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8
is available for use by any airline. The goal of the full common
use model is to minimize the amount of time any given airline
resource is not in use, as well as maximize the full use of the
airport. Airports benefit from increased utilization of existing
resources. In a full common use airport, airlines are assigned
with no preferences given to any individual airline, similar to
the air traffic control process. For example, each aircraft is put
Exclusive Preferential Common in the queue and assigned to a gate that best fits the needs of the
Mixed Use airport gate management process. Technology plays a key role
Use Use Use
in the full common use model. To manage resources properly,
computer software and systems are put in place to perform
Airport Passenger Processing "Common Use" Continuum
complex calculations, monitor usage, and provide status re-
porting. There are no dedicated spaces in a full common use
airport. All resources are managed very closely by the airport
FIGURE 1 Common use continuum. operator, and the result is an efficient use of limited resources.
Airlines are less comfortable with this model because it
unable to add more gates, the growth of service to that airport
removes direct control over their gate assignments within the
stops. Likewise, as airlines add more flights into their sched-
market. The benefit of this model to the airlines, however, is
ule to a specific market, they must manage these flights based
more flexibility. Gates and ticket counters that were once ex-
on the physical limitations of the exclusive space leased. At
clusively held by a competing airline 24 hours a day, 7 days
some point, the only way to add new flights or new airlines
a week now become available for everyone's use.
under the exclusive use model is to remove other services or
wait until another airline relinquishes space.
Airlines can enter markets, expand in markets, and even
exit markets much easier under this model because the lease
In the exclusive use model, passengers are affected by the
changes from exclusive to common use. Although there are
peaks and valleys caused by the flight schedules of the various
many models for leasing, airlines begin paying for only the
airlines. In all areas of the airport, a peak demand of flights is
portion of the airport used. In addition, there are more
the root cause of congestion. "Passengers are eager to reduce
options available to airlines should a flight be delayed. The
the time spent `processing'" (Behan 2006). To the passenger,
airline no longer has to wait for one of its exclusive gates to
the airport is not the destination, but merely a point along a
become available; the flight can be assigned to any available
journey. The goal should be to move passengers through that
open gate. A common use airport allows "...carriers to focus
point as expeditiously as possible. The exclusive use model
on what they do best: moving passengers from one destina-
may be a reasonable choice for airports that do not have a large
tion to another" (Guitjens 2006).
number of airlines servicing the airport. If the airport has one
or two dominant carriers, or if a particular terminal within an
Airport operators must manage airport space at a more de-
airport is dominated by a few carriers, the airport operator may
tailed level under the full common use model. The airport
choose not to implement common use. If the airport is not re-
operator takes on full responsibility for the common use infra-
quired to complete a competition plan, or is not planning to add
structure; any service that is space-specific must now be
additional airlines, then a traditional exclusive use model will
viewed as common use. For example, jet bridges are now pur-
probably remain and limited common use strategies and tech-
chased and maintained by the airport operator. Again, tech-
nologies may be implemented instead. For instance, for a hub
nology plays a large role in allowing this to take place. As with
airport, where 60% or more of the airport usage is dominated
space-specific resources, the common use terminal equipment
by one airline (e.g., Salt Lake City International Airport), a
(CUTE) systems and hardware also become the airport opera-
common use strategy may not make sense. The remaining
tor's responsibility, except in the cases of CUTE Local User
40% (or less) of airport capacity, however, may represent an
Boards (CLUB) models. Airports benefit from increased uti-
excellent opportunity for common use implementation, be-
lization of existing resources. A CUTE CLUB is a system in
cause the remaining 40% of the gates may be in high demand.
which the airlines make the decisions on how the CUTE sys-
As will be discussed later, these "hub" airport operators need
tem will be paid for, operated, and maintained, for the benefit
to consider all potential scenarios that could result if one of
of all the CUTE CLUB members. Under this scenario, the air-
their dominant airlines ceased operations, or declared bank-
port operator does not usually own the CUTE system. In the
ruptcy, necessitating drastic changes in its operations.
United States this model is sometimes modified, where main-
tenance of the common use system is under a "CUTE CLUB"
FULL COMMON USE MODEL type model, while the airport retains ownership of the assets.
At the other end of the common use continuum is the full com- The passengers' experience in the full common use model
mon use model. In this model, all airline usable airport space is improved as they flow through the process of enplaning or
OCR for page 9
TABLE 1
COMMON USE CONTINUUM
Models Exclusive Use (EU) Mixed Use (MU) Preferential Use (PU) (Full) Common Use (CU)
Passenger Processing
Some investment and conversion Substantial investment and conversion to Complete commitment to CU equipment,
Facilities (PPFs), technology,
to CU PPF technology and CU technology and systems. PU systems, and agreements. (Few or no EU
and agreements are
Approach systems. CU equipment may be agreements are established, allowing select or PU agreements.) CU may extend
predominately owned/leased
installed but not implemented, tenants priority over space under specific beyond terminal curbs and walls (to ramps
and operated by singular
pending renegotiation. terms. and other facilities).
users.
CUTE in new/remodeled areas, CUTE at all PPFs, including ticket
Common Some baggage claim devices, CU may extend to ramp area: gate
international gates/jet bridges, counters and in gate management.
Use paging systems, access management, ground handling (GH), and
CCTV, CUSS, remote check- Extensive computer/phone system
Locations control, building systems, etc. other airport and non-airport areas.
in/out, information displays, etc. hard/software acquisition and integration.
Stakeholders EU tends to: MU tends to: PU tends to: CU tends to:
Increase efficient use of underutilized
Maximize efficient use of space and
Create underutilized spaces spaces
Increase efficient use of technology
Deter new air service Reduce future expansion needs/costs
selected underutilized spaces Require high initial technology
entrants Increase technology costs/expenditures
Reduce space expansion needs investment, but result in longer term per
Airports Help to ensure air service Offer more consistency for users than
Prompt renegotiation of passenger savings
continuation by some MU
existing agreements Reduce future expansion needs/costs
existing airlines in Require staff/vendor for CU
Familiarize tenants with CU Allow increased access to new entrants
precarious markets maintenance and IT functions. (Assume
Require staff/vendor for GH functions
risks with outages.)
Be relatively uncomplicated
Increase PPF choices Increase PPF choices Increase PPF choices
and allow ease in way-
Passengers Complicate way-finding, if not Offer elevated tenant consistency, which Support way-finding if coupled with
finding
consistently used supports way-finding effective dynamic signage
Limit PPF choices
Lessen tenant autonomy Lessen tenant autonomy
Offer high tenant autonomy Lessen tenant autonomy Prompt branding concerns, unless Prompt branding concerns, unless
and perception of ́control " Lessen opportunity for addressed with dynamic signage addressed with dynamic signage
Support traditional branding traditional branding of spaces Require CU technical training (learning Require CU technical training (learning
of physical spaces Require CU technology curve) curve
Tenant/Airline Allow use of existing training (learning curve) Create dependence on non-airline Additionally create dependence on non-
company Allow some increased access personnel (for CU system maintenance) airline personnel for ground handling
equipment/programs, so no and cost benefits Provide space for emergencies and new Provide space for emergencies and new
retraining/learning curve Create delays in transactions service service
Limit access to competitors attempted on CU equipment Allow for cost savings when Allow for cost savings when
underutilized spaces are released underutilized spaces are released
CUTE = common use terminal equipment; CCTV = closed-circuit television; CUSS = common use self-service; IT = information technology.
