National Academies Press: OpenBook

Marketing Guidebook for Small Airports (2010)

Chapter: Part 3 - Implementation of the Plan

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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Suggested Citation:"Part 3 - Implementation of the Plan." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
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Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

PART 3 IMPLEMENTATION OF THE PLAN

66 CHAPTER 9 MARKETING TOOLS 9.1 Index of Marketing Tools 9.2 Categories of Marketing Tools Small airports use a wide range of marketing and advertising techniques depending on the subject, the audi- ence they are trying to reach, their budget, and other factors. This chapter provides an index of the marketing tools described in subsequent chapters and also introduces the basic categories of marketing tools. 9.1 INDEX OF MARKETING TOOLS Exhibit 9.1 provides an alphabetical listing of the marketing tools described in Chapters 10 through 12, along with an estimate of the relative cost of each tool and the perceived effectiveness of the tool when used by com- mercial service and general aviation airports. The important qualifications to note in using the index are as follows: • The index includes an estimate of the relative cost of individual tools. However, the actual cost of each tool varies depending on the metropolitan area in which the tool is used and other factors. • There are differences of opinion as to the effectiveness of each tool. For some tools, where the differ- ences are particularly strong, we have indicated that in the index. • The circumstances of each situation will determine whether a particular tool is appropriate regardless of any overall “rating” of that tool. The index attempts to cover some of these issues; however, it is a simplified look at the range of marketing tools. 9.2 CATEGORIES OF MARKETING TOOLS The following three chapters divide marketing tools into three broad categories: • Public relations • Advertising • Networking Why should you start with public relations, instead of with advertising? Isn’t public relations a specialized activ- ity requiring media consultants? Contrary to what many people think, public relations includes a broad range of tools to promote a favorable relationship with the public. Many of these tools are commonly used by small airports. The primary difference between public relations and advertising is that with public relations, the airport does not pay for the media coverage, whereas with advertising, the airport does pay for the coverage, in the form of advertising. Both public relations and advertising make use of mass media. However, public relations tech- niques are especially important for small airports because they enable those airports to garner favorable pub- licity for free or low cost, without the need for a large advertising budget.

Exhibit 9.1—Index of Marketing Tools. Marketing Tools 67 Commercial Service ● ● ● ● ● - ● ● ● ● ● ● ● ● - ● ● ● ● ● ● ● ● ● ● ● ● ● ● - ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● - ● ● ● ● ● ● ● ● ● ● ● ● - ● ● ● ● - ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Marketing Tools Advertising - Billboards Advertising - Direct Mail Advertising - Internet Advertising - Magazine Advertising - Newspaper Advertising - Other Outdoor (Buses, etc.) Advertising - Radio Advertising - Trade Journals Advertising - TV Air Shows Articles - Newspaper, Magazine Awards & Special Recognitions Banners, flags, awnings Board Participation - Non-Profit Organizations Contact Managers Contests & Drawings Customer Satisfaction Surveys Digital Video Direct Mail Earned Media Economic Impact Studies Educational Programs Free Services & Amenities Giveaways Interviews (Radio and TV) Lobbying Marketing Brochure Networking - Business, Civic, Non-Profit Groups Networking - Professional & Industry Organizations Networking - Strategic Partnerships Networking - Tradeshows & Conferences Newsletter - Electronic Newsletter - Print Open Houses Outdoor Advertising - Other Press Coverage - Newspaper, TV, Radio Press Kit Press Releases Promotions Public Service Announcement Public Speaking Rates & Charges Reductions Signage - Banners, Displays Speeches - Chambers and Business Associations Speeches - Dedications & Community Events Sponsoring Community Events Sponsoring Interns & Students Testimonials Volunteering Website White Papers Essential Tool           Cost $$ - $$$ $$ - $$$ $ - $$ $ - $$$ $ - $$$ $$ - $$$ $$ $ - $$ $$$ $$$ $ $ $ - $$ $ $ $ - $$$ $ $$ $$ - $$$ $ $$ - $$$ $ - $$$ $ - $$$ $ - $$$ $ $ - $$$ $ - $$ $ $ $ $ $ $$ $ - $$$ $$ - $$$ $ $ $ $ - $$$ $ $ $ - $$$ $ - $$ $ $ $ - $$$ $$ $ $ $ - $$$ $ - $$ Page 102 96 110 94 94 103 108 94 108 81 94 76 104 89 130 84 90 109 96 70 90 82 85 85 76 130 96 119 122 127 123 90 90 81 101 70 72 73 83 76 78 86 101 79 79 88 87 91 87 110 92 General Aviation ● ● ● - ● ● ● ● ● ● - ● ● ● ● ● ● - ● ● ● ● ● ● ● ● ● ● - ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● - ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● - ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Effectiveness Key Costs Effectiveness Divided Opinions on Effectiveness $ - $$$$ - Source: Oliver Wyman, March 2009

Advertising does have its advantages. Advertising provides airports with control over the timing and content of their message. On the other hand, while public relations affords airports much less control over the coverage they receive, that coverage may have much greater credibility. Chapter 12, Networking Opportunities, may be viewed properly as a subset of public relations, because net- working also involves promoting a favorable image with the public without the use of paid advertising. However, networking is a sufficiently important part of airport marketing to merit its own chapter. Chapter 10, Public Relations Tools, includes some of the least expensive and most effective forms of market- ing. This chapter describes the major public relations categories including the following: • Earned media—free media as opposed to paid media or advertising, which may be gained through the use of press releases, interviews, awards, etc. • Public speaking—at multiple venues, including chamber of commerce events, dedications, educa- tional workshops, and charity events • Events—air shows and open houses • Promotions—contests and drawings, giveaways, free services • Sponsorships and volunteering—ways to garner publicity in addition to contributing to the community Chapter 11, Advertising Tools, includes a description of the primary categories of advertising tools: • Print media—including print ads in newspapers, magazines, and trade journals; direct mail pieces (e.g., post cards, flyers, etc.) sent out to targeted audiences; glossy marketing brochures that feature the airport; airport business cards and stationery that include its brand (e.g., logo, tagline, etc.); and testimonials or written statements from customers and colleagues that are used to promote the airport through all forms of print media. • Signage—including (1) billboards and large posters; (2) banners, flags, and awnings; and, (3) display signage. Advertising expense correlates with size of the signage. Bigger is more expensive. • Internet and website tools—including the airport website, as well as email distributions, and Internet advertising. Chapter 12 describes the myriad networking possibilities available to airport managers, many of which are effec- tive at targeting specific audiences and building good will and awareness of the airport’s important role in the community. This chapter also discusses opportunities with the following: • Business, civic, and non-profit groups • Professional organizations • Tradeshows and conferences • Strategic partnerships In addition, the chapter discusses options to use contact management tools and other online networking venues. 68 Marketing Guidebook for Small Airports

69 CHAPTER 10 PUBLIC RELATIONS TOOLS 10.1 What Is Public Relations? 10.2 Earned Media 10.3 Public Speaking 10.4 Events 10.5 Promotions 10.6 Sponsorships and Volunteering 10.7 Other Public Relations Materials 10.1 WHAT IS PUBLIC RELATIONS? AOPA is known for its effective public relations efforts. In AOPA’s “The Guide to Obtaining Community Support for Your Local Airport” (AOPA, Frederick, Maryland, 2008), public relations is defined as follows: “PR is not just publicity—it involves EVERYTHING the airport is and does that addresses or affects the public interest. The best time to start a planned, positive public relations program is before you need it, probably right now.” The AOPA Guide continues by pointing out that “some airport operators and aviation people believe that a low profile will avoid difficulties.” “Actually, there is no such thing as a low profile for an active airport. The mere fact that an airport exists means people will have opinions about it. The low profile approach is a head-in-the-sand self-delusion. A public relations program should include community involvement, political action, and media relations. Ideally, it should be launched BEFORE negative public opinion builds into action and continued even when no crisis threatens.” In the end, public relations is about influencing opinion. Since no airport exists in a vacuum, your airport prob- ably already has a formal or informal public relations program. This chapter presents tools you can use to ini- tiate or add to your existing public relations program. 10.1.1 PUBLIC RELATIONS VERSUS ADVERTISING The basic difference between public relations and advertising is that public relations involves getting free pub- licity for the airport—from news conferences to press releases—while advertising involves payment for adver- tising. Although public relations activities are not truly free because they require staff time and other resources, they involve much less cost than traditional advertising. Public relations also produces particularly effective air- port marketing results.

10.1.2 THE SCOPE OF PUBLIC RELATIONS ACTIVITIES The scope of public relations activities is very broad and includes the activities as shown in Exhibit 10.1, as well as others. Exhibit 10.1—Public Relations Tools. 70 Marketing Guidebook for Small Airports Public Relations Tools Other Print Communications Sponsorships & Volunteering PromotionsEventsPublic SpeakingEarned Media Source: Oliver Wyman The following sections cover each of these activities. Within each section, the specific marketing tools are ana- lyzed. For example, earned media includes press releases, featured articles and stories, radio and television, and so forth. 10.2 EARNED MEDIA Definition: Earned media refers to favorable publicity gained through an article in the newspaper or an inter- view on television or a radio station. Unlike paid advertising, earned media coverage often carries more cred- ibility in the minds of consumers because the information is delivered and received through the filter of a credible news organization. Earned media is NOT free. Significant effort, persistence and follow-up are required to successfully generate and sustain earned media coverage. Skillful use of free and low cost marketing techniques can provide a marketing campaign that is larger and more pervasive than often thought possible with a modest budget. Perhaps the most effective tool in the quest to have the largest possible marketing campaign at the lowest cost is earned media. Many airports are adept at getting media attention through press releases, featured articles and stories, inter- views on radio and television, and public services announcements. Special awards and recognition earned by airports also provide an excellent means to attract attention and coverage. Earned media goes out across sev- eral channels including: radio, television, newspapers and magazines, and the Internet. Effectiveness Cost Commercial Service General Aviation Essential Tool ✪ $ ••• •••

This section describes a variety of ways to get earned media and how to put together a good press kit that is always available to the media that answers basic questions about the airport. Exhibit 10.2 shows the types of earned media described in this section. Exhibit 10.2—Types of Earned Media. Source: KRAMER aerotek, inc. 10.2.1 HOW TO “EARN” FREE PUBLICITY It should not be assumed that the media outlet knows about or understands the value of the airport to the com- munity and its overall economic contribution. Thus, a vital objective of the airport manager is to educate the media outlet about the airport’s value. The more the media recognizes this value, the greater the chances for coverage (see Exhibit 10.3). Knowledge of the community and of the audience and a carefully thought out approach to the media can pay big dividends in garnering free publicity. Exhibit 10.3—Coverage versus Perceived Value. Source: KRAMER aerotek, inc. Apart from being free, another important aspect of earned media is that the coverage may have greater cred- ibility because it is news, not advertising, and the coverage may attract more attention than paid advertising because it is news. Public Relations Tools 71 Types of Earned Media Press ReleasesPress Kit & MediaContact List Interviews (Radio & TV) Featured Articles & Stories Awards & Special Recognition Public Service Announcements Perceived Value of Airport by Media Ea rn e d M ed ia Co ve ra ge

10.2.2 THE PRESS KIT Definition: A Press Kit contains information and photos about the airport. It is used to submit publicity materi- als to media for consideration. A typical Press Kit includes the following: • A website or physical cover with the airport’s brand (logo, message, graphics, and colors) • Information for media inquiries  Office hours  Phone numbers  How to request an interview  Parking and “live broadcast trucks”  Airport access • Factsheet about the airport • Image library (photos of the airport) • Airport newsletter • News releases • Staff biographies • Members of the airport governing group (airport commission or authority) • Airport tenants and businesses • Airport statistics • Airport financial records • Business cards and stationery that carry the airport’s brand are used in the press kit Radio, print, and television media all have different lead times for submission of publicity materials. Generally, tele- vision requires the longest lead time of 1 to 6 months, and radio and print have the shortest, 1 week to 2 months. To learn about lead time requirements, contact the producer or editor of the specific publication or station. Except in the case of breaking news, press kits need to be sent in hardcopy or electronically well in advance of publication deadlines in order to be considered for placement. Following this general practice will improve the odds for placement of publicity in relevant publications and or at shows. 72 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation Essential Tool ✪ $ ••• •••

10.2.3 THE PRESS RELEASE Definition: The press release or news release is a short, written document with a clear headline at the top, suf- ficient facts and quotes to support a news story, brief supporting background on the airport, a date, and con- tact information for journalists who want to follow up with a telephone call to get more information or to arrange an interview. Small airports use press releases to attract media attention, and airport managers report that this is a particu- larly effective and inexpensive way to market the airport. Press releases may get lost in larger markets where they are competing against many other information sources, but in smaller markets, they appear to draw atten- tion. The press releases prompt local newspapers, magazines, and radio and television stations to provide cov- erage both through their primary medium and on the Internet. TYPICAL FORMAT FOR A PRESS RELEASE Press releases are structured using a very specific format (see Exhibit 10.4). Make sure to include the 5 Ws of advertising (who, what, when, where, and why) in the body of the press release. Other techniques to grab atten- tion include (1) a strong lead in sentence, (2) the use of quotes to give the press release a personal touch, and (3) inclusion of human interest highlights. Make sure to include the airport’s brand/logo at the top of the press release for easy identification. Exhibit 10.4—Press Release Format. (Your Airport Logo) NEWS RELEASE Date: The date you are sending this to the media FOR IMMEDIATE RELEASE For more information, contact: (Name, Department, Title) (Phone Number) (Email Address) optional SUBJECT: A brief topic or event description, typically 5 words or less (The body of the press release is very basic; who, what, where, when and why. The first paragraph of the press release should contain in brief detail what the press release is about.) (The second paragraph explains, in detail: who cares; why you should care; where one can find it; when it will happen. Also, included in the second paragraph is generally a quote that gives the release a personal touch. Public Relations Tools 73 Effectiveness Cost Commercial Service General Aviation Essential Tool ✪ $ ••• •••

“Touchy-feelies” go a long way with journalists. Press releases and news stories are boring to journalists with- out a “human interest.” The third and generally final paragraph identifies department contact information and where the reader can get information, i.e., website, telephone numbers, etc.). (The content of the press release should be typed in a clear, basic font (Times New Roman is preferred). Your release should be about a page and generally no more than 400 to 500 words. If your press release exceeds one page, the second page should indicate “Page Two” in the upper right hand corner and “more” should appear at the bottom of the first page. Journalistic standards have set basic parameters to define the end of a press release: ### these three # symbols, centered directly underneath the last line of the release indicate the end of a press release. Finally, verify your facts and check your spelling. Once a mistake is printed or reported in the media it is difficult to get it corrected.) ### Source: Content provided by the Greeley-Weld County Airport; Public Information Plan, posted on their website at www.gxy.net IMPROVING THE ODDS THAT THE AIRPORT’S PRESS RELEASE WILL GET MEDIA ATTENTION A press release is more likely to get media attention when it follows some basic rules. • Target specific media (e.g., local community newspaper) that will be interested and a good fit for your airport’s specific press release. • Use generally accepted press release formatting. • Provide facts and pertinent information in the press release. • Check your facts and make sure the document is without error. • Include something helpful that the media can quote. • Find human interest topics to include in the content of the press release. • Meet all media deadlines. • Provide complete contact information on all pages of a press release. • Develop relationships with contacts within media organizations over time and nurture those relationships. EXAMPLES OF AIRPORT PRESS RELEASES Exhibit 10.5 is an excerpt from a press release issued by the Arnold Palmer Regional Airport in Westmoreland County, Pennsylvania. It announces an initiative to enhance passengers’ travel experience at this small Pennsylvania commercial service airport with 13,000 enplanements in 2006. The press release includes a quote from the airport director and could be run as an earned media story with minimal changes. 74 Marketing Guidebook for Small Airports

Exhibit 10.5—Press Release Excerpt from Arnold Palmer Regional Airport. NEWS RELEASE FOR IMMEDIATE RELEASE Tuesday, Apr. 11, 2006 Airport Authority Launches “Passenger PLUS” The Westmoreland County Airport Authority has given its nod to a new passenger comfort and convenience initiative at Arnold Palmer Regional Airport. It’s called “Passenger PLUS” and it’s designed to enhance the travel experience before passengers even enter the terminal. After parking at no cost, new luggage carts will soon be available to make getting luggage from the trunk to the counter less of a chore. Carts will also be stationed inside the terminal to ease arriving passengers’ burdens. The plan also calls for reconfiguring the walkway from the parking area to the terminal, which should make the short trek even smoother. But the cornerstone of the new convenience-based initiative is the opening of a flight lounge in the terminal lobby where travelers can relax, enjoy a cup of coffee or a soft drink and a snack or even a sandwich (at cer- tain times) while they await boarding. “We’re playing to our strengths,” said Airport Manager Gabe Monzo. “Comfort and convenience have always been a hallmark of this airport, so we’re focusing on the most important aspect of air travel—the passenger.” The lounge will feature continental-style offerings in the morning and passengers on the afternoon flights will be able to place food and drink orders with DeNunzio’s Italian Chophouse, located on the second floor of the terminal. They won’t need to worry about climbing the stairs or missing a boarding call. Wait staff will deliver those orders to the lounge, only a few steps from the security screening area. . . . Source: Arnold Palmer Regional Airport 10.2.4 FEATURED ARTICLES AND STORIES Public Relations Tools 75 Effectiveness Cost Commercial Service General Aviation Essential Tool ✪ $ ••• ••• Definition: Airports usually have good relationships with local newspapers and can encourage travel articles that mention the airfares and air service available from the local airport. In some communities, local newspapers and television stations have run stories highlighting the economic importance of the local airport. Airport open houses, air shows, competitions, and educational events also provide opportunities for featured articles and stories. Featured articles provide excellent free publicity and can be obtained for newsworthy topics. Chances of obtain- ing a feature article can be increased by sending out a press release on newsworthy airport topics or events, or a press kit with a media advisory or cover letter that provides the particular details about the topic or event. In some cases, journalists will want to interview the airport manager as a means of expanding on the content of the featured article, so be prepared.

10.2.5 INTERVIEWS (RADIO AND TELEVISION) 76 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation Essential Tool ✪ $ ••• ••• Definition: Airport managers have an opportunity to be interviewed by the media for airing on local radio and television shows, especially newscasts. As the person being interviewed, there are some general guidelines to follow for radio and television shows. They may sound obvious, but they are still worth remembering. • Be prepared. Bring pertinent materials with you to the interview, even if you have sent them in advance. • Deliver your message. Prepare your own message and make sure that you have thought of a short, memorable way to explain it. • Augment the interview. For a television, use visuals including photos, slides, and print materials. • Develop a list of questions. Prepare the list for the interviewer to follow. This will make the interviewer’s work easier, will guide the content of the interview, and will ensure that the main topics are covered. • Find out the details of the interview. Beforehand, find out the length and topics that the interviewer wants to cover (in addition to the questions you provide). • Dress appropriately. You represent the airport, so dress appropriately for both television and radio interviews. • Obtain a tape of the interview. Use the tape in future marketing efforts (e.g., website stream). 10.2.6 PUBLIC SERVICE ANNOUNCEMENTS Effectiveness Cost Commercial Service General Aviation $ • • Definition: A public service or community service announcement is a non-commercial advertisement broad- cast on radio or television that is intended to raise public awareness about specific issues at the airport. These days, public service announcements about airports are typically about security levels and safety. 10.2.7 AWARDS AND SPECIAL RECOGNITION Definition: Awards and special recognition provide a way for airports to attract earned media, either through a press release, featured article, or interview. Effectiveness Cost Commercial Service General Aviation $ • •

Exhibit 10.6 is an example of an announcement from the Greeley-Weld County Airport regarding receipt of the “Outstanding Airport Award” from the Colorado Pilots Association. Exhibit 10.6—Greeley-Weld County Airport Outstanding Service Announcement. GREELEY-WELD COUNTY AIRPORT AND BUSINESSES RECEIVE SERVICE AWARD The Greeley-Weld County Airport, and two of its based businesses, will be the recipients of the “2005 Outstanding Airport” awarded by the Colorado Pilots Association this Saturday, November 5th, 2005 at Centennial Airport in Englewood. The award is presented by the Colorado Pilots Association to those airports and airport businesses which have provided exceptional service to the flying public. Harris Aviation, which also operates Peak Flight Support at the airport, and the Barnstormer Restaurant, were both named as key contributors in the success of the airport in the association’s decision to make this award. The level of customer support provided by both businesses was noted by members of the Colorado Pilots Association as being exceptional in nature. Additionally, the association, in making their decision, quoted the Greeley-Weld County Airport Authority’s commitment in making numerous physical improvements to the air- port over the past few years, and its exceptional management of the facility, as another key factor. Source: Greeley-Weld County Airport; www.gxy.net 10.2.8 TIPS FOR USING EARNED MEDIA An important ingredient to any publicity campaign is making the right media contacts and then developing and nurturing those relationships over time. However, it is not enough to know the contact person; it is also impor- tant to have newsworthy stories. That means it is important for the airport to be (1) innovative and creative in the activities it chooses to pursue and (2) strategic about the ways it publicizes those activities. Earned Media  the Right Media Contact Plus a Newsworthy Story MEDIA CONTACTS Regarding contacts, each media organization is run differently, and the most efficient way to identify the right individual in a given organization is to call and ask who covers the airport. Some general guidelines for locat- ing the right person in media organizations follow: • News stations—assignment editor, further delineated as morning, evening, and weekend assignment editors • Television programs or features—producer • Public service announcements—director of public or community affairs • Radio programs—program director or, for a news item, news director • Newswires—reporters for specialized stories; or editor or bureau chief for smaller shops • Newspapers—reporter who covers airports Public Relations Tools 77

ESTABLISH AND MAINTAIN A MEDIA CONTACT LIST Airports should establish and maintain a media contact list: • A media contact list will provide a thorough and easy way to distribute your airport’s media content over time. Include email addresses because this may be the main method for the airport to keep in touch with the media. • People change jobs frequently, so it is important to keep the media contact list and all contact informa- tion current. • Expand the media contact list as you develop new media relationships. THE HIDDEN COST OF EARNED MEDIA Earned media is known as “free” publicity in that there is no cost to place or run the publicity. However, there are some hidden costs involved when pursuing earned media opportunities. The most significant of these hidden costs is labor. Someone has to develop, maintain, and distribute the air- port’s press kit, write the press releases, cultivate relationships with journalists and producers, and so forth. In small airports, that “someone” may be, solely, the airport manager. Hence, it is important to pursue earned media opportunities that are likely to yield results for the airport—where the airport’s story is likely to be cho- sen by those who make decisions about what is newsworthy. To cut down on these hidden costs, look for volunteers who can provide assistance. Student interns looking to gain experience in public relations would be an excellent place to start. Consider partnering with other organi- zations in the community that share similar goals, such as the chamber of commerce. In this manner, the work that is required to generate earned media interest, such as cultivating relationships, can be shared. The Internet is also an excellent way to distribute press releases and press kits. 10.3 PUBLIC SPEAKING 78 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation Essential Tool ✪ $ ••• ••• Definition: Public speaking opportunities permit airport managers to tell their story in a public setting and are available in a variety of arenas including business, civic, professional, and educational, some certainly more formal than others. For this chapter, public speaking is discussed from two perspectives: (1) guest speaking at local events and (2) presentations at conferences or tradeshows. Public speaking engagements are one of the most effective and inexpensive ways that you can influence opin- ion and communicate a positive image of the airport to your stakeholders and the community at large. Public speaking is also a concrete way for airport managers to develop and maintain good relationships across many different organizations and groups. These relationships in turn can help the airport achieve its development goals, its air service objectives, and its revenue and funding objectives.

Public speaking is also an important vehicle for expanding your network of colleagues, friends, and champions of the airport. These relationships, cultivated over time, can be a resource of community leadership, financial support, and joint ventures to accomplish the community’s and airport’s goals. Speaking engagements are mostly a volunteer effort. It is important to let people know that you enjoy and welcome the opportunity to speak in public. If they know you are open and available, they will ask for your participation. Here is a list of local speaking opportunities: • Chamber of commerce, Rotary, and Kiwanis club events • Dedications and ribbon cutting events • Educational workshops • High school and college graduations • Charity events • Opening remarks at recognition ceremonies Chapter 12 contains a description of conferences and conventions that airport personnel frequently attend. These meetings include exhibit halls, social events, panels of speakers, and key note speakers. Participation on panels and organizational committees provides an excellent opportunity to increase your airport’s visibility. There is a large (and often overlooked) body of material on becoming an effective public speaker. An effective speaker will be invited to speak more often just because he or she is interesting and engaging. Therefore, do not overlook the value of improving your public speaking skills. It is important for all public speakers to obtain objective feedback so that they can improve their skills. TIPS FOR VISUAL AIDS • Make sure visual aids are visible to the audience. • Keep visual aids content at a “high level” and easy to understand. • Use creative and colorful visual aids, but do not let them upstage you. • Use visual aids to enhance the content of the speech. • Use visual aids to engage the audience and encourage participation. Visual aids are an important part of many presentations, and they assist the speaker in achieving a variety of goals including breaking the ice, engaging the audience, building rapport, getting the message across, and so forth. The most commonly used visual aids are computer-based presentation programs and flip charts. Many airport managers develop a basic presentation using Microsoft PowerPoint and customize a few slides for spe- cific audiences. USING POWERPOINT PRESENTATIONS EFFECTIVELY • Do not read the slides to your audience. • Make sure the audience can see and read the text. Public Relations Tools 79

• Choose colors that make the text easier to read. • Use bullet points instead of full sentences. • Incorporate images that your audience can relate to and enjoy. • PowerPoint should be a “visual aid”—not the entire show. 10.4 EVENTS Events are a common form of public relations and have been embraced by airports over the years. They are usually structured as open houses, air shows, or educational programs such as Young Eagles. These events provide an opportunity for the airport to showcase its facilities and services and to create a memorable, posi- tive experience for the general public. Exhibit 10.7 contains events commonly used for public relations. Exhibit 10.7—Types of Airport Events. Source: KRAMER aerotek, inc. Many airport managers believe events such as open houses, air shows, and educational programs help build community awareness about the airport, its facilities, and its services. Programs such as Young Eagles are used to help pull in the next generation of pilots. Air shows showcase outstanding talent and can draw large crowds to the airport during the event. These events also provide great earned media opportunities, a definite plus for airports working to raise public awareness about their presence in the community. Other airport managers question the value of air shows and open houses because of the amount of work involved and the disruption to airport operations. There is also some question among airport managers as to whether these events result in new or increased business for the airport during the rest of the year. These events can be very labor intensive. The pros and cons of “putting on an event” should be weighed carefully before embarking on such an endeavor. Regardless of which type of airport event is being considered, here are important questions to answer: 1. What are the specific marketing objectives of the event? 2. Is the event likely to be successful in terms of achieving the marketing objectives of the airport? 3. What activities will take place at the event, and does the airport have the resources, such as parking, safety, and security to adequately support them? 4. Can the airport staff put on the event while conducting regular airport business, or does the airport need to recruit volunteers from the community to help with the event? 5. Will the event interfere with any critical airport activities? 6. Do the airport’s current tenants, immediate neighbors, and other key stakeholders support the idea of the event? 80 Marketing Guidebook for Small Airports Events Open HousesAir Shows EducationalPrograms

7. Does this event have a historical foundation or tradition, and if so, what will be the impact of cancel- ing or changing the concept of the event on the airport’s relationship with the community? 8. How much will it cost to put on the event, and does the airport have the funds? 9. Is this event the best use of the airport’s available marketing budget? 10. What are other sources of volunteers, funding, or sponsorship for the event? 10.4.1 AIR SHOWS Definition: Airport open houses are events where the public is invited to see and learn more about the airport. Open houses take on many different forms depending on the resources and time available to plan and man- age them. Often, airport open houses are held annually and sometimes correspond with another annual com- munity event or national holiday such as Memorial Day or the 4th of July. Public Relations Tools 81 Effectiveness Cost Commercial Service General Aviation $$$   Definition: Air shows are events in which the public gets to see aircraft perform, as well to view the aircraft on the ground. They are the most elaborate type of event that an airport can undertake. An article published in The Journal Record (Oklahoma City) titled “Air Show Planning Not So Simple” by Bill May, The Journal Record staff reporter (September 26, 1997) describes the transformation of air shows, historically, from simple affairs to complex and competitive events today. “Back in olden times, putting on an air show was a relatively simple thing. All you had to do was find a few people who owned airplanes and would agree to fly, bring a couple of jets and the crowd was thrilled. Nowadays, things are not so simple. Wing walkers, parachute jumps and “loop-de-loops” are not enough. Audiences are much more sophisticated and they demand more—and not just in num- bers, but in variety. The problem is there is more and more competition for the truly good air show acts and for the available airplanes.” For airports that decide to pursue an air show, check out “The Complete Guide to Holding an Airport Open House,” a publication of the AOPA Airport Support Network at www.aopa.org/asn (AOPA, Frederick, Maryland). Included in this comprehensive publication are planning and scheduling tools, checklists, promotion, market- ing and sponsorship ideas, and so forth. One of the main public relations benefits of air shows is the volume and variety of earned media that accom- panies such an event. 10.4.2 OPEN HOUSES Effectiveness Cost Commercial Service General Aviation $-$$$ •-•• 

Programs at an airport open house include the following: • Static displays of airplanes (sometimes historical in nature) • Aerial demonstrations • High speed “fly-bys” • Activities for children • Free airplane rides • Exhibitors and booths • Food and beverages Open houses are a common type of promotional event used to increase public awareness and build commu- nity support. They are most effective when conducted with other community stakeholders, which enables air- ports to benefit from joint advertising, increased earned media coverage, and shared resources and costs. The following are suggestions for an airport open house: • Pick an annual date for the open house and stick to it; this is a good way to develop community aware- ness and increase attendance over time. • Couple the airport open house with an annual holiday such as Memorial Day or the 4th of July to give it a holiday theme. • Consider putting on a joint airport/community event and share in the work and the recognition. • Debrief with airport staff and volunteers after the event to better understand what worked and what did not work for next time. • Offer amenities such as free entry, free rides, and free parking. • Run a contest or drawing. • Provide activities for kids so they will want to come back to the open house again next year. • Ask for help from community sponsors such as local businesses to garner corporate or in-kind con- tributions. • Take advantage of earned media to promote the event and then report on the event’s success afterwards. 10.4.3 EDUCATIONAL PROGRAMS 82 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation $-$$$ • •• Definition: Educational programs include a variety of programs such as the Young Eagles designed to edu- cate young people (primarily) about aviation and to promote an interest in aviation. “The EAA Young Eagles program was launched in 1992 to give interested young people, ages 8–17, the opportunity to go flying in an airplane. These flights are offered free of charge and are made possible through the generosity of EAA member volunteers” (from the EAA website, www.young eagles.org). In addition to programs such as the Young Eagles, airports often offer educational programs for primary and secondary students through their local school district including tours of the airport and aviation activities geared

for younger students. Airports also coordinate educational programs with high schools, community, and 4-year colleges to promote awareness of, and interest in, aviation-related careers. 10.4.4 RELATIVE COST OF EVENTS Exhibit 10.8—Cost of Events. Source: Oliver Wyman Airport events can take on many shapes and sizes. Typically the cost, in both time and money invested by the airport will increase as the level of complexity, duration, and size of participation increase (see Exhibit 10.8). Events have a way of “getting away from us,” meaning they start to expand beyond their original scope, and the time, energy, and funds invested in the event expand as well. When considering the scope of the event, try to make sure that it is structured in such a way as to achieve the public relations and marketing objectives of the airport. AOPA has published the following advice: “How much will it cost to hold an airport open house, and what are the income sources? The answers to these two basic budget questions are as varied as the events themselves. Harriet Alexander Field in Salida, Colorado, held a one-day airport open house on a budget of just $800. Admission was free, but the nonprofit organization that sponsored the open house earned income from dime-a-pound aircraft rides donated by local pilots. That contrasts with the million dollars-plus budget required to conduct a major two-day open house and air show at a large metropolitan airport. In-between is an event the size of the Scottsdale Air Fair. The two-day open house features a range of civil, military, and war bird static displays and fly-bys, attracts about 25,000 people, and operates on a budget of about $300,000.” (From the AOPA “Complete Guide to Holding an Airport Open House”) Tip: Try to find a corporate sponsor for the event who may be able to donate cash and/or in-kind contributions. This is a means for the sponsor, through publicity, to generate good will in the community while benefiting the airport. 10.5 PROMOTIONS Public Relations Tools 83 Effectiveness Cost Commercial Service General Aviation $-$$$ • • Cost of Events (Time & Money) $ $$ $$$ Educational Programs for Students Airport Open Houses Full Scale Air Shows

Definition: Promotions include tools such as contests and drawings, giveaway items, and free services and amenities. Both general aviation and commercial service airports use promotions to promote the airport and improve its public image (see Exhibit 10.9). Rates and charges reductions are also frequently offered. These are described in Section 10.5.4 for general aviation. For a full discussion of rates and charges reductions directed to commercial service air carriers, see ACRP Report 18: Passenger Air Service Development Techniques. Exhibit 10.9—Types of Airport Promotions. Source: KRAMER aerotek, inc. 10.5.1 CONTESTS AND DRAWINGS Definition: Airports have used a nearly endless array of contests to market themselves. Ideally, these contests rely on prizes donated by airlines, travel agencies, and local businesses. The contests may be held in conjunc- tion with open houses or as independent events. They work best when they are widely publicized and not simply promoted at the airport. Contests and drawings are used to achieve various public relations goals: to expose the airport’s brand, to attract new users to the airport, to promote a positive image of the airport, and so forth. How contests and drawings are structured will depend on which of these goals the airport hopes to achieve, as well as the funds available. One example of a successful promotion in conjunction with the launch of new service occurred at Tri-State Airport (Huntington, West Virginia) when Allegiant inaugurated nonstop service to Orlando, Florida. The airline donated a number of complimentary tickets to be used by the airport to promote the new service. Rather than devote all the tickets to a contest, the airport also donated some to the local Make-A-Wish Foundation. The event received a great deal of media coverage—good publicity for the airport, the airline, and the foundation. KEY CONSIDERATIONS FOR CONTESTS • Make sure that the contest or drawing is “targeted,” reaching its intended audience. • Adequately promote the contest or drawing to increase participation by the targeted group. 84 Marketing Guidebook for Small Airports Giveaway ItemsContests& Drawings Free Services & Amenities Reduction of Rates & Charges Promotions Effectiveness Cost Commercial Service General Aviation $-$$$ • •

• Structure the contest or drawing to encourage specific action to be taken by the targeted group. • Define the budget for the contest/drawing and stay within it. • Reduce the cost by finding sponsors to donate items for the contest or drawing. • Incorporate the airport’s brand in the contest or drawing to increase awareness. • Use earned media opportunities to announce the contest, the winners, and so forth. • Repeat the contest or drawing over time (e.g., run a monthly drawing) to build momentum. IDEAS TO STRUCTURE A CONTEST OR DRAWING • Set up a contest box or bowl in the terminal, at a tradeshow booth, or at the FBO where participants can either drop in their business card or fill out a simple postcard with some basic information (name, contact information). Names drawn win a prize. Additionally, entrants’ information can be added into the airport’s contact database for future marketing efforts. • Run a contest on the airport’s website, asking participants to complete an online registration form to enter the contest. Randomly select a winner from the registrant list and add entrant names into the air- port’s contact database. • Jointly run a contest or drawing with another community group, such as the chamber of commerce. Have first, second, and third place winners with three different prizes of increasing value. Ask cham- ber members (businesses) to help sponsor the contest. • Structure a contest in such a way that requires the participants to use airport facilities to enter. Then select the winner from that pool of the contestants. Incorporate the airport’s brand in the prize. 10.5.2 GIVEAWAYS Public Relations Tools 85 Effectiveness Cost Commercial Service General Aviation $-$$$ • • Definition: Giveaway items are used to promote or advertise the airport, creating a top of mind awareness by incorporating the airport’s brand (name, logo, and tag line) into the specific items. To improve their effectiveness, giveaways should include items that people want to keep and use. These items can range from inexpensive ones such as luggage tags, pens, magnets, coffee mugs, water bottles, key chains, and calendars to more expensive one-of-a-kind items with an aviation theme. Typically, giveaways are handed out at tradeshows, conferences, public speeches, open houses, educational programs, and pretty much at any event that involves the airport. They can also be used as conversation ice breakers. There are a number of pro- motional item suppliers listed on the Internet, so do some comparative shopping for items, prices, and quality. 10.5.3 FREE SERVICES AND AMENITIES Effectiveness Cost Commercial Service General Aviation $-$$$ • •

Definition: Some common free services include free parking, free wireless Internet, complementary coffee, business centers, and so forth. At some airports, volunteer ambassadors meet and greet passengers entering the facility to answer questions and offer assistance. Airports often use free services and amenities to promote the airport. They use customer service and conven- ience as a means to stand out from the competition. Giveaways can also be used as incentives. For example, give away an item to each person who completes an airport customer satisfaction survey to increase the over- all response rate of the survey and to add this person to the airport’s contact list. Giveaway Item + Specific Call to Action = Desired Outcome At general aviation airports, the FBOs frequently set the level of services offered. Some of the larger FBOs offer such amenities as conference rooms, sleeping and bathing facilities, gourmet catering, audio and video enter- tainment, crew lounge, exercise room, rental cars, and shuttle services to and from the airport. Sometimes the airport will co-sponsor services and facilities for general aviation passengers and pilots with the FBO. 10.5.4 RATES AND CHARGES REDUCTIONS 86 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation $-$$$ • • Definition: Rates and charges discounts are another way to promote the airport. In some cases, these dis- counts are tied directly to utilization by the passenger or general aviation user. At a certain level of utilization, these discounts “kick in” and accelerate to the point where certain fees are waived altogether. One example is Sugar Land Regional Airport, the fourth largest airport in the greater Houston area and a sig- nificant general reliever airport. Touted as “the destination of choice for the business traveler in the Houston area,” the airport waives ramp fees with a minimum fuel purchase of 100LL or 50 gallons of Jet-A fuel. Commercial service airports can also waive rates and charges for passenger airlines, provided that reductions in rates or charges are for a promotional period or available to all carriers serving the particular airport. To effectively use discounts on rates and charges, consider the following suggestions: • Periodically, compare your airport’s rates and charges to the competition; see what they are charging and whether they offer discounts, and if so, what types. • Structure your airports rates and charges to be competitive and attractive. • Then, promote them to your target audience using advertising and public relations tools. 10.5.5 OTHER PROMOTIONS USED TO INCREASE COMMERCIAL SERVICE A variety of other promotional techniques have been applied to persuade passenger air carriers to initiate or continue air service. These include financial contributions from local businesses to market the airport, special local taxation earmarked for air service programs, frequent flyer incentives purchased by the local community, business fare reductions in exchange for community support, advance ticket purchase programs, and direct

passenger subsidies. Many of these promotions require the participation of the airlines serving the airport, as well as substantial local participation. This Guidebook does not cover airport marketing directed at the air car- riers. Instead, that subject is covered in the broader discussion of air service development techniques contained in ACRP Report 18: Passenger Air Service Development Techniques. Sponsorships and volunteering are two very effective public relations tools that can generate a significant amount of good will in the community on behalf of the airport (see Exhibit 10.10). In the Section 10.4, we described finding corporate sponsors to help financially support airport events such as open houses and air shows. “Sponsorships” in this chapter refer to the opportunities where the airport is the sponsor for a worthy cause. Volunteering or putting in time in the community is another way to help. Finally, participating on various non-profit boards is also a way to build relationships in the community, possibly with key stakeholders. All of these efforts will be noticed and appreciated. 10.6 SPONSORSHIPS AND VOLUNTEERING Exhibit 10.10—Types of Airport Sponsorships and Volunteering. Source: KRAMER aerotek, inc. 10.6.1 SPONSORING INTERNS AND STUDENTS Definition: Airports may hire student interns or sponsor aviation students at local schools. Small airports provide a great opportunity and training ground for students interested in aviation careers. Developing reciprocal relationships through student internships with high schools, community, and 4-year col- leges benefits the students, the schools, and the airport. It is a winning arrangement for the community and the airport, and one that airport managers should seriously consider when looking for resources to help with air- port marketing and public relations activities. An example of an airport sponsorship is provided by Centennial Airport, located in the south Denver metropolitan area. In addition to providing opportunities for interns and students seeking experience in aviation, the airport has Public Relations Tools 87 Effectiveness Cost Commercial Service General Aviation $$ • •• Supporting Non-Profit Community Events Sponsoring Interns & Students Board Participation Volunteering in the Community Sponsorships & Volunteering

created a non-profit foundation, the Centennial Airport Foundation, which promotes aviation education and pro- vides scholarships for aviation students. Exhibit 10.11 is a press release excerpt that highlights this scholarship: Exhibit 10.11—Excerpt from Press Release Announcing Centennial Airport’s 40th Birthday Celebration. “Over 450 people were in attendance to honor Centennial Airport’s 40th Anniversary Celebration. The event held in Parker on May 28th, 2008, was hosted by Centennial Airport, The South Metro Denver Chamber of Commerce, and The Wildlife Experience. Distinguished guests included former and current airport commissioners, local and state government officials, founding airport supporters, aviation businesses, local aviation personalities, and aviation enthusiasts. Keynote speaker Barrington Irving, the youngest person ever and the first black round-the-world solo pilot gave a remarkable and fascinating account of his record setting experience. Aviation student, Skyler Shaw was also in attendance and recognized for receiving the Centennial Airport Scholarship to Metropolitan State College of Denver. The Captain Elrey Jeppesen Award was presented by Jim Jeppesen, son of the late great aviation pioneer Elrey Jeppesen, to Larry Ulrich, founder and president of the Denver jetCenter, for his record of unique and meritorious work in and outside aviation. Silent auctions were held for the commemorative and signed limited edition lithographs and taxiway desk light centerpieces, imbedded with special 40th Anniversary Centennial Airport challenge coins. Over $57,000 was raised in support of the Centennial Airport Foundation which promotes aviation education. An exquisite slide show played in the background during the luncheon which profiled Centennial Airport from its humble beginnings as an idea to support George Wallace’s struggling Denver Technological Center (DTC), to its essential key role as an economic supporter in the surrounding communities and its rise to the 3rd busiest general aviation airport in the country. The event was a tremendous success which celebrated the many amazing stories, businesses, events, and people who have uniquely shaped Centennial to become the exceptional airport it is today.” Source: Centennial Airport via http://www.centennialairport.com/article-1213820548, 2008 10.6.2 SPONSORING NON-PROFIT COMMUNITY EVENTS 88 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation $-$$$ •• •• Definition: Airports can make small cash contributions or help host charitable events, by offering the use of empty hangar space that can be turned into the venue for such events. There are many good causes to support—education, health care, housing, the environment, and others—that, with the proper attention, build strong communities. Non-profit organizations that spearhead many of these

causes rely on the business and civic groups within the communities they serve to provide support. Airport sponsorships provide publicity for the airport and build community support. They also get people to the airport who might not otherwise visit. 10.6.3 VOLUNTEERING Public Relations Tools 89 Effectiveness Cost Commercial Service General Aviation $ • • Definition: There are many volunteer opportunities where airport staff can get involved. They are available during the holiday season and year round. Sometimes the opportunities to get involved reach further a field. For example, many airports rallied to help victims of Hurricane Katrina. Apart from building community support, volunteering helps build team spirit among the airport staff. 10.6.4 BOARD PARTICIPATION Definition: Board participation involves representation by airport managers on non-profit boards. Many com- munity non-profit organizations need community representation on their boards. This is yet another way for airport managers to get involved in the community. It is also a great way to build relationships with business people, educators, and civic leaders who also choose to serve. It can be time con- suming, but very rewarding work. 10.7 OTHER PUBLIC RELATIONS MATERIALS There are other types of public relations materials that airports commonly use to support their marketing efforts. They include customer satisfaction surveys, print (and electronic) newsletters, economic impact studies, testi- monials, and white papers (see Exhibit 10.12). Exhibit 10.12—Other Public Relations Print Materials. Effectiveness Cost Commercial Service General Aviation $ • • Other PR Print Materials Print & Electronic Newsletters Customer Satisfaction Surveys Economic Impact Studies White Papers Testimonials Source: KRAMER aerotek, inc.

10.7.1 CUSTOMER AND TENANT SATISFACTION SURVEYS Definition: Customer and tenant satisfaction surveys are used both to provide realistic feedback to airport man- agers and to highlight the benefits of the local airport. As noted, many small airports acknowledge their value, but have not conducted surveys. Surveys have the benefit of providing objective evidence of the degree to which customers and tenants value the services and facilities offered by the airport. Surveys can also provide ideas for airport improvements. There are a variety of ways to conduct surveys, including free online survey tools that allow you to set up questions, distribute the survey, and tabulate the results. 10.7.2 PRINT AND ELECTRONIC NEWSLETTERS Definition: Some airports use email newsletters to get out their message. Others publish print newsletters, which are more expensive because of printing and mailing costs. Many airports publish an electronic version of their newsletter on the airport website. Those interested in receiv- ing a copy via email can make a request on the website. Other ways to assemble a distribution list would include collecting email contact information during airport events. Airports can also request contact lists from other civic organizations. Typically though, the airport would have to invite individuals to receive the newsletter via an email and ask for a return email with a request to “subscribe” or “unsubscribe.” These methods work well to communicate with travelers who already know about and are interested in the air- port. However, because of the difficulty in compiling comprehensive email lists, email newsletters usually are not an effective way to reach potential travelers or customers who are not already interested in the airport. 10.7.3 ECONOMIC IMPACT STUDIES Definition: Economic impact studies estimate the economic contributions to the community of a particular air- port. They are typically posted on the airport website, summarized as part of the airport’s marketing brochure, or issued as a stand-alone document. 90 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation $ • • Effectiveness Cost Commercial Service General Aviation $-$$ •• •• Effectiveness Cost Commercial Service General Aviation $-$$$ • ••

These studies are used to persuade public officials, business leaders, and news media to support the local air- port. Usually, they are an element of larger campaigns to engage the local community. When printed as brochures, they may serve as the cornerstone of an airport’s press kit or printed media. These studies are often funded by the FAA and state DOTs. If a state has not sponsored this type of study or the last study is out-of-date, airports can contract with consultants or a university to prepare a report. The American Association of Airport Executives (AAAE) also sells use of a model to estimate the economic impact of general aviation airports. Exhibit 10.13 is an example of an economic impact brochure prepared by the State of Colorado for a small gen- eral aviation airport, Central Colorado Regional Airport in Buena Vista, Colorado. Exhibit 10.13—Excerpt for Economic Impact Brochure. Public Relations Tools 91 Effectiveness Cost Commercial Service General Aviation $ •• •• Source: Colorado Airports Economic Impact Study 2008 10.7.4 TESTIMONIALS Definition: Testimonials are positive statements that come from satisfied passengers, pilots, tenants, and friends of the airport. These can and should be used across all forms of promotional materials and advertising.

Testimonials work and carry great weight when promoting the airport to airlines or to potential passengers that are using other nearby airports (see Exhibit 10.14). Exhibit 10.14—Sample Testimonial from Region of Waterloo International Airport, Breslau Canada. “I would just like to take a minute to tell you what a great experience it was to fly from Waterloo Airport a couple of weeks ago. My wife and I flew to Mexico from there and it was such a treat to not have to drive to Toronto and deal with the traffic. The staff was very pro- fessional and everything from boarding to Customs on the return was smooth and enjoyable. I hope this continues as we take a trip at least once a year. All the best!!!!” Dean Dajko @ Webplas Inc., Custom Injection Molding “Getting off the plane, through customs, getting our luggage and home in about 30 min was the best. I can only hope that others who have the same good experience let you know. Thanks again!” Lori Kelly Source: Region of Waterloo International Airport 10.7.5 WHITE PAPERS 92 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation $-$$ • • Definition: “White papers” cover a broad category of general issue papers written to further a specific airport goal. They may cover the issues surrounding a particular development project, sensitive noise issues, changes in air service, and so forth. They are a broad category of promotional material that is called upon in special circumstances. White papers are used to promote the airport’s position, but are generally written in a thoughtful and analytical style. Frequently, they are written with the goal of generating earned media.

93 CHAPTER 11 ADVERTISING TOOLS 11.1 Types of Advertising Tools 11.2 Print Media 11.3 Signage 11.4 Multi-Media: Radio, Television, and Video 11.5 Internet and Website Tools 11.1 TYPES OF ADVERTISING TOOLS Advertising tools are distinguished from public relations tools in that they are designed, paid for, and placed by the advertising sponsor. Advertising is so pervasive in our everyday lives that we are all good critics about whether a particular advertisement is appealing and works to influence behavior in the intended manner. Airports are relative newcomers in the advertising world. Advertising has always taken place inside terminals at airports and in industry and local publications, but only in the past 10 to 15 years have airports begun to strategically place ads outside the airport. One of the first bold advertising campaigns occurred when airports placed billboards near neighboring airports to recruit passengers to use their airport instead. Since then, adver- tising outside of the airport has become common. For discussion purposes, advertising tools are grouped and described in Exhibit 11.1. Exhibit 11.1—Scope of Advertising Tools. Advertising Tools Multi-Media ToolsSignagePrint MediaInternet & Websites Source: Oliver Wyman • Internet and website tools—including the airport website, as well as email distributions, and Internet advertising. • Print media—including print ads in newspapers, magazines, and trade journals; direct mail pieces (e.g., post cards, flyers, etc.) sent out to targeted audiences; glossy marketing brochures that feature the airport; airport business cards and stationery that include its brand (e.g., logo, tagline, etc.); and testimonials or written statements from customers and colleagues that are used to promote the airport through all forms of print media.

• Signage—including (1) billboards and large posters; (2) banners, flags and awnings; and, (3) display signage. Advertising expense correlates with size of the signage. Bigger is more expensive. • Multi-media—includes radio, television, and video. 11.2 PRINT MEDIA Many airports already effectively use print media to advertise the airport, air service, and various airport spon- sored activities. Print media most often used include the following: • Print ads in newspapers, magazines, and trade journals • Direct mail pieces (e.g., post cards, flyers, etc.) sent out to targeted audiences • Marketing brochures Exhibit 11.2 shows the basic print media on the basis of cost. Actual costs are not provided because they vary widely by market. Nearly all forms of advertising cost far more in major markets than in smaller markets. Nevertheless, in all markets, there is a general hierarchy of costs that airport managers should consider in selecting advertising. With print material, the cost will also vary depending on the quality of the paper used (weight and grade), whether the piece is printed in color or black and white, the number of photos or images embedded in the piece, the length of the piece, and the quantities produced. Exhibit 11.2—Cost of Print Media. 94 Marketing Guidebook for Small Airports Cost of Print Media $ Business Cards, Stationery, Testimonials $$ Black & White Advertisements, Marketing Brochures & Direct Mail $$$ Color Magazine or Newspaper Advertisements, Brochures Source: Oliver Wyman 11.2.1 PRINT ADS Effectiveness Tool Cost Commercial Service General Aviation Newspaper Ad $-$$$ ••• • Magazine Ad $-$$$ • • Trade Journal Ad $-$$ • ••-••• Definition: Print ads run in newspapers, magazines, and trade journals for a predetermined frequency and period of time to (1) promote the airport and its products and services, (2) to announce a new airport feature or service, or (3) to encourage its targeted audiences to behave in a certain way.

Commercial service airports generally find newspaper advertising to be the most effective form of print adver- tising because it appeals to a wide target audience (see Exhibit 11.3). General aviation airports, however, typ- ically do not find newspaper advertising to be effective, but sometimes do find that advertising in trade journals is effective. Exhibit 11.3—Brainerd Lakes Regional Airport, Minnesota Air Service Advertisement. Advertising Tools 95 Source: Brainerd Lakes Regional Airport 2006

11.2.2 DIRECT MAIL Effectiveness Cost Commercial Service General Aviation $$-$$$ • • Definition: Direct mail is a form of print advertising that is delivered directly to the potential airport customers. It is often used as part of a specific campaign, such as announcing a new service, or to create “top of mind” aware- ness about the airport. Direct mail is usually delivered to businesses and homes by regular U.S. mail service (see Exhibit 11.4). Today, email has replaced some direct mail. It is less expensive to produce and send. However, because of spam filters, it is not possible to know if the email has reached its intended audience. Highly polished direct mail appears to be making a comeback, although it remains very costly for most airports unless it is shipped with other mailings. For example, the Commonwealth of Pennsylvania included a specific airport direct mail insert as part of the vehicle registration renewal letters sent to over one million Pennsylvanians. Exhibit 11.4—Fly Lansing Direct Mail Campaign. 96 Marketing Guidebook for Small Airports Source: Capital Region International Airport, Lansing, Michigan 11.2.3 MARKETING BROCHURES Effectiveness Cost Commercial Service General Aviation $-$$ •• •••

Definition: Marketing brochures are a traditional and commonly used print tool that highlights the advantages of the airport, such as its convenient location, modern facilities, and available services. Brochures can take on many forms, for example, a single fact sheet, a bi-fold or tri-fold piece, or a full booklet. Electronic versions of brochures are now frequently loaded onto an airport’s website. The quality of the materials that are used to produce a marketing brochure can vary. An airport can select the type and weight of paper, the number of print colors, and the images and photographs to be used in the brochure. Marketing brochures can be used as a direct mail piece, as a handout at a tradeshow or meeting, or as a dis- play item at the airport, in a travel agency, or at civic organizations. They are effective in raising awareness of the airport—provided they reach the right audience. Arnold Palmer Regional Airport in Latrobe, Pennsylvania, prepared a 12-page marketing brochure highlighting the substantial local population, area businesses that generated air travel, the strong local corporate community sup- port, the airport’s low costs, and the airport’s convenient facilities and customer-friendly services (see Exhibit 11.5). The brochure was distributed and used to obtain support from the business community, travel agents, and local media. It was also used to help persuade Northwest Airlines that Latrobe was a market that meant business. Exhibit 11.5—Arnold Palmer Regional Airport Advertisement. Advertising Tools 97 Source: Arnold Palmer Regional Airport 11.2.4 SUGGESTIONS FOR PRINT MEDIA CONTENT When designing print media, consider the following points about your content: • Use a consistent message and brand in all print materials so that targeted audiences can easily rec- ognize and remember the airport. Once the hard work of developing the airport’s logo, tagline, colors, and graphics is completed, this marketing collateral can be used over and over again, not only in printed advertising, but also on the airport’s website.

• Communicate clearly the airport’s message. • Make sure that all print media looks crisp and professional. • Don’t be afraid to be imaginative when developing print ads. Think about different ways the airport’s print materials might grab readers’ attention. Possibly try using a local celebrity in the print ad to make readers sit up and take notice. Humor and catchy phrases also often work well. • Ask for testimonials from satisfied customers immediately after a good experience. Testimonials are free and very effective. All you have to do is ask. • Give the brand time to work. Exposure is also important when using print media. Get the airport’s brand out in front of its target audiences as much as possible and give it time to work. • Plan to bundle and sequence printed material in an advertising campaign. Think of creative ways to combine the print media such as a business card included within the marketing brochure or sequence the campaign by running an advertisement in the local newspaper and then follow up with a direct mail campaign. Exhibit 11.6 shows a photograph used by Longmont’s Vance Brand Municipal Airport to call attention to the skydiving activities at the airport. Exhibit 11.6—Skydivers at Longmont Vance Brand Airport. 98 Marketing Guidebook for Small Airports Source: Longmont Vance Brand Municipal Airport 11.2.5 TIPS FOR MANAGING THE COST OF PRINT MEDIA Print media can get expensive. Here are the factors that will influence your total expense for a particular print advertisement: • Black and white or color (and how many colors?) • Size of print media • Number of photos • Quantity printed or run rate (for an ad) • Position or placement of the ad in the publication • Graphic artist time

FOR PRINT ADS—GET A RATE SHEET! When pricing print ads that will run in newspapers or magazines, the first step is to request a “rate sheet” from the publisher. The rate sheet lists the prices for advertisements by size of ad and the discount rate if multiple ads are purchased. Often a publisher will negotiate a rate. Also, consider less expensive places to advertise such as newsletters published by professional groups, chamber of commerce publications, or local newspapers or weeklies. The size of the ad will also impact price, with larger ads costing more. However, the tradeoff is “the bigger the ad, the bigger the impact.” CONSIDER JOINT MARKETING WITH SERVICE PROVIDERS OR SUPPLIERS It is also common for communities to jointly market with their airlines, FBOs, or fuel suppliers. This is probably the most effective way to save on graphics costs especially when advertising with or on behalf of the airlines because airlines typically require their graphics department to prepare the ads no matter who is paying for them. Many airports have persuaded airlines to add airport information and branding messages to ads, which can be an effective way to market jointly. The following ads were jointly sponsored by a community and an airline. Exhibit 11.7 shows the first ad that was co-sponsored by San Luis Obispo Regional Airport and Delta Airlines. This is a customized ad to promote the new service. The second ad was prepared by the Northwest Airlines advertising department, but the place- ment of the ad was paid for by the City of St. Cloud, Minnesota (see Exhibit 11.8). Exhibit 11.7—San Luis Obispo Regional Airport and Delta Airlines Advertisement. Advertising Tools 99 Source: Co-sponsored by San Luis Obispo Regional Airport and Delta Airlines, prepared by Sixel Consulting Group

Exhibit 11.8—St. Cloud Regional Airport and Northwest Airlines Joint Advertisement. 100 Marketing Guidebook for Small Airports Source: Co-sponsored by the City of St. Cloud and Northwest Airlines FOR DIRECT MAIL—TARGET THE AUDIENCE/GET VOLUNTEERS TO PREPARE THE MAILER The price of direct mail includes the cost to produce the mailer (e.g., postcard, flyer, etc.), the cost to actually get the pieces mailed, and the cost of purchasing a mailing list, if you choose to do so. The actual mailing can be done in house or, if volume warrants, through a company that provides mailing services. BROCHURES, BUSINESS CARDS, STATIONERY REQUIRE DESIGN AND PRINTING ESTIMATES The price to produce a marketing brochure varies greatly depending on the quality and quantity being produced. For many airports, this is the single most important marketing material used by the airport, so it should have a professional look and feel; include the airport’s logo, colors, and graphics; and communicate the airport’s mes- sage. Costs will also vary depending on whether an outside graphic artist and printing company are used to design and print the brochure or whether the brochure is developed in-house and then printed as needed using a high quality color printer.

Business cards and stationery are relatively inexpensive to design and print. To ensure a professional look, business cards in particular should be printed using an outside printing shop. 11.3 SIGNAGE Signage presents the opportunity to promote the airport brand and message beyond the airport at predeter- mined locations. (Signs on moving vehicles are the exception to this rule.) There are three main types of sign- age that can be used to promote the airport: • Outdoor advertising • Portable banners, flags, and awnings • Meeting or convention displays Exhibit 11.9 displays the main forms of signage on the basis of cost. (Section 11.3.5 contains a more complete description of signage cost issues.) As with other forms of media, actual costs are not provided because they vary widely by market. Exhibit 11.9—Cost of Signage. Advertising Tools 101 Cost of Signage $ $$ $$$ Display & Portable Signage (One time cost) Jr. Posters Bus Media Shelters Benches (Production plus per month/per unit) Permanent, Rotary, & Digital Billboards & Posters (Production plus per month/per unit) Source: Oliver Wyman 11.3.1 OUTDOOR ADVERTISING Outdoor advertising includes billboards, posters, digital displays, buses, and shelters and benches (not typi- cally used by airports). Selection of a particular form of outdoor advertising depends on these considerations: • What is the airport’s budget for advertising? • Who is the target audience? • What are the best ways to reach this audience? • Is it better to go for one large billboard or several smaller posters? Billboards are the most important type of outdoor advertising and are also the most expensive. Billboards and other outdoor advertising are discussed Sections 11.3.1 and 11.3.2, respectively.

BILLBOARDS Effectiveness Cost Commercial Service General Aviation $$-$$$ ••• • Definition: Billboards are large advertisements placed outdoors at strategic locations along highways, on exit ramps, and in high density commercial areas. In practice, billboards are more often used by commercial ser- vice airports than by general aviation airports because they target a very large audience. When placed in the right locations, billboards have the advantage of reaching a large percentage of travelers. Often, they are placed along the highways that local residents take to reach a larger out-of-town airport. Billboards are particularly effective at raising awareness of the existence of the local airport and of the services offered. They are often used to help reduce leakage of passengers to other airports in the region. Because drivers only glance at billboards momentarily, they must carry short messages. Also, because bill- boards are of long duration, they are typically not used to advertise specific fares or other information that changes frequently. The main drawback of traditional billboards is that they are expensive, both to pay for the billboard location and the development costs for design and printing of the billboard itself. Billboards are used to make a general statement about the convenience of the local airport, as shown in Exhibit 11.10: Exhibit 11.10—Harrisburg International Airport Billboard. 102 Marketing Guidebook for Small Airports Source: Harrisburg International Airport Or billboards may provide information about a specific service as shown in Exhibit 11.11.

Exhibit 11.11—Lehigh Valley International Airport Billboard. Advertising Tools 103 Source: Lehigh Valley International Airport OTHER OUTDOOR ADVERTISING Effectiveness Cost Commercial Service General Aviation $$-$$$ ••-••• • Definition: There are a variety of other outdoor advertising tools. Posters are basically smaller versions of bill- boards, and junior posters are even small versions designed for urban areas and foot traffic. Sometimes if sat- uration is the goal, well-placed posters in a downtown area or signs on buses can also convey the message effectively. Digital displays, which are replacing some traditional billboards, offer the capability of making inexpensive changes in message. Sometimes, they are also less expensive than traditional billboards because they carry multiple advertisements with any single ad showing for 10 seconds at a time. Each of these media addresses certain audiences as Exhibit 11.12 describes. Posters, billboards, and digital displays are all suitable for airport advertising. Exhibit 11.12—Outdoor Advertising Matrix. Typical Overall Type Sizes Location Uses Production Relative Cost Billboards Posters 10’6” X 36’ 10’ X 40’ 14’ X 48’ 12’ X 24’ Expressways or Main Arteries Same High visual impact to large groups of people. Two types of billboards: permanent or rotary (Rotary billboards are moved every 2 or 3 months) Target special groups, saturation strategy Digitally pro- duced on heavy gauge vinyl Same Most expensive to produce and display. Geographic region and actual location determine cost Same (continued)

Jr. Poster Digital Displays Bus Displays Source: KRAMER aerotek, inc. 11.3.2 PORTABLE BANNERS, FLAGS, AND AWNINGS Effectiveness Cost Commercial Service General Aviation $-$$ •-•• •-•• Definition: Portable signs are signs with messages and graphics printed on cloth that can come in different shapes and sizes; usually as a flag, banner, or awning. They can be flexibly used both inside and outside and, because they are light weight, they are portable and reusable. They can be displayed in many ways (e.g., attached to a wall, suspended from a ceiling, draped over a table, etc.). 11.3.3 MEETING OR CONVENTION DISPLAYS Effectiveness Cost Commercial Service General Aviation $-$$ •-•• •-•• Definition: Display signage pertains to the graphics and messages incorporated into displays such as a table- top, pedestal, or booth used for tradeshows, conventions, or conferences. The reason to exhibit at one of these events is typically to raise awareness about the airport, promote development opportunities, and attract prospective tenants or transient pilots. The exhibit location at the larger conventions is very important. Some states purchase large exhibit space and individual airports from the state share the space. Full-fledged booths are expensive, so make sure that the return on investment is acceptable before choosing this option. The companies that make trade show booths offer many other kinds of smaller-scale options such as pedestals or tabletop displays. This approach coupled with portable media is an affordable combination. 104 Marketing Guidebook for Small Airports Typical Overall Type Sizes Location Uses Production Relative Cost 6’ X 12’ Same as Bill- boards and Posters Varied Close to street level, urban areas, foot traffic Same as Billboards and Posters Buses Time sensitive, sea- sonal, special events, get out the word, flood the market 10 second message on billboard type display Brand building, repeat messaging, good sub- stitute for television Digitally pro- duced on paper or vinyl Graphics pre- pared and sent via email/no paper or vinyl/easy to change Digitally pro- duced on paper or vinyl Low cost per thou- sand Graphics design but no production costs Low cost per thousand

11.3.4 COST OF SIGNAGE For all signage, there are four cost components, assuming that the brand and messages are already in place: 1. Artistic direction, placement negotiation, oversight 2. Graphic design 3. Production of actual media 4. Placement (location), frequency, and/or duration The cost to place outdoor advertising, such as a billboard, varies widely. The specific location of the billboard is a driving factor in monthly rents. Rents for billboards along major freeways in large cities will cost more than rents along lesser traveled highways in smaller communities. Similar to print ads, the cost for outdoor signage also varies by the size, with larger signs costing more than smaller signs. Exhibit 11.13 shows 2008 rates pro- vided by Lamar Advertising Company. Exhibit 11.13—Sample of 2008 Monthly Costs for Outdoor Advertising. Population Sample Markets over 18 Jr. Poster Posters Billboards Digital Displays Typical Overall Sizes 5’ × 11’ 10.5’ × 22.8’ 14’ × 48’ 14’ × 48’ 10.5’ × 22.8’ Altoona, PA 99,862 $180 $793 $2,300 $2,000 St. Cloud, MN 138,158 Not available $705 $2,500 $3,100 Corpus Christi, TX 425,000 $170 $675 $2,354 $5,350 Youngstown, OH 433,973 $320 $1,052 $4,110 $1,800 Bakersfield, CA 510,300 $238 $1,047 $4,280 $8,025 Chicago, IL 5,188,500 Not available $1,070 $9,630 $12,000 Source: Lamar Advertising Company The cost for portable signs such as flags, banners, and awnings can be very reasonable. There are a number of companies that specialize in making custom-designed flags and banners. They can also supply the hard- ware required to display these signs. Price will depend on the specific materials used for the sign as well as the size of the sign. Advertising Tools 105

Display costs vary widely, and can be quite expensive. Factors impacting the cost of a display include the type of display, its size, specific features or attributes of the display, and graphics chosen for the display. Contact one or two display companies in your area to obtain a detailed list of options and their prices. The following are ways to save money when using signs: • Preparation of the graphics  If jointly advertising with other groups (e.g., chamber of commerce, airline, or supplier) investigate their graphics department as a lower cost option to develop the graphics. • Outdoor Advertising  Always negotiate the price of placement of an outdoor advertisement. There may be a special gov- ernment rate or public service rate.  Know who the audience is and where to reach them. Advertising companies have multiple loca- tions. Evaluate visibility against price. Do not settle for an inferior location that is cheaper unless the visibility is satisfactory for the target audience.  Compare the cost of producing a vinyl billboard with the cost of a digital display if one is available in the area. • Trade Shows  Evaluate the cost of exhibit space.  Consider sharing a larger space with other airports in the state.  Partner with the chamber of commerce, other economic development groups in your region, FBO, or fuel supplier.  Rent exhibit structures rather than purchase them if exhibiting at conventions outside the area.  Use portable signage and display items that can be reused. 11.3.5 CONCLUSIONS ABOUT SIGNAGE Signage can be a very effective way to promote the airport. As with print ads, signage should incorporate the airport’s brand. Messages should be crisp and clear, and exposure is key. Some experts say that a bill- board should have no more than six or seven words. Get the airport’s brand out in front of its target audi- ences as much as possible and give the brand time to work. If billboards are part of the campaign, make sure they are strategically placed to be viewed by the airport’s target audiences. Reach and frequency goals should be met. Reminder: Use a consistent message and design in all airport signs. • Keep the images and messages simple for outdoor signage. • Incorporate an entertaining, lasting “hook.” • Use the airport’s tagline or logo in the signage to increase airport awareness and recognition. Seriously consider using portable signage as part of the airport’s marketing strategy. Once these signs have been developed and purchased, they can be used effectively in a multitude of ways over time. 106 Marketing Guidebook for Small Airports

As is true with print ads, do not be afraid to be imaginative when developing signage. Think about different ways these signs might grab the viewer’s attention. Use them to deliver messages that promote the airport’s image and goals. Look at examples to spark new, fresh ideas. Think twice before purchasing an expensive permanent booth. Make sure that exhibiting at a tradeshow will deliver the results that the airport is striving to achieve. Choose tradeshows that the airport’s target audience also attends. Do not just show up at the tradeshow, but rather “work” the tradeshow. Have specific goals in mind, schedule important prospecting meetings in advance, have a means to collect contact information from leads generated at the event, and know how you plan to follow up after the tradeshow is over. Outdoor advertising and signage is big business. Today, many of the companies that own billboards also have graphics design and production departments. Advertising agencies will coordinate every aspect of an advertis- ing campaign and in fact many airports already have agencies under contract. It is also possible to partner with the chamber of commerce, airlines, FBOs and other airport tenants to jointly produce and pay for signage. 11.4 MULTI-MEDIA: RADIO, TELEVISION, AND VIDEO Radio and television spots are among the most common forms of advertising in the United States, but because of their expense to produce and place the ads, airports typically use radio and television sparingly, except as public service announcements on community cable television. However, with the availability of new high qual- ity hand-held digital equipment, video has become a more cost-effective alternative and a popular new form of advertising when combined with technology known as website video streaming (see Exhibit 11.14). These types of advertising are briefly described in the following subsections. Exhibit 11.14—Video Webcam at Jefferson County International Airport. Advertising Tools 107 Source: Jefferson County International Airport, operated by the Port of Port Townsend, Washington 2009

11.4.1 RADIO ADVERTISING Effectiveness Cost Commercial Service General Aviation $$ • • Definition: Radio advertising has the ability to reach a large audience. The stakes for radio ads are high, however, because not only is the message critical, but its placement and fre- quency are also of equal importance. For example, radio ads targeted at business travelers are typically run during rush hour commute times. Also, because most radio listeners have heard thousands of advertisements, the ads need to be of high quality to retain their listeners’ interest. Small commercial service airports are divided in their opinion as to the effectiveness of radio advertising. Some have found it to be effective, while others have not. General aviation airports typically do not rely on radio advertising. The following are tips for successful radio advertising: • The most effective radio ads call for direct action (encouraging the listener to take some form of action) versus indirect action (creating brand awareness). • Keep the message crisp. • Put the airport’s brand name into the radio ad often, so that if the goal of direct action fails, the airport is still building brand awareness. • Create specific mental images through the use of words, sound effects, and music (e.g., friendly image) that are aligned with the airport’s goals and message. • Be selective; run radio “spots” on stations and at times the airport’s target audiences are most likely to hear them. 11.4.2 TELEVISION ADVERTISING Effectiveness Cost Commercial Service General Aviation $$$ ••• • Definition: Television advertising has the ability to reach a large audience with one advertisement. However, for most airports, television advertising is likely to be beyond their budget. General aviation airports typically do not rely on television advertising. The following are tips for successful television advertising: • Make sure television ads are the best use of the airport’s marketing funds because these ads are expensive. • Hire an expert to produce the advertisement. 108 Marketing Guidebook for Small Airports

• Use the power of visual imagery and audio to elicit specific emotions from viewers. • Run television spots where the airport’s target audiences are most likely to see them. 11.4.3 DIGITAL VIDEO Effectiveness Cost Commercial Service General Aviation $$ •• • Definition: Video, when shot in digital format, is a popular way to advertise because it allows for streaming video messages on a website. The same video message can be displayed on television screens and comput- ers, making it a powerful and versatile marketing tool. This technology when combined with the reach of the Internet offers a variety of marketing applications. Here are a few ways that airports currently use streaming video: • Webcams of the airport • Video slide shows or movies with narration showing different aspects of the airport or new develop- ment projects used for marketing prospects, at trade shows, or on websites • Video ads or banners on linked websites • Video interviews on airport websites • Airport air shows or other special events 11.4.4 COST OF MULTI-MEDIA Radio and television advertising involves some of the same cost components as print media and signage: • Artistic direction, placement negotiation, oversight • Script development • Recruitment and cost of actors • Production of actual media • Placement (location), frequency, and/or duration With increases in computing power and PC video capabilities, video has high potential for in-house production and low cost airport advertising. Tip: For video production assistance, university or college film students might be interested in helping with an airport video project. Advertising Tools 109

Exhibit 11.15—Cost of Multi-Media. 110 Marketing Guidebook for Small Airports $ In-House Radio Ads & Video Streaming Cost of Multi-Media $$ Radio Ads Commercially Produced $$$ Television Ads Commercially Produced Source: Oliver Wyman Radio production costs can be very inexpensive if they are developed in-house. They are more expensive if done by a production company. The basic components of radio production include writing a script and then recording the script and sound effects. Radio ads are typically sold as 30-second spots. Television ads are much more expensive to produce and broadcast. Again, a script is required that includes sound and visual imagery that is roughed-out using a storyboard. If a television ad is part of the airport’s cam- paign, we recommend using a production company that can assist in putting together a professional looking and effective television ad. However, videos can be made inexpensively in-house with the use of digital video equipment that can either be purchased or rented. Exhibit 11.15 displays the relative cost of these various forms of advertising. The cost to air a radio or television ad is highly variable and negotiable. If the airport is placing its own ads, there are websites on the Internet that estimate radio and television advertising rates by state, by city, and by radio or television station. These are good starting points for any direct negotiations with a station. 11.5 INTERNET AND WEBSITE TOOLS Internet and website technology continues to evolve at a rapid pace as new advertising and marketing appli- cations are introduced. The Internet provides airports with a very inexpensive and effective means to advertise (see Exhibit 11.16). With an interesting and current website, airports can reach a very large audience. In fact, some airports use all their advertising to direct people back to their website. Also, it is easy to create recipro- cal links on other websites that will take Internet users immediately to the airport’s website. Airports can also communicate effectively with specific groups by sending e-blasts via email. This section focuses on the basic ways for airports to make good use of the Internet: 1. Develop a stand-alone website. 2. Establish reciprocal links to/from other related websites of interest to your users. 3. Optimize search engine visibility to increase the airport’s position and presence on the Internet. 4. Try video streaming to advertise the airport and make the website visually exciting. 5. Use e-newsletters, e-blasts, and rich site summary (RSS) feed to communicate with target groups.

Exhibit 11.16—Internet Opportunities. Advertising Tools 111 Internet Opportunities Links to Other WebsitesAirport Website Search Engines Streaming Video E-Newsletters & E-BlastsRSS Feed Source: KRAMER aerotek, inc. 11.5.1 AIRPORT WEBSITE Effectiveness Cost Commercial Service General Aviation Essential Tool ✪ $-$$$ ••• ••• Definition: Airport websites may be thought of either as (1) an electronic marketing brochure or (2) as a content-driven public service or advertising tool. If a website serves as a brochure, it is like an extended business card, containing basic information about the airport, its facilities, location, purpose, and contact information. This is the simplest form of website that an air- port can create in-house or with the help of an intern or the local college. The maintenance required for this type of site is low and its utility as an advertising tool is also minimal. Every airport should at least have this type of presence on the Internet. Websites that are content driven raise the bar of opportunity and overhead because they must also be main- tained. If the airport intends to use its website for any of the following reasons: (1) as a principal channel of pub- lic information; (2) to publish schedules and flight status; or (3) to competitively position the airport, then this is a more complex and expensive website to create and keep current. Since the general public has become sophisticated Internet users, a stand-alone content-driven website is an excellent and cost-effective way to advertise the airport. 11.5.2 GENERAL PRINCIPLES FOR AIRPORT ADVERTISING ON THE INTERNET • Infuse websites with interesting content. Add or rotate visuals, videos, and information. • Keep your website accurate and current. • Internet advertising presents the opportunity to reinforce the airport brand and messages through use of logo, color, and taglines. • Obtain permission from recipients before sending e-blasts, e-newsletters, or RSS feed.

• Separate the airport website from city or county websites. If your airport uses its website to deliver con- tent, it is important that the website be available and not buried as a department within the local gov- ernment website. As a stand-alone website, viewers can easily locate it with an Internet search engine and one click. 11.5.3 REMEMBER THE IMPORTANCE OF ATTRACTING VISITORS TO THE WEBSITE Small airport websites are not a natural destination for many Internet users, so it is important to think of ways to make travelers, general aviation pilots, and others want to use the local airport site. For example, these sites can become a destination if there is a contest that requires a visit or if the site contains important real-time infor- mation. Some commercial airports report arrivals and departures of aircraft, wait times to clear security, and parking availability on a real-time basis. Smaller airport websites frequently post news about new service, airport construction, airport business oppor- tunities, and links to airport-related businesses, such as rental cars and hotels. General aviation sites can post fuel prices and event announcements. The idea is to think of useful or interesting information that can be found only on the airport website, or can be found most easily there so that the airport website becomes a regular site for the user to visit. Pennsylvania developed a program called IFlyPA, which used billboards, luggage tags, radio commercials, and over a million stuffers in auto registration renewals to encourage travelers to check the website, which in turn linked to local airports (see Exhibit 11.17). Exhibit 11.17—IFlyPA Promotion. 112 Marketing Guidebook for Small Airports Source: Pennsylvania Department of Transportation, http://www.iflypa.com In summary, the need to raise awareness of the airport’s website can be as much of a challenge as the need to raise awareness of the airport, and many of the same techniques are required. In addition, once the Internet user tries the airport website, he or she may not return if the original visit is a disappointment. Airport websites are both an important marketing tool and a tool that needs to be marketed.

11.5.4 GETTING STARTED WITH YOUR WEBSITE It is important to decide at the beginning what type of website the airport will have and what resources are avail- able to maintain it. Many airports use the local college or their existing advertising agency to create a website. Here are a few tips. • Domain Name. If you are establishing a stand-alone website for the first time, the airport will need a domain name or Internet address. Simplicity works. Go for the airport name or three letter airport code. Go to an Internet domain register site such as Register.com or GoDaddy.com and confirm that your name is unique. Get the domain name registered. • Internet Host. Contact the city or county IT department to find out who hosts its website. The airport can probably use the same company. • Basic Website Content. Brainstorm about content. Look at other airport websites. Basic information includes the following:  Description of the airport facilities and location  Services and amenities  Directory of businesses on the airport  Lease or development opportunities  Rates and charges.  Minimum standards  Contact information • Additional Website Content. The following list contains additional content for the website:  Air service schedules  Flight status  Links to air carriers serving the airport  Press kit and press releases  Video streaming content (e.g., about the airport or development opportunities)  E-newsletters  Statistics  Financial reports  Testimonials Exhibits 11.18 and 11.19 show two examples of home pages for airports. There are many other good ones. Chandler Municipal Airport’s website is embedded in the city’s website. It is a good example of a brochure type website with good content and several pages of linked information. Although considerable effort went into the development of the website, most of the content will stay current for awhile. This will reduce the regular main- tenance requirements necessary for a website that displays real-time information and rotating content. Advertising Tools 113

Exhibit 11.18—Website for Chandler Municipal Airport, Arizona. 114 Marketing Guidebook for Small Airports Source: City of Chandler, Municipal Airport, http://www.chandleraz.gov/default.aspx?pageid=318 The second example is Natrona County International Airport in Casper, Wyoming. Casper serves as the sec- ond largest airport in Wyoming, and the Casper website offers a current schedule of daily departures. The web- site also provides direct links to airline, car rental, and hotel reservation sites.

Exhibit 11.19—Natrona County International Airport Website. Advertising Tools 115 Source: Website prepared by Big Wind Media, Inc., for Casper/Natrona County International Airport, http://www.iflycasper.com 11.5.5 DYNAMIC AND PASSIVE LINKS ARE IMPORTANT Links on an airport website can provide direct access to the following: 1. Airline reservation systems 2. Weather conditions 3. Flight status

4. Businesses on or off the airport. 5. Other aviation organizations or sources of information Companies that provide real-time flight tracking displays and current weather conditions typically require sub- scriptions. Passive links to airlines and travel agencies are arranged by written agreement and are usually free. There is another direction to links that enable an airport to bring viewers into the website. The idea is to create pathways back to your site by including links on other sites that the airport’s audience visits such as the local chamber of commerce or the city’s website. Best practice is to offer a reciprocal agreement, that is, you include their link or advertisement on your site and they include your link and banner on their site, as illustrated in Exhibit 11.20. Links have the following important advantages: • Increase “traffic” into your website • Improve your website’s search engine ranking • Promote partnership with airport stakeholders • Are free Exhibit 11.20—Examples of Reciprocal Airport Website Links. 116 Marketing Guidebook for Small Airports Airport Website Local or Regional Economic Development City or County Website FBOs & Other Airport Tenants State DOTAirport OperatorsAssociation Chamber of Commerce Source: KRAMER aerotek, inc. 11.5.6 BUYING INTERNET VISIBILITY Internet visibility is important, and there is a whole industry that supports this highly technical subject. One goal of website design is to make sure that the content is search engine friendly. Most web designers understand how to optimize web content and the HTML code (that drives the website) so that the relevant key words are picked up by search engines. When a new website is launched it is important to measure website traffic. There are methods to collect this information and optimize keywords so that search engines deliver the intended vis- itors to your website. It is also possible to purchase higher rankings on all the search engines (and there are many today). However, before purchasing advertising on the Internet, airports would be wiser to first optimize their websites to become search engine friendly as the website is developed or reworked.

11.5.7 E-NEWSLETTER, E-BLASTS, AND RSS FEED E-newsletters, e-blasts, and RSS feed are all ways to communicate with stakeholders, tenants, prospects, and other interested people. Think of these three media as going from the most formal presentation to newsbyte links. Many airports already produce newsletters, press releases, and other streams of information that are pub- lished as hard copy, loaded onto a website, or distributed via email or a desktop browser. E-newsletters are electronic versions of 1 to 4 page newsletters typically published monthly or quarterly. They were one of the first formats to go electronic on a website where a visitor could view them on the website or sign up for delivery via email. E-newsletters are the most formal of the electronic communications that airports disseminate. See discussion of print and electronic newsletters in Section 10.7.2. E-blasts are sent via email to a target audience. They are typically limited to a single, important subject that would interest the recipient. For example, suppose the airport began offering free wireless Internet. This news could be broadcast on the website or a special email could be sent out to airport users. If an airport uses e-blasts frequently, it may be important to make special arrangements with the airport’s email provider to avoid problems that arise out of mass mailings and spam filters. RSS feed is the newest technology of the three. RSS is a format for delivering regularly changing web content. Many news-related sites, weblogs and airports syndicate their content as an RSS feed to whoever wants it. RSS solves a problem for people who regularly visit several websites. The user subscribes to a feed typically on a website or by clicking an RSS icon in a browser that initiates the subscription process. An RSS reader or browser checks the user’s subscribed feeds regularly for new content, downloading any updates that it finds. Some browsers have feed readers built into them. Airports are starting to use RSS feed. Exhibit 11.21 contains Centennial Airport’s invitation to subscribe. Exhibit 11.21—RSS News Feeds for Centennial Airport, Colorado. Advertising Tools 117 SUBSCRIBE TO OUR FEEDS: LATEST NEWS SUBSCRIBE Latest News PILOT NEWS SUBSCRIBE Pilot News NOISE ABATEMENT NEWS SUBSCRIBE Noise News Keep in touch with whatís happening at the airport. Get the latest news delivered directly to you via our RSS Feeds. Source: Centennial Airport, http://www.centennialairport.com/∼centenn4/News-Feeds

11.5.8 WEBSITE COSTS There are a number of cost components associated with development and maintenance of a website: 1. Domain registration and annual fee 2. Internet host fee 3. Development of the website structure and appearance 4. Website maintenance 5. On-going content development Exhibit 11.22—Relative Costs of Internet Presence. 118 Marketing Guidebook for Small Airports Relative Costs of Internet Presence $ $$ $$$ Brochure Type Website E-Blasts RSS Feed Content Driven Websites with Reciprocal Links E-Newsletters Content Driven Websites with Dynamic Links Paid for Search Engine Viability Source: KRAMER aerotek, inc. The cost of a website will vary widely, depending on what the airport decides to accomplish (see Exhibit 11.22). The following are three important questions to ask: • What is the purpose of the airport website: brochure or dynamic content? • What resources are available to design and maintain the content or the website? • What outside resources are required?

119 CHAPTER 12 NETWORKING OPPORTUNITIES 12.1 Business, Civic, and Non-Profit Networking Opportunities 12.2 Networking with Professional and Industry Organizations 12.3 Tradeshows and Conferences 12.4 Strategic Partnerships 12.5 Lobbying 12.6 Contact Managers and Networking Tools Small airports that are the most effective at marketing do so through on-going networking efforts. Managers of these airports are always meeting with business leaders, community groups, news people, public officials, air- lines, tenants and potential tenants, developers, industry groups, and a host of other individuals and organiza- tions. Through this relentless networking, these airport managers succeed in getting out their message and building lasting relationships with stakeholders and advocates of the airport. Much of this networking is either free or low cost. As such, the importance of networking cannot be overstated. What is networking? It is the art of building alliances and important relationships overtime through various means. We have identified six major networking groups important to airport managers. They are business, civic, and non-profit groups; professional organizations; tradeshows and conferences; strategic partnerships; lobby- ing; and contact managers and other networking venues. 12.1 BUSINESS, CIVIC, AND NON-PROFIT NETWORKING OPPORTUNITIES Definition: Airports build relationships with business, civic, and non-profit groups because these group reach across the community, representing organizations that have a vested interest in the airport’s long-term vitality; they are often champions, volunteers, marketers, and partners of the airport. Business, civic, and non-profit networking groups are found in almost all communities, regardless of their size. Not all of these specific organizations may be represented in all communities, but most towns will have some combination of the following: • Chambers of commerce • Economic development organizations • Community service groups, such as Rotary, Elks, Masons, Kiwanis • Universities, colleges, and aviation education • Youth programs (Boy Scouts, Girl Scouts, Young Eagles) Effectiveness Cost Commercial Service General Aviation $ ••• •••

Some of these organizations have been described in other contexts. For example, airports may sponsor youth programs, and they may use those same programs to help them network with civic leaders and increase the number of airport supporters in the community. To successfully fulfill their roles, small airports need to market effectively to the local community. Reasons to use networking include the following: • To continuously remind the community of the airport’s value and role in the economic activity of the community. • To create good will that makes it easier to resolve difficult airport-community issues. • To build lasting relationships with organizations that have a vested interest in the airport’s long-term vitality. • To recruit champions, volunteers, marketers, and partners of the airport. • To educate and excite the “next generation” of airport leaders and champions. 12.1.1 CHAMBER OF COMMERCE Most communities in the United States have a chamber of commerce. Its purpose is to create a strong local economy, promote the community, provide a variety of business networking opportunities, and interface with government on behalf of business. The range of specific networking activities available through the chamber of commerce varies by community. Some regular events that airport managers can take advantage of include the following: • Ribbon cutting and grand opening celebrations • Membership appreciation breakfasts • Business After Hours socials • Various volunteer committees • Chamber of commerce board of directors meetings • Business classes and training programs • Advocacy workshops and presentations Annual dues are collected by the chamber of commerce entitling its members to these networking opportuni- ties, with dues varying by entity. 12.1.2 ECONOMIC DEVELOPMENT ORGANIZATIONS Economic development organizations can be found at the national, regional, state, and local level, each with its own particular set of goals and objectives. In this chapter, the emphasis is on local organizations where the focus is on recruitment, expansion, and retention of business (and jobs) in the community. In cases where a community does not have a separate economic development organization, these activities are often handled by the chamber of commerce. Many airport managers effectively use their local economic development organization to recruit and attract enterprises that could locate on the airport or in an adjacent industrial park. 120 Marketing Guidebook for Small Airports

12.1.3 COMMUNITY SERVICE GROUPS Community service groups such as the Rotary club, Elks, Masons, and Kiwanis are active in most communi- ties. These groups bring together business and professional leaders for community service. The list of projects that these groups undertake is as diverse as it is long. Rotary describes networking as one of the principal benefits of membership: “an original goal of Rotary was to allow club members to meet periodically and enlarge their circle of business and professional acquaintances. As members of the oldest service club in the world, Rotarians represent a cross-section of their community’s business owners, executives, managers, political leaders, and professionals—people who make decisions and influence policy.” Specific details about each of these organizations can be found on their respective websites. 12.1.4 UNIVERSITIES, COLLEGES, AND AVIATION TRAINING PROGRAMS Many communities have a local college or university that offers training for careers in aviation. Establishing relationships with these institutions, their administration, faculty, and student body yield many mutual benefits: 1. Internship programs provide students with vital training and airports with important resources to get work done. 2. Faculty have the knowledge and expertise to guide students in important work for the airport such as economic impact studies, marketing plans, and website and graphics design. 3. University administrators and tenured faculty members have extensive networks of their own that air- port managers can tap. 4. Student organizations are a good volunteer source for community events such as an airport open house. 12.1.5 YOUTH PROGRAMS Youth programs, such as the Boy Scouts, Girl Scouts, and Young Eagles, also provide many mutual benefits: 1. Involvement with youth programs is a way for airports to engage in the community and get the next generation passionate about aviation. 2. Youth programs are also a great source for volunteer help for airport events. For example, Boy Scouts are required to complete a certain number of community service hours to advance in rank and are always looking for opportunities to serve. 12.1.6 IDEAS FOR NETWORKING OPPORTUNITIES • Host a chamber of commerce event at the airport. • Establish a regular monthly meeting with the local economic development organization to review air- port tenant prospects. • Arrange an airport tour for the local Boys Scout or Girl Scout troop. • Set up a marketing intern program between the local college and the airport. • Attend a chamber After Hours event or participate in a ribbon cutting ceremony. Networking Opportunities 121

Remember, networking is the art of building alliances and important relationships over time through various means. Thus, the business, civic, and non-profit networking opportunities identified in this chapter are just a beginning. Be creative and look to your community for valuable networking opportunities that will benefit the airport. 12.2 NETWORKING WITH PROFESSIONAL AND INDUSTRY ORGANIZATIONS Definition: Membership in professional organizations offers invaluable networking opportunities for small com- mercial and general aviation airports. Participating in professional conferences, seminars, and meetings allows airport managers to perfect their skills and keep up to date with others working in the industry. There are many professional organizations that offer opportunities for airport managers to network with col- leagues, industry experts, aviation consultants, and other champions of small commercial and general aviation airports. Many of these organizations also offer professional development courses. The following is a list of some of those organizations: • AAAE: American Association of Airport Executives • ACI–NA: Airports Council International–North America • ACRP: Airport Cooperative Research Program • AOPA: Aircraft Owners and Pilots Association • EAA: Experimental Aircraft Association • GAMA: General Aviation Manufacturers Association • HAI: Helicopter Association International • IATA: International Air Transport Association Airport Advisors • NASAO: National Association of State Aviation Officials • NATA: The National Air Transportation Association • NBAA: National Business Aviation Association • PAMA: Professional Aviation Maintenance Association • State Airport Operators Associations • TRB: Transportation Research Board All these organizations sponsor conferences and have active committees that are fertile ground for networking among industry leaders, experts, and relevant businesses. Each has its own mission and goals, membership size, annual dues as well as products and services available to its membership. The amount of information that is available on each organization’s website is substantial. Thus, readers are urged to visit these websites to learn more about each organization before making a decision to join. The following questions can help you determine which professional organizations are right for you: • First, what are your expectations for joining a specific organization? • Does the organization actually provide the specific type and level of support you need? 122 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation $ ••• •••

• What are the costs to join and renew membership? • Who else is a member and are they the individuals with whom you want to network? • Specifically, what kinds of networking opportunities are there? • How many organizations do you have the time and money to join? • If you had to select just one organization to join, which one best fits your needs? The following list will help you evaluate professional organizations: • Check out the websites. These sites are filled with valuable information about the organization and its members. • Compare all the organizations you are interested in to see which ones offer the best combination of content, connections, and commitment level. • Talk to colleagues who are current members to find out their opinions about the organization. • Go as a guest to an event, seminar, or conference before joining to see if it is a good fit and meets your specific needs. • Once you join, get involved to really take advantage of the organization’s potential for effective networking. • Evaluate your membership at renewal time; if you’re not getting what you need, consider switching to another organization. 12.3 TRADESHOWS AND CONFERENCES Definition: Tradeshows and conferences organized by the professional organizations reviewed in this Guidebook provide an excellent means to network with colleagues and experts in the industry. They include national conventions and conferences, as well as smaller topical seminars. Selected tradeshows and conferences are described in the following subsections. Much of the background information on these events comes directly from the organizations’ websites, so we encourage readers to visit specific websites of interest. 12.3.1 GENERAL AVIATION CONFERENCES AAAE General Aviation Issues Conference http://www.aaae.org/ The AAAE General Aviation (GA) Issues Conference is an annual event held in April or May that addresses many aspects of general aviation at the national level. This annual conference is geared to airport leaders, FBO owners and managers, business operators, aircraft manufacturers, students, press, and other members of the general aviation industry. It offers an opportunity to exchange ideas and discuss and debate a variety of issues vital to general aviation. The conference also provides a unique networking forum with members of the general aviation community, the U.S. government, and the aviation industry. Networking Opportunities 123 Effectiveness Cost Commercial Service General Aviation $ ••• •••

NBAA Annual Meeting and Convention http://www.nbaa.org/ Held in October, the NBAA Annual Meeting and Convention “is the premier event for business aviation. It is where business aviation business gets transacted. It is where business aviation news gets announced—and made. It is where business aviation history gets started. It brings the world of business aviation together.” With close to 33,000 attendees and 1,200 exhibitors, this convention offers over 100 information sessions and the opportunity to meet and talk with pilots, other airports, and industry representatives. EAA AirVenture Annual Convention http://www.airventure.org/ EAA AirVenture is the annual convention of the Experimental Aircraft Association (EAA), a grass-roots avia- tion organization dedicated to keeping aviation fun, accessible, and safe. During the last week of July, EAA members hold this annual gathering and invite the aviation world to participate. Wittman Regional Airport, located in Oshkosh, Wisconsin, “becomes a magical place where innovation, experimentation, and imagina- tion aren’t just buzzwords on television commercials. They’re words that actually describe these average-Joe rocket scientists.” The Oshkosh event attracts representatives from just about every aspect of aviation, from NASA and the military to mega-dollar business jets, ultralights, pilot-training companies, and gadget manufac- turers. Oshkosh is a showcase for meticulously cared for antique, classic, and homebuilt airplanes (some 10,000 of them with more than 750,000 participants). In addition, there are more than 500 educational forums, seminars, and workshops held during the week. AOPA Aviation Summit http://www.aopa.org/ AOPA Aviation Summit is an annual event held in November. The summit brings together pilots, aircraft owners, aviation businesses, students, and policy makers to share thoughts on the top issues that are shaping aviation policy, funding, safety, and security. Attendees also have the opportunity to view new products and services and network with many industry representatives. 12.3.2 AIR SERVICE CONFERENCES ACI–NA Jumpstart® Conference http://www.aci-na.org/conferences ACI–NA JumpStart Air Service Development Program was launched in 1997 by ACI–NA members as a forum to improve the communication process in the air service arena between airports and airlines. In 2008, JumpStart connected 43 airline route planners from 24 airlines with 154 airport marketing professionals at over 800 one- on-one meetings. The “round-robin” meeting format provides both airport and airline participants with the unique opportunity to build and strengthen relationships. Airports request a private, 20-minute meeting with up to ten airlines. ACI–NA schedules airports with those airlines that request meetings. On the evening prior to the pro- gram, ACI–NA hosts an ice breaker reception for JumpStart participants where all airports are given an oppor- tunity to interact with those airlines that they will not be meeting with during the actual event. 124 Marketing Guidebook for Small Airports

AAAE Great Lakes Chapter (GLC) National Air Service Conference http://www.glcaaae.org The Great Lakes Chapter of AAAE was organized in 1968 and was originally titled the North Central Chapter. This chapter was created in the early 1960s from a joining of several Midwest state airport management asso- ciations. The Great Lakes Chapter has grown to include twelve Midwestern U.S. states and two Canadian provinces. The National Air Service Conference is sponsored by the Great Lakes Chapter of AAAE, AAAE, and ACI–NA. The conference is designed to provide airport managers the opportunity to discuss and share infor- mation about the status of the airline industry, air service initiatives, and programs. 12.3.3 AVIATION FORECAST CONFERENCE FAA Aviation Forecast Conference http://www.faa.gov/news/conferences_events/ The annual FAA Aviation Forecast Conference, held in March or April, provides an opportunity for members of the aviation community to discuss their views on the future of the aviation industry. Each year, the FAA pre- sents its national forecast for the major domestic sectors of aviation. Industry and government leaders also typ- ically discuss other FAA initiatives such as NextGen or airport authorization legislation. 12.3.4 MARKETING AND COMMUNICATIONS CONFERENCES ACI–NA Marketing and Communications Conference http://www.aci-na.org/conferences The Marketing and Communications Conference is held annually in June in conjunction with the JumpStart Air Service Development Program. The conference attracts over 350 attendees and is the second largest ACI–NA event. Air service, customer service, marketing, media relations, and public relations professionals from both large and small airports attend. The first two and a half days cover the various disciplines of marketing and com- munications including community relations, customer service, public relations, marketing, air service development, and communications. The last day features the JumpStart Air Service Development program where airports have prescheduled meetings with individual airlines. AAAE Toolbox for Communications: PR Basics and Advanced Tactics Conference http://www.aaae.org The Toolbox for Communications: PR Basics and Advanced Tactics Conference is a new meeting held in October and sponsored by the AAAE. This event provides an airport public relations overview that includes the following: • How to establish a good working relationship with your local media • Taking the temperature of blogs and online news related to the airport and how to use that information to prioritize your time • 24/7 media coverage: how to respond to it • When and when not to hold a press conference • How to do a joint airport/airline special announcement that builds your name and brand equity Networking Opportunities 125

• How to roll out an announcement, such as unveiling a new capital improvement program, with the biggest impact • When and how to hire an outside public relations firm to help In addition, veteran industry practitioners offer specific advice on handling crisis incidents, crafting media mes- sages, and avoiding costly mistakes. 12.3.5 MAINTENANCE, REPAIR, AND OVERHAUL (MRO) CONFERENCES Aviation Week’s MRO Conference and Exhibition www.aviationweek.com/conferences/ The annual MRO Conference and Exhibition, MRO Military, and Interiors, are three events in one held in October. The conference provides opportunities to learn more about pressing issues in commercial and mili- tary MRO and aircraft interiors. The following are statistics from the website regarding this conference: • 91% of MRO Exhibitors connected with prospects they hoped to meet • 21% of MRO Exhibitors CLOSED business on the show floor • 87% of MRO Exhibitors scheduled follow-up appointments • 94% of MRO Exhibitors made NEW business contacts • 95% of MRO Conference Attendees agree session information is timely and relevant • 74% of MRO Conference Attendees agree this information is not available elsewhere • 53% of Exhibition Hall Attendees revised their short list based on meeting exhibitors at MRO • 74% of Exhibition Hall Attendees made follow-up meetings • 23% of Exhibition Hall Attendees made buying decisions on the floor 12.3.6 AIRPORT AND STATE FOCUSED CONFERENCES AAAE F. Russell Hoyt National Airports Conference http://www.aaae.org/ This annual conference, sponsored by the AAAE and held each fall, examines airport, aviation industry, and regulatory issues. The conference is typically set up with a combination of guest speakers, roundtable discus- sions, and exhibits. NASAO Annual Convention and Tradeshow http://www.nasao.org/ NASAO sponsors an annual convention and tradeshow in September. The convention offers those who attend an opportunity to meet with the aviation decision makers from all 50 state governments, as well as Guam and Puerto Rico. NASAO events are well known for the high quality of convention topics and technical sessions presented by distinguished experts. Additionally, NASAO convention social activities provide networking oppor- tunities with state and federal government aviation professionals, as well as national aviation industry leaders. 126 Marketing Guidebook for Small Airports

State Aviation Conferences Most states have airport operator associations. It is typical for these organizations to have at least two annual meetings in spring and fall. The associations provide a venue for state DOTs and the regional FAA district offices to communicate with all the airports. Some associations serve as advocates for aviation issues with state legislative bodies. These organizations also raise funds for scholarships and offer training. The airport opera- tors associations are excellent ways to network with other airport managers in your state and to discuss a wide range of airport issues. FAA Regional Conferences http://www.faa.gov/ The FAA sponsors a number of regional conferences throughout the year in different locations throughout the United States that focus on regional airport issues. Visit the FAA website provided for a complete list of regional conferences. 12.3.7 TRANSPORTATION RESEARCH CONFERENCE TRB Annual Meeting http://www.trb.org/meeting/ TRB sponsors its annual meeting in January. It is “an information-packed program that will attract more than 10,000 transportation professionals from around the world.” The TRB Annual Meeting program covers all trans- portation modes, with more than 3,000 presentations in nearly 600 sessions addressing topics of interest to all attendees—policy makers; administrators; practitioners; researchers; and representatives of government, industry, and academic institutions. Airports should choose conferences carefully, have specific goals in mind, schedule important meetings in advance, have a means to collect important contact information, and plan to follow up after the conference. 12.4 STRATEGIC PARTNERSHIPS Networking Opportunities 127 Effectiveness Cost Commercial Service General Aviation $ •-••• •-••• Definition: Today, it is common in the aviation industry to talk about strategic partnerships, alliances, and joint ventures. Most of these partnerships, especially among airlines or between airports and airlines, are defined by contract. In this chapter, the term “strategic marketing alliance” is used more informally to describe “the join- ing of forces and resources to achieve a common objective.” Airports form strategic alliances with other groups to increase organizational capacity, resources, and expertise to accomplish specific marketing objectives. Strategic marketing alliances also make it possible to combine and use the networks of participating groups. Airports are an integral part of the local economy as a revenue and employment generator. As such, airports share many of the same economic development goals and objectives as other community groups. Consequently, there are many partnerships that could be formed. Exhibit 12.1 shows some of the possibilities.

Exhibit 12.1—Strategic Partnerships for Airports. Source: KRAMER aerotek, inc. 12.4.1 BENEFITS OF CREATING STRATEGIC MARKETING ALLIANCES Alliances make it possible to combine resources (people, money, and time) to work toward a common goal. Alliances can also bring together different skill sets, complementary experience, and networks. Airports can save time and gain experience from other groups. If managed properly, strategic marketing alliances improve the odds for a successful outcome. 12.4.2 COMMON MARKETING ALLIANCES The following discussion provides some specific examples of how airports are strategically aligning themselves with stakeholders in the community to achieve their marketing goals. AIRCRAFT SERVICE PROVIDERS (FBOs, MROs, AND FUEL SUPPLIERS) Fixed base operators (FBOs), maintenance, repair and overhaul operators (MROs), and fuel suppliers are excellent airport partners for marketing products and services to targeted audiences. AIRLINES There are numerous examples of strategic partnerships with airlines. Airports and communities will offer rate reductions, local advertising, revenue guarantees or other commitments to use retained, new, or enhanced service. Some airports provide “over and/or under the wing” services including baggage handling, ticketing, and fueling. 128 Marketing Guidebook for Small Airports Strategic Partnerships Other Govít Groups (MPO’s, State, Local) Colleges, Universities & Flight Schools Travel Industry (Agents, Resorts) FBOs, MROs & Fuel Suppliers Airlines Developers Other Private Industry Airport Tenants Banks Other Cities or Airports in Region

AIRPORT TENANTS Airport tenants are good strategic partners. They have selected the airport as the location for their business, they have signed a lease, use airport infrastructure, and thus, want to make sure that the airport is successful. Joint marketing that benefits the tenant and the airport makes good business sense. Existing tenants are often very good lead generators for net tenants. BANKS Banks can provide important leadership in a community. Bankers operate within large business and civic net- works. They can assist airports with increasing awareness of the local airport, encouraging greater use of the airport, helping to organize the business community, and raising funds for airport promotions and marketing. CITIES IN THE REGION Airports usually serve more than one community. Joint marketing efforts that combine community resources offer an opportunity to tap different expertise, share costs and effort, and extend the reach of a marketing cam- paign to the entire service area. GOVERNMENT GROUPS (STATE, REGIONAL, AND LOCAL) In the last decade, several states and regional organizations have sponsored air service development initia- tives and advertising campaigns. In Wyoming and Pennsylvania, state DOTs have funded statewide websites designed to promote aviation and direct users to individual airport websites. Minnesota and Wyoming have also funded radio and television advertisements that can be customized for local use. Individual airports can then incorporate the state’s promotional materials as part of their own marketing campaigns. PRIVATE INDUSTRY Local businesses have made enormous contributions to airport development efforts. They can serve as strong allies with the airport and can effectively represent the community that the airport serves. On the commercial aviation side, business leaders that pledge to use a new or improved air service carry weight with the airlines. Local businesses are also a rich resource to identify new tenant prospects for the airport or industrial park. REAL ESTATE DEVELOPERS Airports are land managers. Land development and redevelopment usually engages local economic develop- ment groups to find new airport tenants. Airports also form partnerships with real estate developers, although these partnerships are formal and bound by contract. TRAVEL INDUSTRY Travel agents are another logical strategic marketing ally. They are knowledgeable about air service and can convey to their clients the advantages and value of using the local airport. Networking Opportunities 129

UNIVERSITIES, COLLEGES, AND FLIGHT SCHOOLS Educational institutions and airports are often important partners. Many airports already provide a great train- ing ground for business and aviation students, and universities and colleges can provide knowledge, expertise, and resources. Many airports have engaged the local university or college to conduct economic impact stud- ies, develop a business or marketing plan, help with a website, produce a video, or design/participate in a pub- lic relations campaign. Flight schools are also natural airport partners, whether the school is on the airport or housed within a local college or university. EXAMPLES OF GROUPS WORKING TOGETHER • Airport, chamber, and economic development organizations partner at a major convention, sharing a booth to market the airport and community. • The airport establishes a marketing internship program for students at the local university or college while increasing its own marketing staff to achieve its goals. • The airport works with travel agents and local resorts to develop an attractive vacation package to draw visitors to the area for recreational activities that use the airport, local businesses, restaurants, and hotels. • The airport and FBO develop a marketing campaign to increase transient pilot activity, possibly through fuel discounts or ad campaigns. 12.5 LOBBYING 130 Marketing Guidebook for Small Airports Effectiveness Cost Commercial Service General Aviation $-$$$ ••• ••• Definition: Lobbying occurs at many levels of government. The rules and regulations applicable to lobbying are beyond the scope of this Guidebook. However, lobbying is another form of marketing and it needs to be viewed in that context. Many airports retain registered lobbyists to secure funding for specific airport projects or legislative initiatives. Some airports visit their congressional delegations either in their home state or in Washington, D.C., to advo- cate for certain projects. Various civic organizations such as the chamber of commerce organize annual trips to Washington, D.C., to meet with legislators. Airports lobby at every level of government for FAA/Airport Improvement Program (AIP) funding; state funding; local airport budget and funding; land use and zoning; and aviation taxes and fees. 12.6 CONTACT MANAGERS AND NETWORKING TOOLS Effectiveness Cost Commercial Service General Aviation $ ••• •••

Definition: Contact managers are tools used to develop a contact list, record interactions, and keep in touch. They are indispensible if you are serious about networking. There are various contact manager solutions rang- ing from paper lists or Rolodexes to the latest contact manager software. Airport managers that are still using paper contact lists should explore the use of contact manager software. 12.6.1 TYPES OF CONTACT MANAGER AND NETWORKING TOOLS This chapter has identified a number of networking opportunities. To keep from losing vital contact information earned through your networking efforts, it is important to develop some kind of process to keep track of and manage those contacts. This section describes three alternative methods to keep track of contacts: 1. Manual systems 2. Electronic and computer database/customer relationship management (CRM) tools, and 3. Internet networking websites Which tools and method airport managers select to manage their contacts will depend on how contacts will be used for marketing activities. 12.6.2 CONTACT MANAGER TOOLS MANUAL CONTACT SYSTEMS Manual contact systems are used by most of us. We collect business cards and store them in a file or business card holder. We use a guest book for interested parties to sign and log their contact information. We distribute lists during meetings for attendees to record their contact information. These manual systems can be very effec- tive for gathering and grouping contacts. However, marketing and promotional efforts associated with those contacts often require repetitive manual steps, for example addressing envelopes to recipients each time the airport sends out a mailer. Thus, manual systems may be the least costly option but they are usually much more labor intensive. If an airport manager networks extensively, manual systems quickly become inadequate. Contact information is hard to keep current in manual form. Extensive networking yields many contacts so physical lists become hard to maintain. Most important, an electronic system will interface with email or word processing software and make it much easier to keep in touch with your contacts. Therefore, we suggest that manual systems, such as collecting business cards, should be combined with some type of electronic system to improve overall effectiveness of managing and effectively using contacts over time as part of the airport’s overall marketing strategy. WORD PROCESSING, SPREADSHEET, AND EMAIL SOFTWARE With basic computer word processing and spreadsheet software you can enter, edit, and manage contacts. You can also produce mass mailings and labels. There are several software options. Networking Opportunities 131

Spreadsheet software can be set up for data entry of manual contact information and then it is easy to update or add to the list. Specific “flags” or codes can be assigned to contacts that identify attributes about a contact such as: airline, civic group, individual, tenant, and so on. Later, the contact file can be sorted to find all those contacts with specific codes to send a message, a newsletter, or an announcement. The cost to implement this type of system is minimal and the benefits in streamlining communication are obvious. Email software also has address books where email addresses and corresponding contact information reside. The information is entered once, and then updated as changes to contact information occur. Many advanced cell phones or personal digital assistants (PDAs) will synchronize with email address books so that contact lists can be maintained and updated from multiple input sources. If you are using email as a marketing device, an email address book may be all that is required. Address books can also be shared among users. DATABASE TOOLS AND CONTACT MANAGER Larger sales and marketing groups employ robust databases to set up and maintain contact information, man- age relationships, and execute marketing campaigns. Some database tools reside on individual desktop com- puters while others reside on servers where multiple users have access to the information. Database tools are very flexible. They can be set up to hold a range of contact information that can be exported and used for a vari- ety of marketing activities. The most sophisticated contact manager tools are known as CRM tools. One CRM tool is sold as a stand-alone or group software package. Another is a service that maintains contact information on an offsite server. Use of this product involves monthly fees. These products require training to set up and use. There are also open source or free to the public contact manager tools that are available on the Internet. One of these allows mul- tiple users to access the contact database; however, it requires initial setup effort. There are also e-marketing tools that provide users with electronic marketing tools such as templates for e-newsletters or surveys for a fee. These packages include a way to link into your contact manager to retrieve lists of recipients of your marketing material. CONSIDERATIONS WHEN SELECTING A CONTACT MANAGER Airports should research their marketing requirements before selecting electronic tools for contact manage- ment. The following questions are useful to ask when considering how best to manage contacts: • How many individuals need access to the contact list? • What will be done with the contact list? (letters? e-newsletters? Press releases?) • Is there an IT person that supports the city or airport? What does he/she recommend? • Will existing email or contact manager tools adequately support networking and marketing activities? Exhibit 12.2 shows the relative cost and level of effort of implementing various contact manager systems. 132 Marketing Guidebook for Small Airports

Exhibit 12.2—Relative Cost of Contact Manager Systems. Source: KRAMER aerotek, inc. 12.6.3 INTERNET NETWORKING TOOLS The Internet has created a whole new meaning to the word networking and new communications technology and tools are evolving rapidly. Following is a brief description of some of the Internet networking tools that air- port managers might find useful. It is not meant to be an all-inclusive list, but rather a sample of some of the main networking tools. PROFESSIONAL ONLINE NETWORKING There are a number of websites now on the Internet that provide professional or social online networking. The following description is limited to one example. However, readers can learn more about online networking options by visiting individual websites of interest. One online networking website describes itself as “an online network of more than 25 million experienced pro- fessionals from around the world, representing 150 industries. When you join, you create a profile that summa- rizes your professional accomplishments. Your profile helps you find and be found by former colleagues, clients, and partners. You can add more connections by inviting trusted contacts to join . . . and connect to you. Your network consists of your connections, your connections’ connections, and the people they know, linking you to thousands of qualified professionals.” This service is free to join. However, it also offers paid accounts that pro- vide more tools for networking. WEB CONFERENCING Web conferencing is used to conduct live meetings or presentations over the Internet. In a web conference, participants are connected to each other via the Internet using their personal computer as the communications device. This can be either a downloaded application on each of the attendees’ comput- ers or a web-based application where the attendees will connect to the conference by entering a common web- site address or URL. Web conferencing tools vary greatly in functionality and cost, and there are even some free web conferencing services available on the Internet. The tool enables participants to view material and conduct a conference call at the same time. Some web conferencing also allows participants to see each other. Networking Opportunities 133 Costs of Contact Manager Tools (Time & Money) $ $$ $$$ Word Processor Mailing List Email Address Books Maintained Manual Systems Customized Open Source CRM Tools CRM Software CRM Online Services

INSTANT MESSAGING Instant messaging (IM) is a form of real-time communication between two or more people based on typed text. The text is conveyed via computers connected over a network such as the Internet. The difference between IM and email is the perceived synchronicity of the communication by the user, meaning real-time (IM) versus “delayed response” (email). Instant messaging has been widely adopted as an informal business communications tool, and is included because of its wide use. BLOGS A blog is a website, usually maintained by an individual, with regular entries of commentary, descriptions of events, or other material such as graphics or video. Entries are commonly displayed in reverse-chronological order. Many blogs provide commentary or news on a particular subject, while others function as more personal journals or entries such as a travel log. A typical blog combines text, images, and links to other blogs or webpages related to its topic. The ability for readers to leave comments in an interactive format is an important part of many blogs. Most blogs are primarily textual. A blog can be a very useful networking tool, bringing individuals together who share a common interest or concern and keeping them apprised of current events as they unfold. 134 Marketing Guidebook for Small Airports

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