Strategic business planning for airports

Learning Objectives Upon completing this course, participants will be able to: Understand the market, competitive, and business organizational challenges faced by airports. Know the importance of driving all aspects of airport planning, operations, marketing and capital development from the foundation of a sound strategic plan. Analyse how an effective air service development program will contribute to growth and enhanced services to passengers and cargo operators.

Strategic business planning for airports

Additionally, an RFI, RFQ, or RFP can be used by an airport sponsor to solicit interest, qualifications, or proposals from parties interested in developing general aviation facilities for commercial or non-commercial purposes. A properly managed RFI, RFQ, or RFP process and evaluation of submittals must be implemented to ensure a defensible decision and, by utilizing industry best practices and clearly defined processes and evaluation criteria, an outcome that will have the highest likelihood of success.

A properly managed RFI, RFQ, or RFP process and submittal evaluation will ensure a defensible decision and, by utilizing industry best practices and clearly defined processes and evaluation criteria, an outcome that will have the highest likelihood of success. In essence, PMCDs sets the stage and establish parameters for the way an airport conducts business.

Template commercial and non-commercial airport agreements can be used by airport management to educate and negotiate with existing and prospective lessees. The Rent Study analyzes rental rates on a comparative basis for similar land and improvements at comparable, competitive, regional, and national airports to derive a supported market based rental rate for each component of the subject properties.

A thorough TTF assessment facilitates an informed, prudent, and defensible decision regarding permitting, restricting, or prohibiting TTF operations. Airport fees are used to recover the operating expenses and non-operating uses of funds e.

The assessment identifies significant findings and observations as well as recommendations including industry best practices to enhance the performance of the airport in priority order to take the airport to the next level.

Each of the three fundamental appraisal approaches to value cost, sales comparison, and income are considered and the approaches deemed most appropriate for determining an opinion of market value are utilized. Central to each approach is the principle of substitution as an astute investor will pay no more than the value of an equally desirable alternative property.

After completing a highest and best use analysis and comparing the results of the various appraisal approach for appropriateness and applicability, an opinion of market value is derived. The market assessment determines if the current level of demand exceeds the current capacity at the airport and in the immediate market area by analyzing general conditions, trends, and demographics.

The assessment may also analyze the type or size of proposed improvements that would be required to meet the market demands. The feasibility study ascertains how much capacity the market can support by implementing a best practices approach to estimating the revenue, costs, and expenses capital and operating and return-on-investment ROI potential associated with the proposed development.

Interim Management and Transition Services Valuation Valuation of an aviation business includes an operational and financial performance review on a retrospective and prospective basis.

By way of comparison to verified industry sales transactions, an appropriate earnings multiple is established and adjusted to account for various tangible and intangible variables that have an impact on value. This approach has been accepted both within and outside of the aviation industry as the most practical method to estimate the value of an aviation business on a going concern basis.

Transaction Services Transaction services are provided to parties pursuing an acquisition or divestiture of an aviation business.

Properly managed acquisition and divestiture processes and properly developed transaction documents provide the highest likelihood of a successful outcome for all parties. Contact one of our principals or consultants to find out how we can enhance your General Aviation Management Excellence.2 We depend on our airports.

They get us where we want to go—for business and pleasure. They move goods and services in and out of our region.

Business of Airports Conference Strategic Workforce Planning Working Group Update Ideas for today and tomorrow Rosa Beckett Monday-April 24, TRB’s Airport Cooperative Research Program (ACRP) Report Strategic Planning in the Airport Industry explores practical guidance on the strategic planning process for airport board members, directors, department leaders, and other employees; aviation industry associations; a variety of airport stakeholders, consultants, and other airport .

STRATEGIC PLANNING FOR AIRPORT CAPACITY: To appreciate what Australia has accomplished in adopting strategic planning for airports, the recent achievements around Sydney need to business and on holiday, for Australians and foreigners, a generation from now, is speculative at best.

strategic business planning for airports

Information on Planning Policy. Where I live. Find maps and services in your area. For example your bin collection day, councillor details, tree preservation orders or council tax information.

Business Continuity Planning Not a Strategic or Business Priority at Most Airports A minority of airports have included comprehensive BCP in their strategic business plans or supported BCP from the top of the organization by establishing a .

Boeing: Airport Compatibility - Airplane Characteristics for Aiport Planning