The document discusses the evolving role of social media and marketing strategies at airports, emphasizing the need for a clear business plan and community engagement in this digital age. It highlights Warsaw Chopin Airport's approach to differentiating its marketing from competitors, focusing on both business and non-aviation services while valuing traditional marketing methods alongside digital strategies. The conversation also includes insights on the importance of passenger interaction, crisis communication, and the strategic development of airport marketing to build community and enhance passenger experience.

1. MARKETING
M
ost airports now recognise that social media opens
a two-way conversation with passengers. But how many
airports can claim a competitive advantage over their
neighbouring airports in this sphere? Or, for that matter,
how many are driving ancillary revenues from customers who are
broadcasting their location in the terminal? Which airports are
committed to developing engaging strategies that accomplish
overall business goals?
The Airport Marketing Exchange column seeks to discover
the answers to these questions, along with many more insights
through a series of discussions with senior airport executives
who are leading the way in this new age of marketing.
Knowing your business goals and your market
McMullen: All campaigns – digital, experiential, offline – need
to be mapped back to business goals. For WAW, what is your
number one marketing goal?
Przybylski: Our chief goal is to increase WAW revenues,
with a focus on non-aviation services and the development of
marketing activities targeted at services dedicated to the
business segment.
McMullen: While WAW is the main gateway to Warsaw, how
does the airport continue differentiating its marketing from
upcoming low cost competitor, Warsaw-Modlin Airport?
Przybylski: Compared to Modlin Airport, WAW is focused
on the business segment and frequent flyers. For example, it
has services like VIP Line and Executive Lounges. However, the
recent expansion of LCCs in the terminal shows that WAW is also
open and attractive to them.
McMullen: Yes, and congratulations on the new, permanent
return of Wizz Air.
The marriage between route development
and marketing
Przybylski: Do you think airports really need to fight for customers?
In most cases, there is only one airport in the city and catchment
areas rarely overlap which means this isn’t a competitive market.
McMullen: Without a doubt! Competition for new air service
intensifies each year as more and more airports recognise the
significance of their network – not only to the airport, but to the
region as well.
Airports are increasingly competing to attract passengers from
nearby airports and continue competing for airlines. This often
means competing against other European destinations rather than
airports within the same catchment.
Hence, in order to become the preferred airport for passengers,
airport marketing needs to evolve alongside route development
strategy. Yet, in most cases, there tends to be a clear separation
between commercial marketing and aviation marketing. Speaking of
which, how is marketing structured in WAW?
Przybylski: At WAW, airport aviation and non-aviation services –
such as marketing – overlap, even though they are separated in the
airport operator company structure. This overlap is most visible at
the annual Warsaw Chopin Airport gala, which awards best airlines
as well as best partners from the non-aviation segment.
Airport marketing – online or offline?
McMullen: In this age of the ‘Connected Traveller’ who is constantly
clued into the internet via smart devices, what role do traditional
offline marketing efforts still play?
Przybylski: Traditional channels are still important for us. Barter
agreements with high-end magazines are particularly useful. These
allow WAW to improve passenger experience with more offerings in
executive lounges and VIP lounges, and, at the same time, advertise
our business services in magazines.
McMullen: At one end, people are saying traditional, offline
marketing is dead. At the other end, airports such as Changi are
investing in ever more unique experiences, such as an Enchanted
Garden. What is your take on this?
Przybylski: At WAW, we look into developing projects that
enhance passenger experience. For example, we cooperated with
Warsaw Art School in promoting young talent by presenting their
artwork to WAW passengers. What do you think are some key
advancements in airport marketing?
AIRPORT WORLD/OCTOBER-NOVEMBER 201350
AIRPORT MARKETING EXCHANGE
THINKINGDIFFERENTLY
–WARSAWCHOPIN
In the first of a regular series of exchanges, David McMullen catches up with Przemysław
Przybylski of Warsaw Chopin Airport (WAW) to exchange ideas and explain why maximising
the social media potential of your airport begins with having a clear plan.

2. MARKETING
McMullen: In recent years, digital marketing has had a
real impact due to its accountability and the ability to
measure campaign performance. This led to a rapid cut in
traditional marketing budgets. Airports are beginning to
realise that ‘digital’ is not just another channel. It requires
a new approach to marketing and a new understanding of
customer behaviour.
While we are seeing a revival of traditional methods to
support social and online marketing initiatives, we’re also
seeing airports investing more in technology and in their
social presence. Web analytics software, CRM, content
management systems, email platforms and social media
monitoring tools are areas of continued investment.
Extending interaction with passengers
beyond the physical realm
McMullen: Weknowthatyoursocialactivitygivesyoudirect
contactwithyourstakeholders–passengers,aviationenthusiasts
andlocalresidents.Doyouseesocialmediacontributingmoreto
businessgoalssuchasloyaltyandadvocacy?
Przybylski: We try not to bombard our fans with
promotional adverts since this is frowned upon by the online
community, but we do inform our passengers of special
offers. We occasionally offer discount vouchers for the
airport’s duty-free shops, available only to our Facebook fans.
We want to build a community by involving our fans in a
debate about the role of the airport, sharing ideas on how to
improve the quality of passenger service and celebrating
important events together, rather than through advertising
and promotion.This may not be reflected in our sales figures,
but to us, social media is a means to build our community
and image, not a sales channel. For instance, we have
information for plane-spotters on our Facebook page.
McMullen: Social initiatives are greatly enhanced by
offering free Wi-Fi and it is now a must-have at airports.
WAW too launched it this March. How has the take-up been?
Przybylski: While free Wi-Fi has been welcomed in
general, some passengers – mainly international travellers
– are happy to have free Internet while others complain
about the collection of identification data during sign-up,
which we must collect according to Polish regulations.
What goes into social media success
for WAW?
McMullen: WAW is a social media leader in being
responsive to passengers. What has been your most
important success story?
Przybylski: Social media can be very useful for
direct communication with passengers, particularly
during crises. The severe winter of 2010 – widespread
disruption to air traffic around Europe due to heavy
snow – and the wheels-up landing of LOT’s B767 in
November 2011, following the failure of its landing gear,
are two of many examples.
McMullen: How has your marketing evolved with
the advent of social media? Do you have dedicated
full-time personnel?
Przybylski: There is no dedicated social media
team. One full-time person runs our Facebook page
while I run Twitter. Colleagues from the PR department
help us if necessary. We don’t offer a 24-hour service,
instead we work on a ‘stand-by’ basis, especially
in emergencies.
McMullen: What advice would you give to an airport
thinking of launching a social media presence?
Przybylski: Start with a strategy. Ask yourself: why
do I enter this world, what do I want to achieve and how?
Further, cultivate your community, inspire it and meet its
needs. But it’s not easy and success doesn’t come quick.
Work hard and be patient.
51
About the author
David McMullen isSimplFlying’svice president, airports.
The next issue will feature a Q&A exchange with a senior airport executive, and we
encourage you to join the conversation on Twitter #airportmarketingX.
AIRPORT WORLD/OCTOBER-NOVEMBER 2013
AW