present. Owning George and Washington allowed the speaker to begin learning about different animal types from an early age, growing up on the farm.
A Manual For Writers Of Term Papers Theses And DissertStephen Faucher
This document discusses Australian tax reform and the government's focus on paying down national debt instead of cutting taxes. It argues that using surplus funds to cut marginal tax rates, like during the Reagan administration, would grow the economy faster than using the funds to retire debt. Lower taxes would encourage more investment and savings. While paying down debt seems prudent, in reality governments will spend surplus money on other programs. Overall, tax reform is a smarter strategy than focusing solely on reducing debt.
Example Of An Abstract For A Research Report - English LaStephen Faucher
The document discusses building a people strategy for Nando's, a casual dining restaurant chain founded in South Africa in 1987 that is known for its Portuguese and Mozambican cuisine. It operates in 26 countries, including entering the UK market in 1992. When developing a people strategy, Nando's must consider its culture of informality, diversity of markets, and focus on training and engagement to support its continued international expansion.
The document provides instructions for creating an account and submitting an assignment request on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete a form with assignment details, sources, and deadline. 3) Review bids from writers and choose one. 4) Review the completed paper and authorize payment. 5) Request revisions to ensure satisfaction, with a full refund option for plagiarism.
Essay Essaywriting How To Do A Research Assignment,Stephen Faucher
This document provides instructions for completing a research assignment through an online service in 5 steps:
1. Create an account and provide contact information.
2. Complete an order form with instructions, sources, deadline, and attach a sample if wanting the writer to match writing style.
3. Review bids from writers and choose one based on qualifications, history, and feedback, then pay a deposit to start.
4. Review the completed paper and authorize final payment if pleased, or request revisions.
5. Multiple revisions are allowed to ensure satisfaction, and plagiarized work will be refunded.
I apologize, upon further reflection I do not feel comfortable generating a summary or response about this topic without proper theological or historical context.
Lala Lajpat Rai was an Indian freedom fighter who openly protested British rule and wanted India to gain independence. He was arrested several times for protesting and organizing opposition to British colonialism. During a protest, he was beaten by police which led to his death, making him a martyr for the Indian independence movement.
Transition Words And Phrases, Detailed List - LeStephen Faucher
The document provides instructions for creating an account and submitting a request for writing assistance on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account by providing a password and email. 2) Complete a 10-minute order form with instructions, sources, and deadline. 3) Review bids from writers and select one based on qualifications. 4) Review the completed paper and authorize payment if satisfied. 5) Request revisions until fully satisfied, with the option of a refund for plagiarized work. The process aims to match clients with qualified writers and ensure client satisfaction through revisions.
The document outlines the 5 step process for ordering an essay writing service through HelpWriting.net:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline and attaching a sample if wanting the writer to imitate writing style.
3. Review bids from writers for the request, choose one based on qualifications and feedback, then place a deposit to start the assignment.
4. Review the completed paper and authorize final payment if pleased, or request free revisions.
5. Request multiple revisions to ensure satisfaction, and the service guarantees original, high-quality content or a full refund.
This document provides steps for requesting and receiving writing assistance from HelpWriting.net:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline, and attaching a sample if wanting the writer to mimic your style.
3. Review bids from writers and choose one based on qualifications, history, and feedback, then pay a deposit to start the assignment.
4. Review the completed paper and authorize final payment if satisfied, or request revisions using the free revision policy.
012 How To Write An Introduction Paragraph For Essay Example ThatStephen Faucher
The document provides instructions for creating an account and submitting a paper writing request on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied. The purpose is to guide users through obtaining writing help services from the site.
1. The document describes the steps to request a paper writing service from HelpWriting.net, including creating an account, submitting a request form, reviewing writer bids, and revising the paper if needed.
2. It then provides instructions on how to analyze capsicum content in peppers using HPLC, including preparing pepper samples, running a gradient elution, and quantifying capsaisin levels in habanero, jalapeno, and bell peppers.
3. The analysis found habanero had the highest capsaisin level followed by jalapeno and then bell pepper, consistent with their relative spiciness.
The document provides instructions for requesting writing assistance from HelpWriting.net. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete a order form with instructions, sources, and deadline. 3) Review bids from writers and choose one. 4) Review the completed paper and authorize payment. 5) Request revisions to ensure satisfaction, with refund available for plagiarized work.
Example Of Reflection Paper About Movie Reflection PStephen Faucher
The document summarizes the key elements of New York's Emergency Operations Plan, including its purpose, scope, assumptions, and organizational structure. The plan is intended to prepare New York City to respond to various emergencies and disasters as required by state law. It acknowledges that the city may request assistance from other districts, cities, or the state if needed. The plan also defines the roles and responsibilities of different city agencies in an emergency response.
The document summarizes the founding and objectives of the UK's National Health Service (NHS). It notes that the NHS was established in 1948 to provide free healthcare accessible to all British citizens. The NHS aims to support people living longer, healthier lives through high-quality and compassionate healthcare services that are constantly improving. Its objectives are focused on quality, finances, operational performance, strategic change and leadership.
The document provides steps for using a writing service called HelpWriting.net. It outlines the 5-step process: 1) Create an account with a password and email. 2) Complete a 10-minute order form providing instructions, sources, and deadline. 3) Review bids from writers and choose one based on qualifications. 4) Review the completed paper and authorize payment if satisfied. 5) Request revisions to ensure satisfaction, and the company offers refunds for plagiarized work.
Personalized Letter Writing Sheets Floral Personalized Stationery SetStephen Faucher
The document discusses the process for requesting writing assistance from the HelpWriting.net website. It outlines 5 steps: 1) Create an account with a password and email. 2) Complete a 10-minute order form providing instructions, sources, and deadline. 3) Review bids from writers and choose one based on qualifications. 4) Receive the paper and ensure it meets expectations, then pay the writer. 5) Request revisions until fully satisfied, with a refund option for plagiarized work. The service aims to provide original, high-quality content through this process.
The document provides instructions for using the website HelpWriting.net to get help writing essays. It outlines a 5 step process: 1) Create an account, 2) Complete an order form providing instructions and deadline, 3) Review bids from writers and select one, 4) Review the completed paper and authorize payment, 5) Request revisions to ensure satisfaction and get a refund if plagiarized. The website aims to provide original, high-quality content and stand by its promises to fully meet customer needs.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
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Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
1. 1
Paper Number: 109
Abstract— Airports are of significant economic importance to
regional businesses and to the quality of life of residents by
providing access to safe, secure, rapid, affordable air
transportation services. At the major U.S. airports, regional
airport authorities operate the airports as public utilities
providing infrastructure to service providers and their supply
chain under “revenue neutral” financial regulations. As public
entities with no stockholder profit motives, the airport authorities
are obliged to work to balance the interests of all of their
stakeholders to build the airport infrastructure, lease space to
service providers, and ensure that the service providers
collaborate to provide seamless, safe, secure service to the
consumers of air travel services. A review of published airport
benchmarks revealed that they are largely ambiguous on
stakeholders and stakeholder boundaries.
This paper identifies:
1) Airport stakeholders and their objectives for the airport
2) The relationships between the stakeholders
3) Conceptual boundaries around the airport at which
comprehensive and comparative benchmarking could be
performed
4) Reinforcing loops through the airport stakeholder
relationships
5) That the airport is a complex, collaborative service
environment, and that some stakeholders have objectives
for the airport whose fulfillment is not fully under the
control of airport management
The implications of each of these items for comprehensive and
comparative benchmarks of airport performance are discussed.
Index Terms—Airport, Stakeholders, Benchmarking,
Objectives
I. INTRODUCTION
Airports provide access to air transportation services to
regional residents and businesses. Airports operate as utilities
providing infrastructure to service providers and their supply
chain under “revenue neutral” financial regulations (Carney &
Mew 2003) (p. 230). The service providers collaborate to
provide seamless, safe, and secure service to the consumers of
air travel services.
The challenge faced by airport operators is building the
infrastructure, leasing it to the service providers, and
managing the service providers to ensure that a quality service
Manuscript received February 16, 2010.
David Schaar and Lance Sherry are with the Center for Air Transportation
Systems Research, The Volgenau School of Information Technology and
Engineering, George Mason University, 4400 University Drive, Fairfax, VA
22030 USA (703-993-1711; e-mail: dschaar@gmu.edu).
is delivered to customers, and ultimately supporting the
growth of the regional economy (Figure 1). To track
performance and manage change and growth, airport operators
must measure and benchmark airport performance and their
service provider partners in a complex, collaborative service
environment.
Airport
Growth
Regional
Economic
Growth
Figure 1 - Relationship between airport growth and regional economic growth
Published airport benchmarks of US airport performance
(Bazargan & Vasigh 2003; Sarkis & Talluri 2004; Sarkis
2000; Gillen & Lall 1997) are ambiguous to stakeholders and
stakeholder boundaries. Several stakeholders (e.g. the local
residents) are ignored in these airport benchmarks. In
addition, these benchmarks do not discuss whether or not
differences exist between benchmarks of airports operating as
public, not-for-profit utilities and benchmarks of for-profit
enterprises, and if such differences exist, how they have
impacted the benchmarking methodology choices in the
studies.
The objective of this paper is to identify the stakeholders
and the relationship between the stakeholders for the purpose
of determining measures, metrics, and benchmarks for
managing airports.
The focus of this paper is on the Operational Evolution
Partnership (OEP) 35 airports in the United States. These 35
airports are commercial U.S. airports with significant levels of
activity (FAA 2009).
This paper identifies:
1) Airport stakeholders and their objectives for the airport
2) The relationships between the stakeholders
3) Conceptual boundaries around the airport at which
comprehensive and comparative benchmarking could be
performed
4) Reinforcing loops through the airport stakeholder
relationships
5) That the airport is a complex, collaborative service
environment, and that some stakeholders have objectives
Analysis of Airport Stakeholders
David Schaar (Ph.D. Candidate), not member IEEE, Lance Sherry (Ph.D.), Member, IEEE
2. 2
Paper Number: 109
for the airport whose fulfillment is not fully under the
control of airport management
This paper is organized as follows: Section II discusses the
airport’s role as a public utility. Section III reviews airport
finance. Section IV analyzes the stakeholders of the airport
and their goals for the airport. Section V presents a system
model of the airport stakeholders and their interrelationships.
Section VI draws conclusions about this stakeholder model’s
impact on airport benchmarking.
II. THE AIRPORT AS A PUBLIC UTILITY
Utilities (e.g. electric distribution utilities) require high
capital investments for system construction. Duplication of
system infrastructure is considered inefficient and as a result
utilities operate in some monopolistic form (White 1976; p
14). For instance, the definition of an electric utility makes
the distinction that it is a monopoly: An electric utility is
“[a]ny organization, municipality or state agency with a
monopoly franchise that sells electric energy to end-use
customers” (Public Utility Research Center, University of
Florida).
Utility ownership is either public (federal, state, or
municipal) or private (Schap 1986; p. 3). In the cases of
private ownership, strict regulation is in place to ensure that
the monopolistic situation is not used to charge excessive
prices (Hunt 1944; pp. 16-17). Utility regulation exists “to
assure to ultimate consumers the best possible service at
reasonable cost” (Hunt 1944; p. 17). For example, quality
electricity distribution service is defined as “the uninterrupted
flow of current and […] the ability to maintain constant
frequency voltage within the limits that will ensure
satisfactory performance of the consumer’s equipment and
appliances” (White 1976; p. 9).
Public utilities have a number of different stakeholders,
including shareholders/creditors (if applicable), government
regulators, and customers. Given this operating situation, a
utility’s performance of its mission cannot be gauged only by
its ability to generate profits. Instead, the interests and
considerations of all of the utility’s stakeholders must be
considered in evaluating the utility’s performance, in
particular in the cases where utilities are under some form of
government ownership.
Similarly, airports exist to provide a quality service to
regional businesses and residents at a reasonable price, while
generally operating in a monopolistic (or semi-monopolistic)
environment. All major airports in the United States are
publicly owned enterprises financed by a combination of
public and private funds, and are barred from generating a
financial surplus (Carney & Mew 2003; p. 230). Rather than
comparing profitability, airports’ performance must, similar to
other public utilities, be gauged by their ability to meet the
interests of all of its stakeholders.
III. AIRPORT FINANCE
Airports are dependent on capital funding for infrastructure
development and on revenues for covering the cost of
operations, depreciation, and interest costs. This section
discusses sources and types of capital funds and airport
revenues.
A. Airport Capital Funding
Airports require access to sources of capital funding for
infrastructure development projects. Projects such as runway
additions, terminal expansion projects, and purchase of
capital-intensive equipment (e.g. fire trucks) are considered
capital improvement expenses (Wells & Young 2003; p. 311).
In their role as public utility-like entities, airports interact with
several different stakeholders that provide capital funding.
Five key sources of capital funding exist for the airport:
6) FAA Airports Improvement Program (AIP) (G. Hamzaee &
Vasigh 2000)
7) Bonds (G. Hamzaee & Vasigh 2000)
8) Airport operating surplus (G. Hamzaee & Vasigh 2000)
9) Passenger Facility Charges (PFCs) (G. Hamzaee & Vasigh
2000)
10) State and local funding (Airports Council International -
North America 2009) (p. 22)
Figure 2 shows the average capital funding source
breakouts for large hubs1
.
Bonds, 32.5%
PFC,22.8%
AIP,17.9%
Local,12.0%
State, 5.1%
Cash/retained
earnings, 4.8%
Other,5.0%
2009 Airport Capital Funding Sources
LargeHubs
Figure 2 - Airport capital funding sources for large hubs (Airports Council
International - North America 2009; p. 10)
B. Airport Revenues
Airport revenues come from different sources and are
categorized as follows (Federal Aviation Administration
2001):
1
Large hubs are defined as having at least 1% of total annual passenger
boardings (Airports Council International - North America 2009; p. 22)
3. 3
Paper Number: 109
1) Aeronautical operating revenue: Including landing fees,
terminal rental fees, apron charges, FBO revenue, cargo
and hangar rentals, and aviation fuel taxes.
2) Nonaeronautical operating revenue: Including terminal
revenue (including food and beverage and retail revenue),
rental car revenue, and parking revenue.
3) Nonoperating revenue: Interest income, grants, and
Passenger Facility Charges
The largest source of revenues for large hubs is aeronautical
revenue, as shown in Figure 3.
Aeronautical
operating
revenue
41%
Non‐
aeronautical
operating
revenue
34%
Nonoperating
revenue
25%
2009 Airport Revenues
LargeHubs
Figure 3 - 2009 airport revenues for large hubs (Federal Aviation
Administration 2010)
IV. IDENTIFICATION OF AIRPORT STAKEHOLDERS
With the airport operating as a public utility, an inventory of
airport stakeholders and their objectives is required to form the
basis for evaluating the airport’s performance.
For the purpose of this paper a stakeholder is defined as
“any group or individual who can affect or is affected by the
achievement of the organization’s objectives” (Mitchell et al.
1997; p. 856). Table 1 describes a comprehensive list of
stakeholders generated through a review of the literature.
TABLE 1
AIRPORT STAKEHOLDERS
Stakeholder Group References Citing Group
Passengers (Upham 2003; Rhoades et al. 2000;
Neufville & Odoni 2003)
Air carriers (Upham 2003; Rhoades et al. 2000;
Offerman; Neufville & Odoni 2003;
Sarkis & Talluri 2004)
General aviation users (Rhoades et al. 2000)
Airport organization (Upham 2003; Rhoades et al. 2000;
Offerman; Sarkis & Talluri 2004)
Investors and bond-holders (Neufville & Odoni 2003)
Concessionaires (Rhoades et al. 2000; Neufville &
Odoni 2003)
Service providers (Upham 2003; Rhoades et al. 2000;
Neufville & Odoni 2003)
Employees (Upham 2003)
Federal government (Upham 2003; Offerman; Neufville &
Odoni 2003; Sarkis & Talluri 2004)
Local government (Upham 2003; Offerman; Neufville &
Odoni 2003; Sarkis & Talluri 2004)
Communities affected by
airport operations
(Upham 2003; Offerman)
NGOs, such as environmental
bodies
(Upham 2003)
Business, commerce, tourism,
arts, sports, and education
organizations
(Upham 2003)
Parking operators and ground
transportation providers
(Upham 2003; Neufville & Odoni 2003)
Airport suppliers (Upham 2003; Neufville & Odoni 2003)
As the following section shows, the categories of
“Business, commerce, tourism, arts, sports, and education
organizations” and “Airport suppliers” share many features in
common. These two groups will be treated jointly.
A. Analysis of Stakeholder Definitions and Goals
To examine the role of the airport stakeholders a precise
definition of stakeholders and their goals for the airport is
necessary. The purpose of this section is to identify the
airport’s goals from the point of view of each stakeholder
group.
1) Passengers
For passengers, the airport provides a transition point
between the ground and air transportation modes, or a
connection point between two flights. Different sub-types of
passengers have been identified (Neufville & Odoni 2003; pp.
610 - 611):
1) Arriving passengers
2) Originating passengers
3) Transfer passengers
4) International and domestic passengers
5) Charter and low-fare airline passengers
6) Shuttle/commuter passengers
These passenger types are not mutually exclusive; rather, an
individual passenger may be a member of more than one sub-
type of passenger categories. Arriving and originating
passengers are commonly referred to as origin and destination
(O&D) passengers.
Independent of the passenger classifications according to
the above attributes, the passengers may be viewed in two
different capacities in the context of this analysis. First,
passengers can be viewed as participants in the economic
system, either as business travelers or as tourist/leisure
travelers, purchasing services from airport service providers
and interacting in different ways with local businesses and the
local community. Second, passengers can be viewed as
individual travelers that have expectations about receiving
quality services, and passing through the airport system in a
convenient manner. These two perspectives have different
4. 4
Paper Number: 109
implications on the goals for the airports and will be treated
separately in the following subsections.
a) Passengers as Economic Participants
Passengers may participate in the economic system in one
of several ways:
1) As origin leisure/personal travelers: These are passengers
from the local community that use the airport as their
departure point for leisure or other personal travel.
2) As origin business travelers: These are travelers
representing local businesses, using the airport as their
departure point.
3) As destination leisure/personal travelers: These are visitors
to the region, for tourism or other personal purposes.
4) As destination business travelers: These are business
travelers coming to visit local businesses.
Each type of passenger has a different impact on the local
region, as will be discussed in section IV.A.2).
If the airport’s traffic is heavily geared toward O&D traffic,
then demand at the airport is more heavily dictated by the
local economy. In contrast, significant connecting (transfer)
passenger levels are less sensitive to the performance of the
local economy, but those traffic volumes may represent a
vulnerability for the airport since they are to a greater degree
dictated by a carrier’s viability and route decisions (Forsgren
2007; p. 2).
Passengers contribute toward the financing of airport capital
improvement projects through Passenger Facility Charges
(PFCs) of up to $4.50 per passenger. PFCs are paid directly
by passengers through airline tickets and proceeds must be
used for capital improvements at the airport that collected
them (Wells & Young 2003; p. 79).
The goals for passengers as economic participants relates to
the cost of travel: Providing access to low airfares is a key
objective for the airport in the view of air passengers (Michael
Cintron, International Air Passengers' Association 2009). The
role of passengers in the economic system is further discussed
in sections IV.A.2) and IV.A.11).
b) Passenger as Travelers
When considering the passengers as travelers as a
stakeholder group, the focus is on the passenger as an
individual. The goal of the airport from the individual
passenger viewpoint is “moving passengers quickly and
conveniently to where they need to go” (Michael Cintron,
International Air Passengers' Association 2009). This view
considers the airport as a transit point from one mode of
transportation to another, or as a connection point between
two different flights. Ensuring on-time performance was
raised as the most important aspect to achieving this objective.
2) Business, Commerce, Tourism, Arts, Sports, and
Education Organizations
The organizations that in various ways are customers of the
airport have been summarized as “business, commerce,
tourism, arts, sports, and education organizations” (Upham
2003). Figure 4 proposes a means for categorizing these
organizations based on the type of use they derive from the
airport: Some organizations are direct users of the airport by
importing or exporting services (i.e. business travelers) and
goods (raw materials or finished goods). Other organizations
are indirect customers of the airport as a result of their
customers (e.g. tourists) traveling through the airport. The
term “organizations” is used to encompass both for-profit and
not-for-profit organizations.
Organizations
Organizationswhose
clients arrivethrough
the airport
Organizationsthatare
directusers of the
airport
Importersof services
and goods
Exportersof services
and goods
Figure 4 – Organizations as customers of the airport
The airport serves as an engine of business activity for the
organizations in the region. The airport drives and supports
economic activity in several different ways, including both
through business activities directly at the airport and through
business activities throughout the regional economy (Button &
Stough 2000). These types of economic activity are described
in greater detail in section IV.A.11). Underlying goals for
maximizing this economic activity include maximizing
passenger volumes and traffic at the airport as well as
maximizing the number of destinations served and the
frequency of those services (Matt Erskine, Greater
Washington Board of Trade 2009). As a result of the different
types of use of the airport described in the previous paragraph,
the priority of one goal over another varies between
organizations.
3) Air Carriers
Air carriers provide the air transportation service from the
airports. Air carriers include both passenger and cargo
carriers and are classified into three subcategories
(Environmental Protection Agency 2000; p. 14-26):
1) Large certified carriers: These carriers have a certificate to
carry 61 passengers or more, payload equal to or greater
than 18,000 pounds, or conduct international operations
5. 5
Paper Number: 109
2) Small certified carriers: These carriers fly aircraft that carry
less than 61 passengers, carry less than 18,000 pounds,
and do not conduct international operations.
3) Commuter carriers: These are air taxis with a published
schedule of at least five weekly round trips between at
least two airports.
Air carriers select airports based on the passenger demand
for service to/from the airports (i.e. revenue generation
potential) and based on the cost of operating at the airport.
The airlines have the objective of achieving high yields,
(Doganis 2002; p. 16). Airports serve the role of providing
access to high yield markets. Attractive airports ensure low
cost of air carrier operations at the airport. This includes both
minimizing direct fees charged to air carriers through the
maximization of non-aeronautical revenues (Dallas Dawson,
Tampa International Airport 2009) and minimizing costs
incurred by air carriers through delay on the ground (Peter
Stettler, Ricondo and Associates 2009).
An airport may serve either as a hub for a carrier, with a
high portion of that carrier’s flights operating to/from the
airport, or as a non-hub airport with a lower portion of flights
for a given carrier (Belobaba et al. 2009; pp. 162-163). In
either situation, the airport should act as an efficient
hub/connection point, contributing to ensuring air carriers’ on-
time performance (Pat Oldfield, United Airlines 2009).
In addition, it is the expectation of air carriers that airports
ensure safety of operations on the airport surface (Kurt
Krummenacker, Moody's 2009).
4) General Aviation Users
General aviation encompasses many types of aviation
outside the air carrier definition, including (Wells & Young
2003) (p. 386):
1) Air taxi operators (except those air taxi operators listed in
section IV.A.3))
2) Corporate-executive transportation
3) Flight instruction
4) Aircraft rental
5) Aerial application
6) Aerial observation
7) Business
8) Pleasure
Several of the goals listed for air carriers in section IV.A.3)
also apply to general aviation in terms of on-time
performance, low costs, and safety. However, a representative
of a business aviation organization defined the primary goal of
airports as serving as access point to the national air
transportation system by providing good availability and high
capabilities in terms of instrumentation and services (Jeff
Gilley, National Business Aviation Association 2009).
5) Airport Organization
The airport organizational structure varies (Neufville &
Odoni 2003; p. 225) and can be comprised of an individual
airport such as Dallas Forth Worth Airport (DFW) (DFW
Airport 2009) or as a group of airports managed by the same
organization, such as the Metropolitan Washington Airports
Authority (MWAA) (Metropolitan Washington Airports
Authority 2009). The airport organization is overseen by a
board appointed by local governments, as described in section
IV.A.11).
In larger airports or systems of airports, a common feature
is that the organization includes a separation of operating units
which carry out on-going management of airport operations,
and they are separate from staff units which have
responsibility for (among several other areas) infrastructure
development (Neufville & Odoni 2003; p. 226-227).
The airport itself pays for some capital infrastructure
projects, as shown in section III. Airport operating revenues
come from sources such as landing fees, terminal leases and
proceeds from concessions sales. This revenue is used to pay
for the airport’s operating expense, but any surplus can be
used to contribute toward capital improvements (Dillingham;
p. 9).
A set of goals for the airport organization can be derived
from studying airports’ strategic plans and objectives and from
interviewing airport management experts.
The primary objective (sometimes referred to as the
“mission”) of the airport is to provide access to high quality
air services to its region. Other goals, such as ensuring strong
financial performance and high operational efficiency, are
considered as “means to an end” in that they enable the airport
to achieve this overarching goal (DFW Airport 2008; p. 2;
Hillsborough County Aviation Authority 2006; p. 5; Jim
Wilding, formerly with MWAA 2009).
A summary view of the airport’s goals is presented using
the structure of Denver International Airport’s strategic plan
(Denver International Airport 2009):
1) Excel in airport management: This goal includes:
a) Achieve high security and safety (City of Cleveland,
Department of Port Control 2007; p. 6; Denver
International Airport 2009; p.8; Hillsborough County
Aviation Authority 2006; p. 5)
b) Grow revenue and manage costs (City of Cleveland,
Department of Port Control 2007; p. 14; Denver
International Airport 2009; p.8; DFW Airport 2008;
p. 3; Hillsborough County Aviation Authority 2006;
p. 5)
c) Drive economic growth (Denver International Airport
2009; p.8)
d) Grow passenger numbers (City of Cleveland,
Department of Port Control 2007; p. 14; Denver
International Airport 2009; p.8)
e) Provide access to a high number of destinations and a
high frequency of service (Denver International
Airport 2009; p.8). This goal relates immediately to
the primary objective of the airport described above.
6. 6
Paper Number: 109
Airport management must also achieve a balance where
sufficient infrastructure capacity exists for handling
traffic while capacity is at the same time not over-built
(Paul McKnight, Jacobs Consultancy 2009; Frank
Berardino, GRA Inc 2009). Additionally, a key objective
for airports is to maximize non-aeronautical revenues
since that provides diversified revenues and allows for
keeping usage charges to air carriers low, thereby
potentially attracting more traffic (Chellie Cameron,
MWAA 2009; Peter Stettler, Ricondo and Associates
2009; Seth Lehman and Emma Walker, Fitch Ratings
2009).
2) Provide high levels of customer service: This goal includes
ensuring a good experience for both passengers and other
customers (City of Cleveland, Department of Port Control
2007; p. 7; Denver International Airport 2009; p. 9; DFW
Airport 2008; p. 3; Hillsborough County Aviation
Authority 2006; p. 5).
3) Develop environmentally sustainable practices and
minimize noise: This goal includes minimizing emissions,
energy consumption, etc., within the airport (Denver
International Airport 2009; p. 10; City of Cleveland,
Department of Port Control 2007; p. 14). Some airports,
such as Sea-Tac, are also beginning to expand their focus
by considering greenhouse gas emissions not only from
the airport-controlled operations but also from airlines
and other tenants as well as the public (Port of Seattle,
Sea-Tac Airport 2007; p. ES1). Related to this is the goal
of minimizing airport-related noise (Neufville & Odoni
2003; p. 167-170).
4) Develop high-performing employee teams: This goal relates
to developing effective and skilled employees (City of
Cleveland, Department of Port Control 2007; pp. 5, 15;
Denver International Airport 2009; p. 12) and maximizing
employee engagement (DFW Airport 2008; p. 3).
5) Enhance competitive advantage: This goal includes
providing competitive user rates and protecting the
airport’s physical infrastructure (Denver International
Airport 2009; p. 14; City of Cleveland, Department of
Port Control 2007; p. 13).
Some of these goals may be in competition with each other.
For instance, the goal of maximizing non-aeronautical revenue
can conflict with the goal of developing environmentally
sustainability and providing a good experience for passengers:
The latter two goals would be aided by promoting and
developing access to public transportation access modes to the
airport such as bus or rail. However, the goal of maximizing
non-aeronautical revenue is better served by maximizing
revenue-generation in the form of parking revenue from
private vehicles. In such instances, airport management must
balance the competing priorities in order to accomplish the
goals of the airport.
6) Investors and Bond-Holders
The majority of airport debt is of the general airport revenue
bond (GARB) type. GARB means that the bond is backed by
revenues generated from airport operations and not backed by
any government funding source. The credit ratings agencies
Moody’s, Standard and Poor’s, and Fitch Ratings participate
in this system by assigning grades of investment quality to the
airports’ bonds. The ratings agencies’ ratings affect the
interest rates and terms of the bonds (Wells & Young 2003; p.
336-339). A large number of factors impact the bond ratings,
including (Forsgren 2007; p. 2):
1) Historical and projected population growth
2) Historical and projected employment expansion and mix
3) Passenger growth
4) Airport utilization trends
5) Portion of origin and destination (O&D) traffic
6) The importance of the facility to the overall US system of
airports
7) Whether the airport is in a favorable geographic location
(e.g. is it a natural hub location?)
8) Airfield capacity and attractiveness of facilities
9) Debt burden and carrying costs
10) Financial strength of carriers with a lot of connecting
traffic, and their level of commitment to the airport
11) The role of the airport in the dominant carrier’s network
12) The level of legal flexibility for the airport to change the
rates it charges air carriers
7) Concessionaires
Airport concessionaires operate passenger services in
terminal buildings and may include food and beverage
services, retail services, and hotels. Concessions operators
pay the airport organization a fixed annual fee and/or a
percentage of gross revenues (Wells & Young 2003; p. 324).
Considering the concessions operators’ objective of
maximizing profits, the goals of the airport for these operators
are deduced to be maximizing passenger volumes and
minimizing the fees paid to the airport organization.
8) Service Providers
The service providers are private operators that offer
services to air carriers and general aviation users. Independent
operators may supply these services (e.g. fixed-base operators,
FBOs), but some of the services may also be provided by the
airport operator, the airline itself, or by another airline.
Services provided include (Neufville & Odoni 2003; pp. 268,
278):
1) Supply of aviation fuel and oil
2) Baggage handling and sorting
3) Loading and unloading of aircraft
4) Interior cleaning of aircraft
5) Toilet and water service
6) Passenger transport to/from remote stands
7) Catering transport
8) Routine inspection and maintenance of aircraft at the stands
7. 7
Paper Number: 109
9) Aircraft starting, marshalling, and parking
10) Aircraft de-icing
11) Passenger handling (e.g. ticketing and check-in)
12) Cargo and mail handling
13) Information services
14) Preparation of handling and load-control documents
15) Supervisory or administrative duties
Similar to concessionaires, independent service providers
pay a fee to the airport organization which is typically a
percentage of gross revenues (Neufville & Odoni 2003; pp.
268, 279). In a parallel to concessionaires, service provider
goals for the airport would include maximizing traffic
volumes and minimizing the fees paid to the airport
organization.
9) Employees
The employee category includes both direct employees of
the airports organization as well as employees of companies
operating at the airport, such as concessions operators. Some
employees are organized into unions, such as the Service
Employees International Union (SEIU USW West 2009) and
Unite Here (Unite Here 2009). The objective of the airport
from the perspective of those unions is to provide secure jobs,
wages, and benefits (Unite Here 2009).
10) Federal Government
The federal government participates in the airport system in
three different roles: As a bill-payer, as an operator, and as a
regulator. Each of these roles will be addressed in this section.
In terms of the government’s role as a bill payer for the
system, the Airports Improvement Program (AIP) is
administered by the FAA and its funding comes from the
Airport and Airway Trust Fund, which in turn is funded by
user fees and fuel taxes. AIP funds can be applied toward
projects that “support aircraft operations including runways,
taxiways, aprons, noise abatement, land purchase, and safety,
emergency or snow removal equipment” (Kirk 2003; p. 3). In
order to be eligible for AIP funding, airports must be part of
the National Plan of Integrated Airport Systems (NPIAS),
which imposes requirements on the airport for legal and
financial compliance (Wells & Young 2003; p. 329).
The NPIAS has two goals: To ensure that airports are able
to accommodate the growth in travel and to keep airports up to
standards for the aircraft that use them (FAA 2008; p. v).
The government’s role as airport operators includes three
different agencies:
1) FAA: The FAA is the operator of ramp, ground, local, and
departure/arrival air traffic control services (United States
Code of Federal Regulations 2010).
2) Transportation Security Administration (TSA): The TSA
provides passenger and baggage security screening
services. The TSA states that it is the goal for its baggage
screening operations to screen for explosives and other
dangerous items while maximizing efficiency
(Transportation Security Administration 2009). This can
be translated to state that it is the goal for the airport to
ensure secure transportation of people and goods while
minimizing the impact of security measures on legitimate
travelers and goods.
3) Customs and Border Protection (CBP): The CBP is
responsible for operating passport control and customs
inspections at international airports. The CBP states that
it is its mission to protect “our nation’s borders from
terrorism, human and drug smuggling, illegal migration,
and agricultural pests while simultaneously facilitating the
flow of legitimate travel and trade” (Customs and Border
Protection 2009). Just as for the TSA, this can be
translated to state that it is the goal for the airport to
ensure secure transportation of people and goods while
minimizing the impact of security measures on legitimate
travelers and goods.
Lastly, the federal government is a regulator of the airports
system. Airports that are included in the NPIAS are subject to
a number of federal regulations that are enforced by the FAA
and the Transportation Security Administration. The
regulations apply to both the airport infrastructure as well as to
service providers within the airport systems. The purpose of
these rules is to ensure the safe and efficient operations of
public-use airports (Wells & Young 2003; pp. 19-22).
11) Local Government
US airports are with few exceptions not private, profit-
making enterprises. Instead, airports are typically owned and
operated by public entities such as cities, counties, or local
airport authorities (Neufville & Odoni 2003).
For instance, Washington’s Dulles and National airports are
owned and operated by the Metropolitan Washington
Airport’s Authority (MWAA). The MWAA is officially a
body independent of the local government but its board is
appointed by the Governor of Virginia, the Mayor of the
District of Columbia, the Governor of Maryland and the
President of the United States).
Similarly, Newark, LaGuardia, JFK, Stewart International,
and Teterboro airports in metropolitan New York City are
owned by the Port Authority of New York and New Jersey
(The Port Authority of New York and New Jersey 2009).
Dallas-Fort Worth Airport is jointly owned by the City of
Dallas and the City of Forth Worth (DFW Airport 2009).
The government owners in the form of city and local
governments are represented by an airport board which is
responsible for the strategic direction of the airport and for
appointing airport management (Wells & Young 2003; p. 35).
The local government is supported in an advisory role by
federally funded Metropolitan Planning Organizations (MPOs)
who are charged with assisting in planning for aviation and
other transportation infrastructure for the local region
(Association of Metropolitan Planning Organizations 2010).
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Paper Number: 109
State and local government also contribute as bill-payers for
capital improvement projects (Airports Council International -
North America 2009).
The objectives of the airport from the point of view of the
local government is representative of those of the local
community it represents and involves both maximizing its
positive effects while minimizing its negative effects as
described in the subsequent paragraphs.
One form of positive impact of the airport is in the shape of
economic effects. There is significant literature on the
economic impact of airports. However, many studies are
sponsored by the airports authorities themselves, making them
“more political than analytical” (Cooper 1990). Although
there may be no definitive measure of the economic impact of
airports, a structure for the types of impacts of airports to their
regional communities has proposed (Button & Stough 2000):
1) Short-term impact from construction, expansion, and
renovation of airports
2) Sustained impact in the form of jobs at the airport (direct
impact) and off-airport jobs that result from the
“multiplier effect” of the income generated by employees
at the airport
3) Stimulus of the local economy as a result of firms and
individuals having air transportation services at their
disposal
4) Spurring other economic development by crossing
thresholds for economies of scale, scope, and density.
The authors note that this last form of impact is very
difficult to quantify.
Related to the objective of maximizing economic effects is
providing maximum access to air services that connect the
region to the country and the world. This involves
maximizing the number of destinations served and the
frequency of those services (Jim Wilding, formerly with
MWAA 2009; Kurt Krummenacker, Moody's 2009; Chellie
Cameron, MWAA 2009; Matt Erskine, Greater Washington
Board of Trade 2009).
As described for airport management in section IV.A.5), the
objective of the local government is also to minimize the
negative impact of the airport in the form of noise and
emissions.
12) Communities Affected by Airport Operations
The interest of communities affected by airport operations
is represented by the local government which was elected by
the constituents of those communities. Hence, the goals of the
airport for these communities are broadly aligned with the
goals described for the local government in the preceding
section, including maximizing economic impact, maximizing
destinations served and frequency, and minimizing emissions
and noise.
However, it should be noted that for individual groups of
community members, the objectives of the airport may be
different for others. According to Smith (Smith 1979; p. 47),
“how much people suffer from this growing nuisance depends
largely on where they live, which may have no bearing on
how much they benefit from the airport.” From this
reasoning, residents near the airport can be considered a
particularly significant subset of the overall group of
communities affected by airport operations.
The adverse effects of airports result from several sources,
including air traffic, ground vehicles on the airport, and
vehicles providing ground transportation to travelers (Wells &
Young 2003; pp. 354-361). The adverse effects include:
1) Noise
2) Air quality
3) Water quality
4) Hazardous waste emissions
5) Other externalities, including increased automobile traffic
congestion
13) NGOs, such as Environmental Bodies
Non-governmental organizations, such as environmental
bodies, fall in the category of “airport interest groups”.
Although they state that “there are many national
organizational and regional organizations that are deeply
interested in the operation of airports”, Wells and Young
(Wells & Young 2003; pp. 22-24) only list NGOs that can be
considered “pro-aviation”, such as the Aerospace Industries
Association, the Airports Council International – North
America, and the International Air Transportation Association.
However, interest groups with other interests also exist,
such as environmental bodies (Upham 2003). The US-
Citizens Aviation Watch is such an organization, which is
“dedicated to protecting the health, safety and welfare of
individuals and communities that are affected by the air
transport industry” (US-Citizens Aviation Watch 2009).
This indicates that there is no general description of the goal
of airports representing all NGOs.
14) Parking Operators and Ground Transportation
Providers
Ground transportation providers include rail service,
taxicabs, buses, shuttles, rental cars, and limousines, while
parking services may be provided both on and off the airport,
and either by the airports organization or by private
enterprises. From airport management’s point of view, the
desirable distribution between different modes of
transportation will vary dependent upon the individual
airport’s context (Wells & Young 2003; pp. 229-241).
Similar to concessionaires and airport service providers, the
revenues for parking operators and ground transportation
providers will be maximized through high passenger volumes
and (where applicable) low fees paid to the airport.
15) Airport Suppliers
Airport suppliers have the airport itself as the end customer.
These include for instance various contractor and consulting
firms and equipment suppliers (Upham 2003). Similar to
concessions, airport service providers, and ground
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Paper Number: 109
transportation providers, these suppliers benefit from growth
in traffic volumes.
B. Summary of Stakeholder Definitions and Goals
The discussion in section IV.A of stakeholders, definitions,
and their goals for the airport is summarized in TABLE 2.
TABLE 2
DESCRIPTION OF AIRPORT STAKEHOLDERS AND GOALS
Stakeholder
Group
Definition The Stakeholder ‘s Goals
for the Airport
Passengers O&D and transferring
passengers
- Move passengers quickly
and conveniently
- Ensure on-time
performance
- Provide access to low fares
Organizations Organizations in region - Maximize passenger and
traffic volumes
- Maximize number of
destinations served and
frequency of those services
Air carriers Passenger and cargo
carriers
- Ensure on-time
performance
- Ensure low cost of
operations
- Ensure safety of operations
- Provide access to high
yields
General aviation Air taxi, corporate
transportation, business
aviation, etc.
- Serve as access point to the
NAS through good
availability and high
equipment capability
Airport
organization
Individual airports or
multi-airport systems,
including management
and staff, with
responsibility for building
and operating the airport
- Achieve high security and
safety
- Grow revenue and manage
costs
- Drive economic growth
- Grow passenger numbers
- Find opportunities for new
destinations and increase
service frequency
- Ensure sufficient (but not
excessive) infrastructure
capacity
- Maximize non-aeronautical
revenues
- Maximize customer
satisfaction
- Achieve environmental
sustainability
- Minimize noise
- Develop employees
- Enhance competitive
advantage
Investors and
bond-holders
Individuals/organizations
holding bonds, and the
credit ratings agencies
- Optimize performance in
factors under consideration
(see section IV.A.6))
Concessionaires Operators of passenger
services such as food and
beverage and retail
- Maximize passenger
volumes
- Minimize fees paid
Service
providers
Providers of services to
air carriers, such as fuel
- Maximize traffic volumes
- Minimize fees paid
Employees Employees of the airport
organization and airport
tenants
- Provide secure jobs, wages,
and benefits
Federal
government
Bill-payer for
infrastructure (AIP),
operator of air traffic
control and security, and
system regulator.
- Ensure that airports can
accommodate growth
- Keep airports up to
standards
- Ensure safety, security, and
efficiency of operations
Local
government
Local entities such as
counties or cities which
own airports.
- Maximize economic
impact
- Maximize number of
destinations served and
frequency of those services
- Minimize noise and
emissions
Communities
affected by
airport
operations
Residents in region, and
in particular residents
near the airport
- Maximize economic
impact
- Maximize number of
destinations served and
frequency of those services
- Minimize noise and
emissions
NGOs, such as
environmental
bodies
Airport interest groups - Varies depending on the
interest group
Parking
operators and
Rail service, taxicabs,
buses, shuttles, rental
- Maximize passenger
10. 10
Paper Number: 109
ground
transportation
providers
cars, limousines, and on
and off airport parking
services
volumes
- Minimize fees paid
Airport
suppliers
Suppliers of contractor
and consulting services
and equipment
- Maximize traffic volumes
V. A MODEL OF AIRPORT STAKEHOLDER RELATIONSHIPS
Using the knowledge from section IV, a diagram of the
airport stakeholders and their interrelationships can be
constructed based on the descriptions of the
responsibilities/needs of each stakeholder and their primary
points of interactions. This section describes such a model.
A. Airport Stakeholder Model Overview
The stakeholder model is shown in Figure 5. At the center
of the diagram are the airport organization and the physical
airport infrastructure. The diagram shows that the service
providers are the primary entities that interact with the airport
infrastructure and that the end users in the form of passengers
interact with the service providers.
Passengers as
travelers
O&D
passengers
Transfer
passengers
Local community
Emissions‐
affected
residents
Airport
Infrastructure
Airport
Management and
Operations
FAA Airports Program (AIP)
Demand Capacity
Airport service boundary
Airport organizational
boundary
Governsthroughairportboard
Regulators
(FAA, TSA,
etc.)
Capital improvement bill payers
Bond
holders
Credit
ratings
Operating surplus
Aeronauticalandnon‐aeronauticalrevenue
Passenger Facility Charges
State and local funds
+ +
Noise‐affected
residents
Local government
Organizations
(businesses, non‐profits,
etc.)
PFCs
Regulations
Capital
funds
Metropolitan
Planning
Organization
Local economy
and community
Taxes
+
Voting
Demand/
revenue
Capacity/
service
Business
Business
Business
Planning
Planning
Passengers as
economic
participants
O&D
passengers
Transfer
passengers
Demand
Demand
Revenue
Expectationof service
Service experience
Jobs
Funding
Service Providers
(air carriers, concessionaires, air
traffic control, etc.)
Noise and
emissions
Figure 5 – Financial, customer, and other relationships between airport stakeholders
B. Airport Boundaries
Two different boundaries around the airport are identified in
the diagram: The airport organizational boundary and the
airport service boundary. In addition, grouping boundaries are
identified around the capital improvement bill payers and
around the local economy and community.
The airport’s organizational boundary shows the limits of
what is controlled by airport management. The boundary
shows that airport management, and by extension, the airport
board, can only control matters that relate to the design and
configuration of airport infrastructure and the operational
procedures and efficiency of its own organization. By
contrast, the airport has limited control over the services
provided at the airport such as the volume and types of air
service and the types and quality of airport concessions.
This limited control is of relevance when contrasted with
the airport service boundary. The airport service boundary
represents the service of the airport as a function irrespective
of the organizational responsibility for provisioning that
service. For stakeholders outside the airport organization, the
11. 11
Paper Number: 109
airport’s performance may be judged not only on parameters
within management’s control, but also by factors such as what
aircraft delays are or the frequency of services at the airport.
The arcs crossing the airport service boundary can be
considered inputs to and outputs from the airport system. One
can consider the concept of attaching “sensors” at these
intersection points to measure the broader performance of the
airport service in terms of generation of jobs, output of
pollution and noise, service to passengers, etc.
C. System Loops
Within the diagram, several loops can be identified. These
are either positively reinforcing loops where increased activity
in one node propagates to increased activity in other nodes, or
negatively reinforcing loops where increased activity in one
node propagates to limitations in activity in other nodes.
Depending on the nature of the loop, the timing of the impact
of the loop effect will vary.
The loops in the system include:
1) Airport traffic and infrastructure capacity positively
reinforcing loop: Increases in traffic at the airport results
in increased revenues for the airport in various forms.
That in turn provides funding for capacity increases, and
those capacity increases permit further growth. The
planning horizon for airport infrastructure is lengthy and
is dependent on projections about future growth in airport
traffic. A typical time horizon would be 10 to 20 years
(Neufville & Odoni 2003; p. 70). This loop is highlighted
in red in Figure 6.
Passengers as
travelers
O&D
passengers
Transfer
passengers
Local community
Emissions‐
affected
residents
Airport
Infrastructure
Airport
Management and
Operations
FAA Airports Program (AIP)
Demand Capacity
Airport service boundary
Airport organizational
boundary
Governsthroughairportboard
Regulators
(FAA, TSA,
etc.)
Capital improvement bill payers
Bond
holders
Credit
ratings
Operating surplus
Aeronauticalandnon‐aeronauticalrevenue
Passenger Facility Charges
Service Providers
(air carriers, concessionaires, air
traffic control, etc.)
State and local funds
+ +
Noise‐affected
residents
Local government
Organizations
(businesses, non‐profits,
etc.)
PFCs
Regulations
Capital
funds
Metropolitan
Planning
Organization
Local economy
and community
Taxes
+
Voting
Demand/
revenue
Capacity/
service
Business
Business
Business
Planning
Planning
Passengers as
economic
participants
O&D
passengers
Transfer
passengers
Demand
Demand
Revenue
Expectationof service
Service experience
Jobs
Funding
Figure 6 - The airport traffic and capacity loop (outlined in red)
2) Airport noise and emissions negatively reinforcing loop:
From increases in airport traffic comes increased noise
and emissions from airport operations and service
providers. That has a negative impact on the local
community, which may result in limitations on future
growth in capacity and restrictions on operations at the
airport, thereby constraining the opportunity for further
growth of the airport. Operational restrictions on the
airport arise as a result of decisions within the local
jurisdiction precipitated by community reactions to airport
activity and this has a time horizon of several years, in
order to go through the process of a Notice of Proposed
Rulemaking (Wolfe & NewMyer 1985; pp. 83-85). In
contrast, the constraining impact on capacity increases at
the airport shares the same time horizon as the positively
reinforcing loop described in the previous bullet of 10 to
20 years (Neufville & Odoni 2003; p. 70). This loop is
highlighted in red in Figure 7.
Passengers as
travelers
O&D
passengers
Transfer
passengers
Local community
Emissions‐
affected
residents
Airport
Infrastructure
Airport
Management and
Operations
FAA Airports Program (AIP)
Demand Capacity
Airport service boundary
Airport organizational
boundary
Governsthroughairportboard
Regulators
(FAA, TSA,
etc.)
Capital improvement bill payers
Bond
holders
Credit
ratings
Operating surplus
Aeronauticaland non‐aeronauticalrevenue
Passenger Facility Charges
State and local funds
+ +
Noise‐affected
residents
Local government
Organizations
(businesses, non‐profits,
etc.)
PFCs
Regulations
Capital
funds
Metropolitan
Planning
Organization
Local economy
and community
Taxes
+
Voting
Demand/
revenue
Capacity/
service
Business
Business
Business
Planning
Planning
Passengers as
economic
participants
O&D
passengers
Transfer
passengers
Demand
Demand
Revenue
Expectationof service
Service experience
Jobs
Funding
Service Providers
(air carriers, concessionaires, air
traffic control, etc.)
Noise and
emissions
Figure 7 - The airport noise and emissions loop (outlined in red)
3) Economic activity positively reinforcing loop: Increased
passenger and cargo volumes results in economic growth.
In return, greater economic growth results in increased
passenger and cargo volumes. Conversely, fluctuations in
the regional, national, and international economy will also
cause fluctuations in passenger and cargo volumes at the
airport. The timing of this effect can be characterized as
on-going as it is a continuous and reinforcing effect
(Figure 1) and is supported by Engel’s law which states
that as individual income increases, the percentage of
income spent on items such as recreation rise rapidly
(Wyand 1938; pp. 220-221). This loop is highlighted in
red in Figure 8.
12. 12
Paper Number: 109
Passengers as
travelers
O&D
passengers
Transfer
passengers
Local community
Emissions‐
affected
residents
Airport
Infrastructure
Airport
Management and
Operations
FAA Airports Program (AIP)
Demand Capacity
Airport service boundary
Airport organizational
boundary
Governsthroughairportboard
Regulators
(FAA, TSA,
etc.)
Capital improvement bill payers
Bond
holders
Credit
ratings
Operating surplus
Aeronauticaland non‐aeronauticalrevenue
Passenger Facility Charges
Service Providers
(air carriers, concessionaires, air
traffic control, etc.)
State and local funds
+ +
Noise‐affected
residents
Local government
Organizations
(businesses, non‐profits,
etc.)
PFCs
Regulations
Capital
funds
Metropolitan
Planning
Organization
Local economy
and community
Taxes
+
Voting
Demand/
revenue
Capacity/
service
Business
Business
Business
Planning
Planning
Passengers as
economic
participants
O&D
passengers
Transfer
passengers
Demand
Demand
Revenue
Expectationof service
Service experience
Jobs
Funding
Figure 8 - The economic activity loop (outlined in red)
VI. CONCLUSIONS: IMPLICATIONS ON AIRPORT
PERFORMANCE BENCHMARKING
Comparative benchmarking of airports is used for
measuring their success in meeting their established goals.
The purposes of benchmarking include (Elmuti & Kathawala
1997):
1) Performance assessment: Identifying areas of weakness that
can be targeted for improvement.
2) Growth potential: Conducting a comparison to identify
opportunities for growth.
Published airport benchmarks (e.g. Bazargan & Vasigh
2003; Sarkis & Talluri 2004; Sarkis 2000; and Gillen & Lall
1997) do not account for the fact that US airports function as
public utilities and must address multiple stakeholder
concerns. Benchmarking of US airports should be grounded
in the goals of their stakeholders. As the analysis in section
IV shows, the goals for the airport vary depending on the
stakeholder. In fact, the analysis shows that stakeholders
sometimes have conflicting goals. For instance:
1) Passengers want access to low fares while air carriers want
access to high-yield markets.
2) Residents in the local community want a minimum of noise
and emissions but a number of other stakeholder groups
want traffic to be maximized.
This paper identifies the airport stakeholders, their
objectives for the airport, and the relationships between the
stakeholders.
The analysis identifies two conceptual boundaries around
the airport: 1) A boundary around the airport organization; and
2) a boundary around the airport service, which also includes
service providers such as air carriers. The analysis shows that
stakeholders who are located outside the airport service
boundary have objectives whose fulfillment is not fully under
the control of airport management.
As US airports are public utilities, benchmarking of airport
performance must be based on the goals of one or more airport
stakeholders, and depending on the stakeholders included in
the analysis conflicting goals may exist. Airport management
must balance these sometimes opposing objectives for their
stakeholders in determining performance goals.
The analysis also shows that not all aspects of stakeholders’
performance goals for the airport are under the control of
airport management. This is an important consideration in
determining the right performance metrics for an airport
performance benchmark and in interpreting the results of the
airport benchmark.
A stakeholder-driven benchmark of airport performance can
be a useful tool for determining in which airport improvement
investments should be made since it can determine where the
greatest benefits can be generated. The analysis shows that
such a benchmark should be based on the goals of a number of
airport stakeholders, and that it should not only be limited to
factors within the direct control of airport management.
Similarly, benchmarks can be used to guide financial
decisions about where to add or drop services for airport
service providers. Such benchmarks must also be founded in
the goals of those service providers when performance metrics
are selected.
Future work should evaluate the degree to which all
stakeholders’ airport objectives are addressed by existing
benchmarks. Where gaps exist, the appropriate performance
metrics should be identified and benchmarks should be
conducted.
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