The use of Business Intelligence to maximise airport retail and F&B performan...John de Giorgio
Concessionaire Analyzer+ allows airport terminals to centrally collect retail and F&B sales data from concessionaires into a data warehouse, to combine it with flight and passenger numbers information and, using business intelligence techniques, allow them to better understand the retail patterns in the airport. Assess performance, benchmark concessionaires, product categories, terminals and zones so as to identify the operational and marketing tactics which assist in boosting performance.
Identifying Income Per Passenger by route, by flight, by time of day and day of the week, as well as per concessionaire.
Negotiate with airlines and airport concessionaires from a position of knowledge and work with your concessionaires to improve retail and F&B sales in the airport terminal.
Concessionaire Analyzer+ (CA+) is a software solution that allows airport terminal operators to analyse non-aviation activities of concessionaires to maximise airport revenues. CA+ allows sales data from concessionaires to be centrally collected, analysed, reported on, audited, used for invoicing and be the subject of BI, enabling airports to assess spend by passenger, carrier, route, day, time, location, and gives insight into the impact of external events (eg: delays).
This enables terminal operators to better understand retail flows and undertake more effective negotiations with both carriers and concessionaires to optimise the retail mix. CA+ acts as the central intelligence of all retailing activity in the airport terminal. It also provides facilities to maintain concessionaire contracts with complex revenue share schemes and guarantees among other elements, and the generation of concessionaire billing.
Mag-stripe and EMV Transactions - How they differVerifone
EMV-based payments seems so simple right? You stick your card in the payment terminal slot, leave it there for a few seconds and you're done. Easy yes. But there's a whole lot of work that goes on behind the scenes to make it easy to use. This graphic shows the differences between today's mag-stripe transaction and an EMV one.
VeriFone eBook: Mobile Commerce - Challenge or Opportunity?Verifone
The Unstoppable Mobile Revolution - With more than 1 Billion smartphones worldwide, retailers are taking notice of the benefits and opportunities provide by mobile payments. This eBook by VeriFone explores the opportunities of mobile for both retailers and consumers alike.
Commercial Vehicle buyer- The changing buyer behaviorManish Harodia
Digital adoption seems to have been accelerated for the CV buyers in India- a category wrongly perceived to be away from digital world. Happy and Interesting findings, I must say.
Retail Payments Report - Sponsored by VeriFoneVerifone
This survey aimed to see if the goals of Retailers and Merchants are aligned with the suppliers of technology and services to both Consumers and Retailers/Merchants. Especially in focus are new technologies like contactless cards, NFC payments on cards or in wallets, QR-codes, related values added mobile services, and the mobile-POS terminals (mPOS) launched for the emerging markets of small and mobile merchants.
The use of Business Intelligence to maximise airport retail and F&B performan...John de Giorgio
Concessionaire Analyzer+ allows airport terminals to centrally collect retail and F&B sales data from concessionaires into a data warehouse, to combine it with flight and passenger numbers information and, using business intelligence techniques, allow them to better understand the retail patterns in the airport. Assess performance, benchmark concessionaires, product categories, terminals and zones so as to identify the operational and marketing tactics which assist in boosting performance.
Identifying Income Per Passenger by route, by flight, by time of day and day of the week, as well as per concessionaire.
Negotiate with airlines and airport concessionaires from a position of knowledge and work with your concessionaires to improve retail and F&B sales in the airport terminal.
Concessionaire Analyzer+ (CA+) is a software solution that allows airport terminal operators to analyse non-aviation activities of concessionaires to maximise airport revenues. CA+ allows sales data from concessionaires to be centrally collected, analysed, reported on, audited, used for invoicing and be the subject of BI, enabling airports to assess spend by passenger, carrier, route, day, time, location, and gives insight into the impact of external events (eg: delays).
This enables terminal operators to better understand retail flows and undertake more effective negotiations with both carriers and concessionaires to optimise the retail mix. CA+ acts as the central intelligence of all retailing activity in the airport terminal. It also provides facilities to maintain concessionaire contracts with complex revenue share schemes and guarantees among other elements, and the generation of concessionaire billing.
Mag-stripe and EMV Transactions - How they differVerifone
EMV-based payments seems so simple right? You stick your card in the payment terminal slot, leave it there for a few seconds and you're done. Easy yes. But there's a whole lot of work that goes on behind the scenes to make it easy to use. This graphic shows the differences between today's mag-stripe transaction and an EMV one.
VeriFone eBook: Mobile Commerce - Challenge or Opportunity?Verifone
The Unstoppable Mobile Revolution - With more than 1 Billion smartphones worldwide, retailers are taking notice of the benefits and opportunities provide by mobile payments. This eBook by VeriFone explores the opportunities of mobile for both retailers and consumers alike.
Commercial Vehicle buyer- The changing buyer behaviorManish Harodia
Digital adoption seems to have been accelerated for the CV buyers in India- a category wrongly perceived to be away from digital world. Happy and Interesting findings, I must say.
Retail Payments Report - Sponsored by VeriFoneVerifone
This survey aimed to see if the goals of Retailers and Merchants are aligned with the suppliers of technology and services to both Consumers and Retailers/Merchants. Especially in focus are new technologies like contactless cards, NFC payments on cards or in wallets, QR-codes, related values added mobile services, and the mobile-POS terminals (mPOS) launched for the emerging markets of small and mobile merchants.
HotSpot uses mobile phones to make paying for parking easier and more valuable to a community. More consumers enjoy their downtown parking, and buying, experiences... businesses provide VIP services (like free parking) that encourage shopping ... cities get a free management platform. Everybody wins!
How airports can use social media to drive retailSimpliFlying
This presentation was delivered by Robert Cook, Principal at SimpliFlying, at Kulala Lumpur International Airport's Retail conference.
The presentation highlights how airports are using, and can use social media to drive results and revenues, especially from in-airport retail.
How airlines use technology to improve passenger experience by 2016 - The Air...Tom Knierim
The Airline IT Trends Survey, co-sponsored by Airline
Business and SITA shows an airline IT climate that is
cautiously improving. IT budgets are expected to improve at
the majority of airlines in 2013, while the global level of IT
operational spending should reach an estimated US$10 billion
in 2013.
Airline IT investment priorities continue to focus on mobilizing
the passenger journey, as they have done for the last three
years, but airlines are also showing a strong interest in
improving business intelligence to better understand their
operations and customers.
The overall impression from this year’s survey is one of an
industry that is fast adopting the digital world. This is bringing
many advantages in the form of automation and new services,
but also challenges in making sure these technologies can
be widely adopted so that passengers benefit at both ends of
their journey.
For the last 15 years we have been tracking the key technology
trends of airlines. More recently we have complemented
this research by publishing surveys on technology trends
in the wider air transport industry, including airports and
passengers. Taken together, they provide a unique perspective
on the way technology is shaping the future of air travel.
We welcome any feedback or comments on the survey.
For more information on all our surveys and accompanying
features and analysis, visit www.sita.aero/surveys.
ChecPOS Retail POS Software is a comprehensive store management system for every aspect of your retail business operations. From simple inventory control to advanced business intelligence , sales operations and staff management, ChecPOS enables you to run your single or multiple location retail chain.
Slide deck presented at WiWo Convention³ on Mobile Payment, 04/11/2015 in Berlin. Describes the state of mPOS and the opportunities it presents for different merchant segments
Keynote presentation to Retail Week's Innovation in Payments Conference, London, September 2016.
Covers: Research on consumer attitudes to payments, main problems confronting multi-channel retail today, my views on likely success of Apple and Android Pay.
Retail Technology - The Need for a New ApproachOliver Guy
Retailers are struggling to compete, struggling to innovate, finding change difficult.
Like their counterparts in many industries, the set-up of their existing IT architecture is holding them back preventing them quickly adapting to new business models and exploiting opportunities.
A new approach is needed to re-establish market leadership.
mPOS is wasted on Micro-merchants. Why this market hasn't grown as fast as ex...Geoffrey Barraclough
Mobile point of sale terminals (mPOS) were much hyped for as a tool for the emerging micro-merchant segment.
In reality, very small businesses have largely ignored these products but the innovation that they embody is very relevant for much larger ones.
I made this presentation at mpOS World in Frankfurt on 1 July 2015.
Next edition will be held in November 2017. Stay tuned!
http://targiehandlu.pl/ BTW
We have another, similar event in Berlin http://ecommerceberlin.com/
Mobile point of sale (mPOS) has largely failed to deliver its early promise. This deck explains the mistakes that led to the over-hyped forecasts of 2012. It then outlines an alternative ecosystem for small business commerce including hardware, software and payments. This is SmartPOS. Merchant acquirers and other payment providers need to get inside these bundles or commercialise their own.
This can help you decide why you should include customer experience as a major factor in the growth of your business.
And enhance customer service quality.
HotSpot uses mobile phones to make paying for parking easier and more valuable to a community. More consumers enjoy their downtown parking, and buying, experiences... businesses provide VIP services (like free parking) that encourage shopping ... cities get a free management platform. Everybody wins!
How airports can use social media to drive retailSimpliFlying
This presentation was delivered by Robert Cook, Principal at SimpliFlying, at Kulala Lumpur International Airport's Retail conference.
The presentation highlights how airports are using, and can use social media to drive results and revenues, especially from in-airport retail.
How airlines use technology to improve passenger experience by 2016 - The Air...Tom Knierim
The Airline IT Trends Survey, co-sponsored by Airline
Business and SITA shows an airline IT climate that is
cautiously improving. IT budgets are expected to improve at
the majority of airlines in 2013, while the global level of IT
operational spending should reach an estimated US$10 billion
in 2013.
Airline IT investment priorities continue to focus on mobilizing
the passenger journey, as they have done for the last three
years, but airlines are also showing a strong interest in
improving business intelligence to better understand their
operations and customers.
The overall impression from this year’s survey is one of an
industry that is fast adopting the digital world. This is bringing
many advantages in the form of automation and new services,
but also challenges in making sure these technologies can
be widely adopted so that passengers benefit at both ends of
their journey.
For the last 15 years we have been tracking the key technology
trends of airlines. More recently we have complemented
this research by publishing surveys on technology trends
in the wider air transport industry, including airports and
passengers. Taken together, they provide a unique perspective
on the way technology is shaping the future of air travel.
We welcome any feedback or comments on the survey.
For more information on all our surveys and accompanying
features and analysis, visit www.sita.aero/surveys.
ChecPOS Retail POS Software is a comprehensive store management system for every aspect of your retail business operations. From simple inventory control to advanced business intelligence , sales operations and staff management, ChecPOS enables you to run your single or multiple location retail chain.
Slide deck presented at WiWo Convention³ on Mobile Payment, 04/11/2015 in Berlin. Describes the state of mPOS and the opportunities it presents for different merchant segments
Keynote presentation to Retail Week's Innovation in Payments Conference, London, September 2016.
Covers: Research on consumer attitudes to payments, main problems confronting multi-channel retail today, my views on likely success of Apple and Android Pay.
Retail Technology - The Need for a New ApproachOliver Guy
Retailers are struggling to compete, struggling to innovate, finding change difficult.
Like their counterparts in many industries, the set-up of their existing IT architecture is holding them back preventing them quickly adapting to new business models and exploiting opportunities.
A new approach is needed to re-establish market leadership.
mPOS is wasted on Micro-merchants. Why this market hasn't grown as fast as ex...Geoffrey Barraclough
Mobile point of sale terminals (mPOS) were much hyped for as a tool for the emerging micro-merchant segment.
In reality, very small businesses have largely ignored these products but the innovation that they embody is very relevant for much larger ones.
I made this presentation at mpOS World in Frankfurt on 1 July 2015.
Next edition will be held in November 2017. Stay tuned!
http://targiehandlu.pl/ BTW
We have another, similar event in Berlin http://ecommerceberlin.com/
Mobile point of sale (mPOS) has largely failed to deliver its early promise. This deck explains the mistakes that led to the over-hyped forecasts of 2012. It then outlines an alternative ecosystem for small business commerce including hardware, software and payments. This is SmartPOS. Merchant acquirers and other payment providers need to get inside these bundles or commercialise their own.
This can help you decide why you should include customer experience as a major factor in the growth of your business.
And enhance customer service quality.
Success Story: Denver International Airport, United StatesYingli Solar
With the completion of a 4.4 MW solar installation, Denver International Airport (DIA) is now home to the largest solar array at a commercial airport in the United States.
Washington Dulles International Airport and Reagan National Airport Spring 20...MarketPlaceDevelopment
MarketPlace Development, in conjunction with the Metropolitan Washington Airports Authority (MWAA), invited all local, regional, and national retailers, quick- service food operators, and restaurateurs to learn more about the opportunities that will be available for the thrid phase of leasing at Ronald Reagan Washington National Airport (DCA) and Washington Dulles International Airport (IAD) on March 26, 2014.
Where Airport Retail Is Heading | airporttrends•com | ACI 2014 Zurichairporttrends•com
Presentation by airporttrends•com's Hildegard Assies at the 2014 Airport Trading Conference in Zurich.
In order to create an unique sense of place, airports have realized they had to differentiate the passenger experience. Not only by designing seamless, efficient, processes and fancy terminals, but by creating a distinct ambiance with a unique and flexible portfolio of retail, food & beverage and service concepts.
Uniqueness is achieved by developing innovative concepts, preferable with a local flavour by featuring local brands and experiences, as well as global brands that offer a selection of local products (‘glocalization’).
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
Equity Research on Spicejet with a buy recommendation and a target price of INR 133.34. The valuation was done on 6th June 2017. The market price on 6/6/2017 was INR 105.65.
Analysis of recent transactions in Automobile parts & equipments Industry detailing on Transaction Multiples (Revenue & EBITDA), Multiples Chart, Active Buyers & Transaction Data. A goldmine of resource for Entrepreneurs.
globalaviationaerospace.com
Key Business and Technology Trends in Aerospace and Defense
Pricing pressures and government regulations affect R&D
Demand for product innovation and modernization grows
Cybersecurity threats and costs rise
Skills shortage continues
Analysis of recent transactions in Advertising Industry detailing on Transaction Multiples (Revenue & EBITDA), Multiples Chart, Active Buyers & Transaction Data. A goldmine of resource for Entrepreneurs.
CSC's 2015 Aerospace and Defence Market Survey (in association with AIA)Pavandeep Virk
Perspectives of A&D Leaders on Key Business
and Technology Trends:
- Pricing pressures and government regulations affect R&D
- Demand for product innovation and modernization grows
- Cybersecurity threats and costs rise
- Skills shortage continues
Pav Virk
pvirk@csc.com
CSC - 2015 A&D Survey (in association with AIA)Pavandeep Virk
Perspectives of A&D Leaders on Key Business
and Technology Trends:
- Pricing pressures and government regulations affect R&D
- Demand for product innovation and modernization grows
- Cybersecurity threats and costs rise
- Skills shortage continues
Pav Virk
pvirk@csc.com
Flight Path To Survival: Business process outsourcing helps airlines, hotels,...WNS Global Services
Business process outsourcing (BPO) represents a strategic and efficient option for companies looking to thrive in these tumultuous times. If implemented properly, BPO can be a fast and simple solution to rapidly reduce costs, help organizations survive the economic downturn and set the stage for future growth. In this article, through various examples, the author demonstrates how business process outsourcing (BPO) can help the airline; hotels and car rental industry survive this economic downturn. It also offers eight simple rules to ensure success of your business process outsourcing program. Finally the author also suggests the various travel processes that companies can outsource.
Read more such articles at http://www.wns.com/Insights/Articles/tabid/81/Default.aspx
The ever evolving distribution landscape – a focus on emerging channelsMarinet Ltd
While some newer channels should be analyzed at really a property level for their true incrementality, the burden really lies at that compset level – will a hotel lose market share if they don’t participate with a certain provider when their direct competitor is?
A quarterly insights report produced for the Market Intelligence Group of the European Travel Commission (ETC)
by Tourism Economics (an Oxford Economics Company)
Anatomy of visual first experience best practicesMarinet Ltd
The text-only websites of the early 2000’s have—slowly but surely—been replaced by graphically and
visually-driven web interfaces. Faster broadband speeds, cellular networks, and high resolution screens have increased demand for attractive visuals to drive content, to the point that roughly one third of pixel real estate on the web is image content.
The year 2011 closes with positive indicators for hotel business throughout the European Union, with an average of 5.5% growth in the RevPAR as a result of increased
occupancy combined with growth in average daily rates.
And yet, the dynamic that was seen until Spring 2011 slowed in the last quarter, ending on a first decline last December.
Europe is facing the challenge of renewing its hotel supply and of taking back control over distribution by the hotel operators.
VEGA is the world’s largest consortium of economic growth volunteer organizations with decades of experience leading international efforts to combat poverty and promote sustainable economic growth. Having worked in 140 developing and transitional countries, VEGA’s seventeen member organizations provide broad representation of the international development community along the entire spectrum of economic growth programs.
The disruptive impact of technology can either be interpreted as a dangerously destabilizing force or as an open door for creative change. In either case, there are winners and losers. It is difficult to ignore the disruptive aspects of technology in 2011. The bankruptcy of Borders, the US bookstore chain, was testimony both to the growing proliferation of e-readers like the iPad and the Kindle, and to the giant conglomerate’s failure to adjust to market changes quickly enough. It also raised serious questions about the future of the giant bricks-and-mortar discount chains when consumers can easily compare prices and order on line. Blockbuster, which had built its movie rental business on the ability of its networked computers to predict which movies were likely to be the most popular, suffered a similar fate. This time it was the consumer shift to watching streaming videos online. Conventional TV and cable companies also felt the pressure. Sony Pictures, which had cashed in on the growing fascination with gaming online and had turned out to be a major hit with its PlayStation network, was forced to suspend operations for a month in April because it had not taken sufficient security precautions to protect its network. LulzSec, a group estimated to be six youthful hackers, cracked into Sony servers and stole passwords and confidential information concerning a million customers. Clean-up and insurance costs from the debacle were estimated at more than US$ 170 million.
European tourism 2011 - Trends & ProspectsMarinet Ltd
A quarterly insights report produced for the Market Intelligence Group of the European Travel Commission (ETC) by Tourism Economics (an Oxford Economics Company)
Technology and Independent Distribution in the European Travel Industry
Travel and tourism plays a major role in the European economy, providing direct and indirect contributions totalling €1.3 trillion, or roughly 10%, of the EU’s GDP in 2010. The industry provides direct employment to 8.4 million European citizens, representing nearly 4% of EU employment.
Marketing ROI, Opportunities, and Challenges in Online and Social Media Channels for Destination and Marketing Firms
Senior lodging and destination marketing executives often make vendor and marketing channel decisions without sufficient time to investigate the ROI of alternative strategies or emerging
media choices. An internet-based survey of 426 marketing executives, drawn from the TravelCom 2011 conference and Cornell Center for Hospitality Research database, with support from Vantage Strategy and iPerceptions, found a wide range of expenditures on online
marketing, as well as considerable diversity in organizational structures. Two-thirds of the sample comprised accommodation marketers, with the remainder being destination marketers or those responsible for other types of marketing. Nearly three-quarters of the respondents reported spending
less than $10,000 on mobile media in 2010, about two thirds spent less than $10,000 on all social media marketing. About 80 percent of the marketers said that they produced Twitter campaigns and social promotions in-house, but such functions as search engine optimization and pay-per-click advertising are largely outsourced. Accommodation firms are more likely to outsource all social media functions,
including pay-per-call, Twitter campaigns, and pay-per-click management. Destination marketers, on
the other hand, generally handle more functions in-house. Two-thirds of the entire sample said the
2010 e-commerce budgets had increased with respect to 2009. Sixty percent of accommodation
marketers anticipated a further increase in 2011, and 71 percent of the destination marketers said their
2011 budgets would increase.
Creating Value for Women Business Travelers: Focusing on Emotional Outcomes
Given the dramatic increase in women business travelers, addressing the needs of this
market segment has become increasingly critical for hotel companies. While previous
research has attempted to identify the specific items or features which women travelers
want from their hotel stay, this report suggests a more holistic approach to capturing this
market segment. Rather than emphasize the importance of specific items that fluctuate from one survey
to the next, this study instead suggests that managers focus on how combinations of services, amenities,
and facilities contribute to the desired affective responses sought by women business travelers. Based
on a review of the literature on gender and emotion, a model is presented that emphasizes the flexibility
managers have to accommodate women travelers within the context of a particular property. A
convenience survey of hotel managers’ perceptions of women’s preferences shows that women are
developing a clear and consistent message about the need to feel safe, comfortable, empowered, and
pampered. Guided by these themes, hotel managers are in an excellent position to go beyond a focus
on individual attributes and amenities to provide an experience that exceeds the expectations of this
dynamic and growing market segment.
Brand segmentation in the hotel and cruise industriesMarinet Ltd
Brand Segmentation in the Hotel and Cruise Industries: Fact or Fiction?
An analysis of a consumer database calls into question the idea, common among academic
observers, that market segmentation can work as a grand strategy for either cruise lines or
for hotel brands. In pursuing a market segmentation strategy, a brand would focus its efforts
on a discrete group of consumers to the exclusion of other groups. In so doing, that brand
would attempt to forestall that set of customers from doing business with competitors. Using data
drawn from a sample of over 40,000 respondents in the United States, this study finds no such exclusivity
for large market segments. One reason for this is that hotel and cruise markets are not sufficiently
segmented for such a strategy to succeed.
How To Change Name On Volaris Ticket.pdfnamechange763
How to change name on Volaris ticket? This is one of the most common questions asked by travelers flying with Volaris Airlines. The mentioned details can help you with your name rectification on the airline ticket. If you are still facing difficulties call the consolidation desk at +1-800-865-1848.
Antarctica- Icy wilderness of extremes and wondertahreemzahra82
In this presentation, we delve into the captivating realm of Antarctica, Earth's southernmost continent. This icy wilderness stands as a testament to extremes, with record-breaking cold temperatures and vast expanses of pristine ice. Antarctica's landscape is dominated by towering glaciers, colossal icebergs, and expansive ice shelves. Yet, amidst this frozen expanse, a rich tapestry of unique wildlife thrives, including penguins, seals, and seabirds, all finely attuned to survive in this harsh environment. Beyond its natural wonders, Antarctica also serves as a vital hub for scientific exploration, providing invaluable insights into climate change and the Earth's history
London Country Tours, the foremost travel partner offers customized Stonehenge tours from London coming with private tour guides and direct access to the inner circles. Visit: https://www.londoncountrytours.co.uk/tour/tours-to-stonehenge-oxford/
Exploring Montreal's Artistic Heritage Top Art Galleries and Museums to VisitSpade & Palacio Tours
Montreal boasts a vibrant artistic heritage, showcased in its top art galleries and museums. From the expansive collections at the Montreal Museum of Fine Arts to the cutting-edge exhibits at the Musée d'art contemporain, discover the city's rich cultural landscape. Experience dynamic street art, indigenous works, and contemporary pieces, reflecting Montreal's diverse and innovative art scene.
Discover Palmer, Puerto Rico, through an immersive cultural tour that unveils its rich history and vibrant traditions. Experience lively festivals, savor authentic cuisine, and explore local markets. Visit historical landmarks, museums, and stunning colonial architecture. Engage with friendly locals, enjoy live music, and hike scenic nature trails, all while participating in cultural workshops and discovering unique artisan crafts.
During the coldest months, Italy transforms into a winter wonderland, providing visitors with a very unique experience. From the Settimana Bianca ski event to the lively Carnevale celebrations, Italy's winter festivities provide something for everyone. Enjoy hot cocoa, eat hearty comfort foods, and buy during winter deals. Explore the country's rich cultural past by participating in Settimana Bianca, and Carnevale, sipping hot chocolate, shopping during winter deals, and indulging in winter comfort foods. Visit our website https://timeforsicily.com/ for more information.
LUXURY TRAVEL THE ULTIMATE TOKYO EXPERIENCE FROM SINGAPORE.pdfDiper Tour
Get off on the most luxurious Tokyo itinerary from Singapore. Experience Tokyo’s sophisticated modernism and rich tradition with first-class travel, sumptuous lodging, fine food, and special tours. Savor the finest that this energetic city has to offer for an experience that will never be forgotten.
Its running cost is among the diverse vital aspects you must consider before buying an electric scooter. Calculate the cost of getting e-scooter charge for your regular usage to calculate its economic efficiency, similar to people who investigate the mileage of petrol or diesel-driven scooters.
The Cherry Blossom season in Hunza begins in the second week of March and lasts until the end of April, varying with altitude. During this enchanting period, tourists from around the world flock to Hunza Valley to witness its transformation into a vibrant tapestry of white, pink, and green. The valley comes alive with cherry blossoms, creating a picturesque and mesmerizing landscape that captivates visitors.
About the Company:
The Cherry Blossom season in Hunza starts in the second week of March and extends until the end of April, depending on the altitude. During this enchanting period, tourists from around the globe travel to Hunza Valley to witness its transformation into a vibrant tapestry of white, pink, and green. The valley comes alive with cherry blossoms, creating a picturesque and mesmerizing landscape that captivates all who visit. For the best experience, join Hunza Adventure Tours, the top tour company in Pakistan, and immerse yourself in this breathtaking seasonal spectacle.
How To Talk To a Live Person at American Airlinesflyn goo
This page by FlynGoo can become your ultimate guide to connecting with a live person at American Airlines. Have you ever felt lost in the automated maze of customer service menus? FlynGoo is here to rescue you from endless phone trees and automated responses. With just a click or a call to a specific number, we ensure you get the human touch you deserve. No more frustration, no more waiting on hold - we simplify the process, making your travel experience smoother and more enjoyable.
MC INTERNATIONALS | TRAVEL COMPANY IN JHANGAshBhatt4
Experience the world with MC Internationals travel and tourism. From foreign getways to cultural concentration, we tailor unforgettable journeys for every traveler. Let us turn your dream into reality and create lasting memories. Explore with us today. #TRAVEL,COMPANY #BEST,TRAVEL,COMPANY #VISIT,VISA #EMPLOYMENT,VISA #STUDY,VISA #HAJJ,AND,UMRAH
BTW UK Visa Application Process, Uk Visa complete guide, Uk Visa fees, requirements and application process. Know all about uk visa and best way to apply for the uk visa. Get to know about the requirements that allows you for the faster visa appliaction. BTW UK Visa Application Process, Uk Visa complete guide, Uk Visa fees, requirements and application process. Know all about uk visa and best way to apply for the uk visa. Get to know about the requirements that allows you for the faster visa appliaction. BTW UK Visa Application Process, Uk Visa complete guide, Uk Visa fees, requirements and application process. Know all about uk visa and best way to apply for the uk visa. Get to know about the requirements that allows you for the faster visa appliaction. BTW UK Visa Application Process, Uk Visa complete guide, Uk Visa fees, requirements and application process. Know all about uk visa and best way to apply for the uk visa. Get to know about the requirements that allows you for the faster visa appliaction. BTW UK Visa Application Process, Uk Visa complete guide, Uk Visa fees, requirements and application process. Know all about uk visa and best way to apply for the uk visa. Get to know about the requirements that allows you for the faster visa appliaction. BTW UK Visa Application Process, Uk Visa complete guide, Uk Visa fees, requirements and application process. Know all about uk visa and best way to apply for the uk visa. Get to know about the requirements that allows you for the faster visa appliaction. BTW UK Visa Application Process, Uk Visa complete guide, Uk Visa fees, requirements and application process. Know all about uk visa and best way to apply for the uk visa. Get to know about the requirements that allows you for the faster visa appliaction. BTW UK Visa Application Process, Uk Visa complete guide, Uk Visa fees, requirements and application process. Know all about uk visa and best way to apply for the uk visa. Get to know about the requirements that allows you for the faster visa appliaction. Get information in this PDF and simplyfy your visa process.
4 DAYS MASAI MARA WILDEBEEST MIGRATION SAFARI TOUR PACKAGE KENYABush Troop Safari
Join our 4-day Masai Mara Wildebeest Migration Safari in Kenya. Witness the incredible wildebeest migration, enjoy exciting game drives, and stay in comfortable lodges. Get up close and personal with one of nature's most amazing exhibits! Book Your Safari Today at - https://bushtroop-safaris.com/
The Power of a Glamping Go-To-Market Accelerator Plan.pptxRezStream
Unlock the secrets to success with our comprehensive 8-Step Glamping Accelerator Go-To-Market Plan! Watch our FREE webinar, where you'll receive expert guidance and invaluable insights on every aspect of launching and growing your glamping business.
Discover the wonders of the Wenatchee River with a variety of river tours in Monitor, WA. Whether you're seeking thrilling whitewater rafting, peaceful kayaking, family-friendly float trips, or scenic sunset cruises, there's something for everyone. Enjoy fishing, wildlife spotting, bird watching, and more in this beautiful natural setting, perfect for outdoor enthusiasts and families alike.
2. Contents Foreword
Executive Summary......................................................... 1 Over the past five years, the efforts of the airports to develop
revenue from non-aeronautical sources have driven strong growth
Demand Dynamics and Offer Development in the airport retail sector. The sector will become all the more
Securing Strong Market Growth . .................................. 2 strategic as the decline in air traffic forces airports to reduce
their dependency on airline fees. Airports are battling to improve
Key Success Factors for Optimizing performance and optimize the management of concessions,
Airport and Operator Performance . .............................. 4 while retail operators face the challenge of responding to the
airports’ new expectations and growing competition.
Focus on Operator’s Financial Robustness,
Offer Flexibility and Operational Performance. ............ 8
. This study by Arthur D. Little, based on a comprehensive industry
outlook and substantial experience in travel retail strategy
New Industry Standards Creating Turbulence consultancy for key clients in the Travel & Transportation sector,
in the Value Chain............................................................. 9 provides an insight into some of the key questions for the sector:
Conclusion....................................................................... 12 n How can airports maximize retail revenues and what are the
best practices from the top-performing airports?
Contacts........................................................................... 13
n How have airports’ expectations of retail operators changed?
n What impact will the new rules of the game have on the
value chain and what challenges will industry players face
in the long term?
Authors:
Vincent Bamberger, Aurélia Bettati, Stefan Hoeffinger, Thomas Kuruvilla, Vincent Wille.
3. Mastering Airport Retail
Executive Summary
After five years of strong growth, prospects for airport retail in the mid-term remain positive even if
forecasting seems to be a risky exercise in this current climate. Arthur D. Little forecasts duty-free sales
will be 6 points above traffic forecasts for the period 2008-2012 (using IATA December 2008 forecasts
of +2%, we estimate duty-free sales could grow by up to 9% over the period): duty-free sales should
be one of the key drivers to compensate for the effects of the downturn for airports.
To sustain growth and outperform the market in the coming years, airports and operators will need
to focus on five key success factors:
n Developing the density of the retail surface to maximize performance
(sales per departing passenger).
n Adapting the offer to reflect the passenger profile.
n Using a range of approaches to convert browsers into buyers, and to increase time spent shopping.
n Extending their price advantage over city-center retailers.
n Expanding customer target groups to include non-travelers and arrival passengers, and diversifying
distribution channels.
As part of their drive to optimize performance, airports are applying new criteria in their assessment of
operators tendering for concession contracts. Operators’ local know-how and the way they leverage it to
propose the highest concession fees is no longer as important as it has been; airports are increasingly looking
for operators who can demonstrate financial robustness, strong offer flexibility, international know-how and
high-quality operational performance. These changes in airports’ expectations reinforce global operators’
competitive advantage. Indeed, the trend among operators towards internationalization and consolidation
helps them reach a critical size, allowing them to improve their professionalism, increase their buying power,
extend their brand portfolio and offer very competitive and robust concession fees. In order to survive, local
operators are repositioning themselves in niche categories or at regional airports or entering joint ventures
with global operators. In the long term, however, these smaller operators are strongly exposed.
These developments however do not guarantee a monopoly for global operators in future. Airports are
increasingly seeking out new business models in order to optimize their revenues and Arthur D. Little expects
to see international airports claiming a greater stake in the value chain through the development of joint
ventures between airports and global operators. Ultimately, it is the ability of airports and operators to
collaborate effectively that will determine their success in realizing the potential of the airport retail market.
1
4. Mastering Airport Retail
Demand Dynamics and Offer Development
Securing Strong Market Growth
Figure 1. Duty-free airport retail dynamics (2002-2012e)
Sales per category CAGR 2002-2008e Trend 2008e-2012e Drivers
Perfumes cosmetics +17% n C
osmetics booming market (skincare, make-up)
Alcohol +12% n R
estriction on liquids compensated by high-end offer development
Tobacco +7% n H
ealth awareness policies compensated by traffic growth
n Dedicated surface increase
Fashion accesories +12%
n O
ffer enlargement
n Concept improvement
Confectionery fine food +16%
n L
ocal destination products development
Duty free airport retail +13%
Annual growth 0-5% 5-10% 10%
Source: Generation Research (2002-2007), IATA traffic forecasts (12/08), eArthur D.Little estimates. Note: forecasts in USD excluding landside sales
The last five years have been an outstanding period for airport Beyond the impact of the economic slowdown in the short-
retail with average annual sales1 growth of 14% (including term, Arthur D. Little is confident that the mid-term prospects
duty-free and duty-paid sales), driven mainly by airports’ for the industry will remain positive and forecasts an annual
strategy to develop non-aeronautical revenues. In order to growth in duty-free sales approaching 9% for the years
secure targeted return on investment, airports now aim to 2008-2012 (see figure 1) using IATA December 2008
achieve 50% of revenues from non-aeronautical sources, traffic forecasts (+2% for the 2008-2012 period).
with retail representing the main source.
At a time of crisis, the main driver of the duty-free retail growth
As a result, airports have increased the space dedicated to will be the airports’ retail performance improvement: it should
duty-free shops significantly, focusing largely on core business ensure a 6-point increase compared to the traffic growth.
categories (Perfume Cosmetics, Alcohol and Tobacco).
This has led to the development of shopping malls, such as “ hough the impact of the economic slowdown
T
the 25,000m2 retail project at Beijing Airport Terminal 3. remains uncertain, we forecast annual growth in
duty-free sales approaching 9% for 2008-2012.”
1
Shops’ sales and not airport revenues (royalties) for the period 2002-2007
2
IATA forecast of December 2008
2
5. Mastering Airport Retail
Demand Dynamics and Offer Development Securing Strong Market Growth
However, the growth prospects are hiding
different category dynamics (see figure 2): Figure 2. uty free airport retail category mix evolution
D
(2008e vs. 2012e) in %
Perfumes Cosmetics remains the must-have category
for airports, with strong growth prospects driven mainly by 2008e 2012e
Duty free airport retail: Duty free airport retail:
a growing demand for cosmetics (skin care and make-up) 21Mds $ 29Mds $
and an optimum “profitability vs. space allocated” ratio,
guaranteeing high concession fees to the airports. 9 10
29 28
Fashion Accessories has been a strong growth driver 38 40
for the past five years thanks to an enlargement of airports’ 9 7
offer (space dedicated to this category, brand portfolio, etc.), 16 15
a development of brands’ direct operations and an upgrading
of shops’ merchandising and concepts. Although the economic Perfumes cosmetics Alcohol
slowdown will have the greatest impact on this category Tobacco Fashion accessories
Confectionary fine food
(especially luxury products) in the short term, Arthur D. Little
forecasts very positive growth in the mid-term due to current
Source: Generation Research (2002-2007), IATA traffic forecasts (12/08)
segment immaturity. e
Arthur D.Little estimates. Note: forecasts in USD excluding landside sales
Confectionary Fine Food is the new growth driver benefiting
from an increasing demand for local destination products “ erfumes Cosmetics remains the must-have
P
(gift items) and the improvement in delicatessen concepts. category for airports. Confectionary Fine Food
Our forecasts predict strong, double-digit growth for the
next five years.
is the new growth driver.”
Two traditional categories, Alcohol and Tobacco, have lost market
share (from 29% of duty-free sales in 2002 to 24% in 2008)
compared with the other categories, suffering from a shift
in consumption habits (health awareness) and toughening
regulation (on liquids, on smoking, on advertising, etc.).
However, growth prospects remain stable-to-positive thanks
to the development of high-end products (single malt whisky,
cigars, etc.).
3
6. Mastering Airport Retail
Key Success Factors for Optimizing
Airport and Operator Performance
Figure 3. etail sales/departing passenger and density for panel of major European airports in 2008
R
Sales* (€ / departing passenger)
25
Maturity level
20
15
10
5
0
– 200 400 600 800 1000 1200 1400 1600
Density* (m /MIO departing passengers)
2
*Including airside and landside sales, excluding food and beverage
Source: Arthur D. Little Benchmark (among 9 major European hubs)
Apart from optimizing the category mix and upgrading shops’ Best-in-class airports have already reached this level
concepts (marketing, merchandising, etc.), Arthur D. Little of maturity, first by saturating the core business offer
has identified five key success factors that will enable airports (average density target of 400-600m2 per million departing
and operators to meet and outperform growth forecasts. passengers) and then by giving more space to offer
diversification: Fashion Accessories, Confectionary
Developing the density of the retail surface Fine Food, etc. (see figure 4 on page 5).
until maturity
Retail surface development is the major performance lever
“ rthur D. Little research identifies a maturity
A
for airport retail and delivers higher sales provided average target level of 1,000-1,200m2 per million departing
surface density (m2 per million departing passengers) passengers, which guarantees sales of €18-20
does not result in offer saturation. per departing passenger.”
Presently, average density in major European hubs is around
600m2 per million departing passengers3. Arthur D. Little
research identifies a maturity target level of 1,000 -1,200m2
per million departing passengers, which guarantees sales
of €18-20 per departing passenger, depending on traffic
quality and airport configuration (see figure 3).
3
Excluding Food Beverage, on airside and landside area
4
7. Mastering Airport Retail
Key Success Factors for Optimizing Airport and Operator Performance
Figure 4. urrent average spending per passenger and density on key categories – 2008 European benchmark
C
Sales* (€ / departing passenger)
6€
Perfumes and cosmetics
4€
2€ Alcohol and tobacco Fashion and accessories
Confectionary and fine food
50 100 150 200
Density (m /MIO departing passengers)
2
Source: Arthur D. Little Benchmark (among 5 major European hubs)
Adapting offer to passenger profile Many airports, for example, have recently introduced
well-known, mid-end brands to the Fashion Accessories
Reproducing a standard duty-free offer at every airport is
category (e.g. Zara and Mango in AENA airports, Massimo
no longer relevant. Adapting the offer, e.g. price (high-end
Dutti in Brussels Airport, Esprit and HM in Schiphol Airport,
vs. mid-end), brands, products (color, size, etc.), to the
etc.) to meet the demands of EU leisure passengers.
passenger profile is now a key lever for optimizing revenues.
Aéroports de Paris, for its part, has developed a concept
As a result of market studies and surveys, airports and
in high-end cigars, “Cave à cigares” to optimize sales to
,
operators are now better placed than ever to select the
high-end passengers in a generally standardized core
most appropriate mix according to passenger destinations.
business category.
“ any airports, for example, have recently
M
introduced well-known, mid-end brands to
the Fashion Accessories category to meet
the demands of EU leisure passengers.”
5
10. Mastering Airport Retail
Focus on Operator’s Financial Robustness,
Offer Flexibility and Operational Performance
Setting airport retail key success factors requires from airports’ Offer expectations: flexibility and international
management the definition of an appropriate sourcing policy and know-how come to the fore
an efficient selection process that enable them to work with the
With airports’ duty-free areas transforming into modern
best operators.
shopping malls where the offer is being constantly adapted to
the passenger profile, the relative importance of local know-how
Historically, airport retail has been dominated by local operators
is decreasing and operators are facing new challenges.
(incumbents), with the renewal of concession contracts with
these operators being based on their local know-how, their
A dynamic and wide-ranging brand portfolio, strong offer
knowledge of the airport’s constraints and management,
flexibility, new merchandising techniques and concept innovation
and their capacity to leverage other on-site concessions.
are becoming key to satisfying both airports’ and passengers’
expectations. Operators need to demonstrate these attributes
However, a number of factors have led to a change in
in order to respond to fast-changing consumer trends, to react
expectations on the part of the airports. These factors include:
more quickly to brands’ performance (in and out strategy) and to
n The internationalization of passengers. optimize the use of space without affecting shop attractiveness
n The upgrading of airport retail standards driven by and product visibility for passengers.
“best in class” Middle East and Asia Pacific airports.
Organizational expectations: operational
n Poor experience with some local operators (limited offer performance is key
renewal, overbidding resulting in systematic guaranteed
Offer flexibility requires a good level of operational performance,
minimum payment).
including logistics and supply chain efficiency, and flexible and
Arthur D. Little’s research shows that, as a result, airports high-quality human resources management.
are now adapting their selection criteria leading to a possible
Arthur D. Little research highlights process standardization as
reshuffling of competitive positioning.
key to successful airport retail operations, along with consistent
Financial expectations: a new focus on IT systems and applications. As a result, operators’ local
financial robustness know-how is becoming less critical while the extent to which
operators can add value to the airport’s existing assets through
The concession fees level remains a major selection criterion their organizational and operational expertise is becoming a
for airports. However, the growing pressure on retail operators major aspect of retail performance. Operators can optimize
to achieve higher targets and invest in offer renewal and shop this added value by establishing a dedicated organization and
concepts means airports are being more careful in assessing processes that smooth the interface with the airport and
the robustness of the operator’s business plan (through deep make collaboration easier.
analysis of both the top and bottom line) and the capacity of
the operator to fulfill the plan’s objectives. The operator’s overall
buying power and proposed brand performance benchmarks
are key factors for the airports in this regard.
8
11. Mastering Airport Retail
New Industry Standards Creating
Turbulence in the Value Chain
New industry standards reinforce global operators… Joint venture with local operators is part of global operators’
market entry strategy, especially in emerging markets (India,
Arthur D. Little’s research shows that the major retail operators
South America, etc): the local player provides understanding
are following an extensive internationalization strategy. Along
of local regulation and customs and a relationship with
with industry consolidation (e.g. the acquisition by Autogrill
local authorities, local brands and local operations (logistics
of BAA’s World Duty Free (WDF), the remaining 50% share
warehouse, staff, etc.) while the global operator secures
of Aldeasa and Alpha Retail Group), this internationalization
purchasing efficiency and up-to-date concept set-up. Thanks
creates a global playground for airport retail.
to its joint venture with Aldeasa, for example, former state
By achieving critical mass, global operators can improve their monopoly India Tourism Development Corp. (ITDC) succeeded
professionalism, buying power and brand portfolio range. This in maintaining its incumbent position at Mumbai International
enables them to propose competitive concession fees along Airport by winning a contract renewal in 2007 .
with an attractive offer abroad. These advantages have resulted
In the long term, however, local operators are strongly exposed:
in a recent increase in global operators’ market share at the
once global players have acquired local know-how, they will
expense of local operators.
compete independently for hubs’ tender offers (without their
We can expect to see this trend confirmed as consolidation local JV partner) and will also compete for regional airport
continues, with global operators purchasing local players, concessions in order to optimize and amortize their national
such as Dufry and Aldeasa in the South American market. logistics and purchasing structure.
… and disadvantage local operators No guarantee of monopoly for global operators
With their smaller brand portfolio, limited negotiating power Developments in the competitive environment mean that global
and, in many cases, lack of international perspective on players cannot necessarily expect to establish a monopoly at
demand/supply trends, local operators will find it increasingly the major hubs; in fact, to a certain extent, global operators’
difficult to compete with global ones. Will these local players objectives are at odds with the airports’ current priorities.
disappear altogether?
Global operators are concerned mainly with optimizing margins
Arthur D. Little analysis reveals that, in the short to mid term, and less with developing turnover. As a result, they are reluctant
local players tend to survive by repositioning themselves in to take risks to increase turnover, such as introducing new
one of three ways: brands or new concepts for which they will negotiate lower
margins. By contrast, airports are paid according to turnover
n In niche categories, such as local gastronomy and souvenirs, fees and have increasing expectations in terms of revenue
where local know-how is a key competitive advantage. optimization.
n t
A regional airports, where the concessions surface is not
yet sufficiently attractive to global players and where local Arthur D. Little believes that, as a result, success in airport retail
operators can use their knowledge of domestic passengers relies on the ability of operators and airports to optimize their
and local operations to secure their competitive position interface; both parties need to agree on turnover risk levels
temporarily. and margin targets, and to participate jointly in establishing
an action plan to optimize turnover (see figure 5 on page 10).
n n
I core categories at major hubs, through joint ventures
with global operators, in order to safeguard their historical
position.
9
12. Mastering Airport Retail
New Industry Standards Creating Turbulence in the Value Chain
Figure 5. Key challenges of airport and operator interfaces optimization
Operator role Airport role
■ Define brand and product mix ■ Design retail mix strategy
– Retail surface density
■ Manage purchase and logistics Key challenges – Category mix
■ Define marketing policy of collaboration
■ Determine price/promotion policy
■ Define retail space configuration
(pathway, shops locations, etc.)
■ Ensure HR quality
■ Manage shops’ IT system ■ Anticipate traffic evolution
and impact on retail sales
■ Adaptation of the offer (brand and product mix) to the traffic
■ Optimization of retail space configuration and density integrating both operator and airport expertise
■ Consistence of the marketing, price and promotion policy with the airport specificities
■ Joint performance analysis through IT reporting transparency to define action plans
Source: Arthur D. Little analysis
New business models emerge as airports seek The success of this model recently saw Milan airports
to optimize revenues (Malpensa and Linate) extending the concession contract
with their joint venture with Dufry from 2020 to 2041.
As a result of the current inability of global and local operators to
propose optimized interfaces with airports and properly integrate
2. Direct operation of the retail space by the airport.
revenue optimization at the expense of their margins, new
business models have emerged where airports have taken Direct operation, where the airport bypasses operators to deal
a greater role in order to impose their vision and optimize with brands and operate shops itself, remains embryonic and
revenues. tends to be implemented in airports with critical mass and
established retail operations (staff, logistics, etc.), such as Dubai,
Arthur D. Little’s research highlights two main concession Amsterdam Schiphol and Rome Fiumiccino. Direct operation
management models that are becoming increasingly common: gives airports complete control over the offer and the concepts
and, because there are no turnover fees squeezing margins,
1. joint venture between the airport and
A allows the airports to maintain competitive prices.
a global operator.
A joint venture between an airport and a global operator
imposes de facto collaboration through a risk-sharing model.
A local dedicated organization and governance bodies covering
both sets of shareholders makes sharing information easier.
By defining strategy (brand selection, investments, etc.) jointly
through these governance bodies, the airport and the operator
can balance margin and revenue optimization.
10
13. Mastering Airport Retail
New Industry Standards Creating Turbulence in the Value Chain
Figure 6. Airport retail value chain forecasted evolution
Historical value chain Mid-term forecasted value chain Long-term forecasted value chain
Operator Airport Operator Airport Operator Airport
Direct operations
Global JV
JV
operators
Global
International International International
operators
airports airports Global airports
operators
JV
Local
operators Local
operators
Regional airports Regional airports Regional airports
Local operators
Airports upstream integration
Source: Arthur D. Little analysis
Airport direct operation should remain limited Whether the airport/operator joint venture model becomes
increasingly successful or whether global operators reassert
Will direct operation become the future business model of
their position by improving their interface with airports, it is clear
airport retail? Analysis by Arthur D. Little shows that this type
that in the long-term collaborative models will be the winners.
of concession operation should remain limited (see figure 6)
for three main reasons:
“ ttractive prices alone are not sufficient to increase
A
n Direct operation requires a critical size (traffic, surface) revenues and margins; they must be supported by
to ensure return on investment. This limits the model
innovative concepts.”
to major hubs.
n Direct operation represents an opportunistic move and
cannot result in a long-term diversification strategy. Airports
that operate their own retail platform will not be able to gain
a competitive advantage that will enable them to operate
abroad or extend their retail activities beyond the airport.
n The ability of direct operation to generate higher revenues
and margins through more competitive prices has still to be
proven. Attractive prices alone are not sufficient to increase
revenues and margins; they must be supported by innovative
concepts. In addition, opportunities for achieving economies
of scale in buying and logistics, etc. are limited in this model.
11
14. Mastering Airport Retail
Conclusion
In their move to Mastering Airport Retail, airports should address Setting these different levers, however, remains a complex
the successive questions: challenge for both airports and operators. Key success factors
identified through best practices may enable players to establish
n H
ow is the airport’s retail performance with regards to best
a better understanding of the areas they need to address, but
practices (gap analysis) and what revenue optimization is
customizing the levers and applying them to improve retail
at stake?
performance effectively on a given platform is very difficult.
n Which concession management model should be targeted Moreover, these key levers encompass a wide range of
taking into account the local context and the optimization functional competencies (infrastructure, purchase, logistics,
at stake? legal, marketing, etc.), which makes setting them even more
n H
ow can airports mobilize the different competencies challenging for airports and operators who find themselves
in order to design and set the new operating model? having to involve and co-ordinate a wide range of different
resources.
Whatever the concession management model, the ability of
players in the value chain to work closely together will determine In order to support airports in dealing with these challenges,
their success in meeting the challenges ahead. Effective Arthur D. Little has developed a specific methodology that
collaboration will be vital in order to develop the offer, optimize enables to design long-term, win-win partnerships and to
concept quality and improve performance, all of which will help reach a lasting performance in airport retail.
players to realize market potential and resist value chain
turbulence.
12
15. Contacts
If you would like more information or to arrange an informal discussion on the issues raised here
and how they affect your business, please contact:
Belgium Japan South-East Asia
Vincent Wille Yusuke Harada Jeffrey Lai
+32 2 7617-362 +81 3 3436 8931 +60 3 2164 6063
wille.vincent@adlittle.com harada.yusuke@adlittle.com lai.jeff@adlittle.com
China Middle East South Korea
Thomas Schiller Thomas Kuruvilla Sukgeun Lee
+86 10 65677055 +971 4 433 5401 (Dubaï) +82 2 720 2040
schiller.thomas@adlittle.com +966 557 150 441(Saudi Arabia) lee.sukgeun@adlittle.com
+65 9846 1468 (Singapore)
France kuruvilla.thomas@adlittle.com Spain
Vincent Bamberger Jesus Portal
+33 1 55 74 29 47 Netherlands +34 91 702 74 34
bamberger.vincent@adlittle.com Martijn Eikelenboom portal.jesus@adlittle.com
+31 10 2018 815
Germany Central Europe eikelenboom.martijn@adlittle.com United Kingdom
Stefan Hoeffinger James Catmur
+43 1 515 41-32 Nordic +44 870 336 6780
hoeffinger.stefan@adlittle.com Petter Kilefors catmur.james@adlittle.com
+46 8 50 30 6542
Italy kilefors.petter@adlittle.com USA South America
Andrea Bassanino Markus Lahrkamp
+39 02 673 76209 Portugal +1 646-248-6082
bassanino.andrea@adlittle.com Grant Greatex lahrkamp.markus@adlittle.com
+35 1 210 091 500
greatrex.grant@adlittle.com