National Academies Press: OpenBook

Marketing Guidebook for Small Airports (2010)

Chapter: Part 4 - Additional Resources

« Previous: Part 3 - Implementation of the Plan
Page 135
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 135
Page 136
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 136
Page 137
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 137
Page 138
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 138
Page 139
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 139
Page 140
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 140
Page 141
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 141
Page 142
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 142
Page 143
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 143
Page 144
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 144
Page 145
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 145
Page 146
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 146
Page 147
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 147
Page 148
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 148
Page 149
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 149
Page 150
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 150
Page 151
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 151
Page 152
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 152
Page 153
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 153
Page 154
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 154
Page 155
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 155
Page 156
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 156
Page 157
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 157
Page 158
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 158
Page 159
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 159
Page 160
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 160
Page 161
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 161
Page 162
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 162
Page 163
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 163
Page 164
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 164
Page 165
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 165
Page 166
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 166
Page 167
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 167
Page 168
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 168
Page 169
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 169
Page 170
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 170
Page 171
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 171
Page 172
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 172
Page 173
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 173
Page 174
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 174
Page 175
Suggested Citation:"Part 4 - Additional Resources." National Academies of Sciences, Engineering, and Medicine. 2010. Marketing Guidebook for Small Airports. Washington, DC: The National Academies Press. doi: 10.17226/14353.
×
Page 175

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 4 ADDITIONAL RESOURCES

136 CHAPTER 13 MARKETING PLAN WORKSHEETS 13.1 SWOT Primer 13.2 SWOT Examples 13.3 SWOT Analysis Worksheet 13.4 Marketing Inventory Worksheet—Human Resources 13.5 Marketing Inventory Worksheet—Financial Resources 13.6 Marketing Action Plan 13.7 Marketing Record This chapter provides worksheets, prompts, and examples to complete your marketing plan. 13.1 SWOT PRIMER Before beginning the SWOT process and worksheets, you might want to look over the SWOT primer in Exhibit 13.1. It is intended to elicit your first impression or “top of mind awareness” and whether you record your responses or simply keep them “in mind,” it is a useful thought starter for the SWOT analysis. Exhibit 13.1—SWOT Primer. • Our customers think . . . • Our employees always . . . • We stand out from the competition because . . . • Our airport is known for its . . . • We are great at . . . • We want our customers to . . . • We want to be remembered for . . . • We are proud of . . . • What makes us different is . . . • We have gotten better at . . . • We strive to . . . • We have achieved . . . • Our community thinks . . . • Our community would like . . . Source: KRAMER aerotek, inc.

13.2 SWOT EXAMPLES Exhibit 13.2 contains a list of possible SWOTs that might apply to your airport (not all will apply and not all your SWOTs will be listed). This table should be used to help guide the planning team in completing the SWOT analysis worksheet on the following page. Exhibit 13.2—SWOT Examples. Strengths Weaknesses Opportunities Threats • Location/geography: convenience • Available land • Airport infrastructure • Price, value, quality • Customer service • Strong demand for services • Brand recognition • Experience/ knowledge • Resources, people • Weather • Community support Marketing Plan Worksheets 137 • Gaps in capabilities • Loss of air service • Lack of money • Poor image in community • Morale, commitment, leadership • Runway/taxiways/ ramps in need of repair • Land constrained • Airport under-designed for demand • Air space limitations • Lack of competitive strength • Unhappy tenants or neighbors • New target markets • New sources of funding • Key partnerships • Improvements in infrastructure • New aircraft/new markets • Application of new technology • Overcrowding at nearby airport • Untapped volunteers • Trained workforce • Interest by private developer • Loss of area business • Loss of key partners • National security issues • New FAA rules and regulations • Environmental regulations • Airline accidents • Weakened economy • Increased fuel prices • Competitor plans • Encroachment on airport • Zoning issues Source: KRAMER aerotek, inc., and GMH Consulting, LLC

13.3 SWOT ANALYSIS WORKSHEET Exhibit 13.3 contains spaces to list the current perceived strengths, weaknesses, opportunities, and threats for your airport. Do not limit yourself to the items included in the preceding example, but rather use the chart to help stimulate ideas and discussion about your airport. Exhibit 13.3—SWOT Analysis Worksheet. Strengths Weaknesses Opportunities Threats __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ Source: KRAMER aerotek, inc., and GMH Consulting, LLC 138 Marketing Guidebook for Small Airports

13.4 MARKETING INVENTORY WORKSHEET—HUMAN RESOURCES Part of the SWOT analysis is the identification of resources (both human and financial) needed to implement the marketing plan. You should fill in the worksheet (Exhibit 13.4) to help you ascertain what expertise is avail- able to you on either a free or paid basis. Exhibit 13.4—Marketing Inventory Worksheet: Human Resources. Cost Resource Areas of Expertise (If Any) Comments Existing: Airport Manager Airport Marketing Staff Outside: Volunteer Consultant Develop material for Hourly rate presentation to clients $_____ Local Business Local Media Reaching local patrons Chamber of Commerce Identify businesses within area Economic Development Defining the areas for Organization economic development Local University City Other Other Source: KRAMER aerotek, inc., and GMH Consulting, LLC Marketing Plan Worksheets 139

13.5 MARKETING INVENTORY WORKSHEET—FINANCIAL RESOURCES The worksheet in Exhibit 13.5 is equally important, because it provides a way for you to estimate what financial resources will be available to support your marketing efforts. Exhibit 13.5—Marketing Inventory Worksheet: Financial Resources. Funding Source Estimate Comments Airport Operating Fund $ City Budget $ Grants $ Chamber of Commerce $ Economic Development $ Local Businesses $ Matching Funds $ Donations $ Fund Raisers $ In-Kind Contributions $ Other: $ Other: Other: $ Total $ Source: KRAMER aerotek, inc., and GMH Consulting, LLC 140 Marketing Guidebook for Small Airports

13.6 MARKETING ACTION PLAN The worksheet in Exhibit 13.6 will be useful in recording the various tasks and elements of your marketing plan. It is helpful to have a master list of all activities for coordination and tracking purposes. Exhibit 13.6—Marketing Action Plan Worksheet. Objective/Goal: ________________________________________________________________________ Target Audience: _______________________________________________________________________ Responsible Activity/Task Deliverable Party State Date Due Date Budget _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________ Source: KRAMER aerotek, inc., and GMH Consulting, LLC Marketing Plan Worksheets 141

13.7 MARKETING RECORD The purpose of the worksheet in Exhibit 13.7 is to provide the airport with documents that record the airport’s marketing efforts. It might be useful to start with the prior year’s activity, but certainly any current and future marketing activity should be recorded. Exhibit 13.7—Marketing Record. Estimated Effective/ Marketing Total Airport Not Activity Dates Purpose Cost Cost Funding Sources Effective Example: Air Expand Market $25,000 $2,500 Airport Budget, Service Billboard State Grant Source: KRAMER aerotek, inc., and GMH Consulting, LLC 142 Marketing Guidebook for Small Airports

143 CHAPTER 14 CASE STUDIES 14.1 Greeley-Weld County Airport 14.2 Houma-Terrebonne Airport 14.3 Arnold Palmer Airport This chapter provides more complete descriptions of three case studies. 14.1 GREELEY-WELD COUNTY AIRPORT 14.1.1 BACKGROUND The Greeley-Weld County Airport is a general aviation airport in northern Colorado with approximately 145,000 annual operations. The airport is run by six full-time and three part-time employees. Airport marketing is han- dled principally by the airport manager and his staff as part of their overall job responsibilities. Most of the air- port’s budget goes to airport operations and staff. Between $5,000 and $10,000 is spent on marketing, includ- ing a substantial contribution from the Upstate Colorado Economic Development Corporation (EDC), which helps fund the airport’s participation at the State of Colorado’s booth at the annual NBAA conference. Upstate Colorado Economic Development subsequently is reimbursed the amount of their investment in this endeavor through a Colorado Enterprise Zone Trade Show Program Grant administered by the Governor’s Office of Economic Development. Greeley-Weld County Airport has experienced development opportunities arising out of substantial population growth in communities north of Denver. It also competes directly with Ft. Collins-Loveland Airport which is 20 miles west of Greeley. Ft. Collins-Loveland Airport has a very good location next to the I-25 corridor and a potential private developer with an extensive marketing capability. To compete effectively and address the air- port’s future opportunities, the airport manager decided to prepare an economic development plan, a marketing plan, and a public information plan. All of these documents were outside the airport’s current budget. To move ahead, the airport manager called on existing relationships in the Greeley area for assistance. For the economic development plan, the manager contacted the Director of the EDC. The EDC principally serves Greeley and Weld County. The airport and the EDC already exchange development and investment leads. For the public information plan, the Airport Manager turned to the City of Greeley Public Information Office for assis- tance. For the marketing plan, the manager engaged students from Metro State’s Aviation and Aerospace Science Department. The marketing plan became a special student project. This case study was selected because Greeley-Weld County Airport created three strategic documents with a small budget. The approach had important side benefits including strengthening ties with the regional EDC, the City of Greeley, and giving students at Metro State a real experience putting together a marketing plan. An overview of how each plan was created is described in the following subsections.

14.1.2 ECONOMIC DEVELOPMENT PLAN In 2004, the Greeley-Weld County Airport Authority adopted its Master Plan, which is a comprehensive docu- ment detailing specific projections, development alternatives, environmental constraints, capital improvements, and more. The Airport Manager did not want to have a static document, especially in view of the development that was taking place in northern Colorado. The manager viewed an economic development plan as a way to maintain a consistent direction for the future of the airport and as such, this plan would be a direct extension of the Master Plan. With no explicit budget to prepare the development plan, the airport manager approached the Director of the Upstate Colorado EDC and asked for technical assistance as to what elements went into a basic economic development plan. At no cost to the airport, the EDC provided a framework for the plan. The plan was constructed in-house by airport staff, with the assistance of the EDC. The Airport Board of Commissioners served as a steering committee for the formulation of this document and ultimately adopted the plan. 14.1.3 PUBLIC INFORMATION PLAN The airport manager also recognized that a public information plan could serve multiple purposes. It sets pro- cedures for news releases and emergency situations. It also provides a mechanism to disseminate information about the airport. The airport had considerable experience talking with the press and the public, but had no expertise in making a plan. The airport manager approached the City of Greeley Public Information Office for assistance and direction. The Information Office showed the airport what needed to be in a public information plan (i.e., the elements) and the airport staff wrote the plan. Of the three documents described in this case study, the information plan is most used, primarily because it resides on the airport’s website. The airport loaded basic information and photos on its website. This information is used extensively by the press, by prospective busi- nesses, and other interested parties. The information posted on the web has reduced the number of calls the airport gets for information and has helped focus follow-up requests for additional information. 14.1.4 MARKETING PLAN The third component was a marketing plan for the airport. In January 2007, the Greeley-Weld County Airport embarked on a joint project with Metro State, a public 4-year college. The Aviation and Aerospace Science Department at Metro State is the fifth largest collegiate aviation program in the country, offering a Bachelor of Science degree with majors in Aviation Technology, Aviation Management, Aerospace Operations, and Aviation Maintenance Management. Greeley’s marketing plan was one of several Capstone Projects offered to second semester senior year students to apply what they have learned from their college curriculum to a real-life airport situation. Two teams of students submitted resumes and qualifications to participate in the project (as if it were a con- sultant selection). One team of three students was selected for the project. Faculty from the Aviation and Aerospace Department and the Marketing Departments sponsored the project and the Greeley-Weld County Airport Manager remained actively involved. The project included the following activities: (1) a demographic study for Greeley-Weld County, (2) a competitive analysis of surrounding airports, (3) a review of marketing strategies being used by other airports, and (4) a set of marketing recommendations for the Greeley-Weld County Airport. 144 Marketing Guidebook for Small Airports

The Metro State team spent 5 months developing the marketing plan. The team relied heavily on published air- port data and phone interviews with key stakeholders. The students performed a SWOT analysis of the Greeley- Weld County Airport to better understand the actual and/or perceived strengths and weaknesses of the airport along with the potential opportunities and threats that could influence the airport’s marketing strategy going for- ward. The team also reviewed the airport’s infrastructure, operations, location in relationship to Denver International Airport (DIA) and other Front Range airports, and available land for development. The students presented the marketing plan to the Greeley-Weld County Airport in May 2007 and it was adopted by the Greeley-Weld County Airport Authority Board of Commissioners in July 2007. The airport donated $1,000 to the Metro State’s Aviation and Aerospace Science Department in appreciation of the student and faculty effort. 14.1.5 CONCLUSIONS AND LESSONS LEARNED Greeley-Weld County Airport created three key planning and implementation documents. They were not fancy, but they provided the airport with the basic information and strategies to go forward. In so doing, the airport also established a baseline of data and documents that can be updated as needed. The following are lessons learned for airports that are contemplating strategic planning and marketing: • Investigate municipal, county, and state resources to fund airport planning. • Consider engaging students from a local college, but expect to set aside time to scope and follow the effort. • Adjust expectations for deliverables according to the resources available to accomplish the task. • The economic development plan, the public information plan, and the marketing plan can be completed with limited resources. They can benefit an airport and are definitely worth doing. • It is much better to take some form of action with limited financial resources than to take no action at all because large funding resources are not available. 14.2 HOUMA-TERREBONNE AIRPORT 14.2.1 BACKGROUND Houma-Terrebonne Airport is the largest general aviation airport in Louisiana. It is also the third busiest airport in the state with approximately 117,000 annual operations. Administration of the airport is the responsibility of the Houma-Terrebonne Airport Commission (H-TAC). The airport is financially self-supporting from revenues received from leases, fuel flowage fees, and other income producing activities. The airport has a full-time airport director who, with the help of an administrative assistant, is responsible for overseeing the marketing activities of the airport and industrial park. Thus, direct resources at the airport for marketing and business development are scarce. However, the airport director has a strong working relationship with the local economic develop- ment organization (Terrebonne Economic Development Authority [TEDA]). It is this organization that serves as a significant marketing engine for the airport and industrial park. Between $2,500 and $5,000 is spent from the Case Studies 145

airport’s operating budget on marketing materials annually. This figure does not include travel expenses to mar- keting events such as NBAA or funds spent by the TEDA on behalf of the airport through the State of Louisiana’s marketing match grant program. Houma-Terrebonne Airport is located 55 miles southwest of New Orleans and 26 miles inland from the Gulf of Mexico. In August and September 2005, Louisiana’s coastline was ravaged by two of the largest hurricanes in U.S. history. Hurricanes Katrina and Rita caused extensive damage to major sections of Louisiana’s coastline including significant damage to business and residential areas. With a location just beyond the direct impact of the hurricanes, Houma-Terrebonne Airport responded to the oppor- tunity presented by the devastation. Specifically, these storms wiped out the shoreline helicopter operations that support the offshore oil and gas industry in the Gulf of Mexico. Louisiana is the second leading natural gas pro- ducer in the United States and third leading crude oil producer when including the oil and gas production in the Gulf of Mexico. Oil and gas activity spans the full range of the production cycle from exploration and production to the refining, marketing, and transportation of crude oil, natural gas, and refined products. Working collaboratively with TEDA, the Houma-Terrebonne Airport attracted three new helicopter service com- panies including one of the world’s leading helicopter service companies. Subsequently, this company also relocated its maintenance operations to the airport. Before the hurricanes in 2005, the airport’s annual opera- tions were just over 80,000. Today, annual operations are approximately 117,000. This case study was selected to demonstrate how airports with limited resources can build a strong marketing team by working collaboratively with community organizations that share similar economic development goals. The case study also shows how awareness of the airport’s role in the regional economy makes it possible to respond quickly to new business opportunities. In this instance, the relationship between the Houma- Terrebonne Airport and TEDA was a major key to success. 14.2.2 THE TERREBONNE-TEDA ALLIANCE TEDA is a relatively new organization, formed through special Louisiana legislation. Its mission is to strengthen Terrebonne’s economic base through financial and technical support to retain and expand businesses in the area. TEDA is funded by a portion of state revenues collected for business licenses and has resources to engage in a variety of economic development activities in the community. This subsection contains some of the main ways in which the Houma-Terrebonne Airport and TEDA work together to promote economic develop- ment for the airport and community. REGULARLY SCHEDULED MEETINGS Regular monthly meetings are held between the Houma-Terrebonne Airport director and TEDA staff to review new business development opportunities and the status of existing opportunities. TEDA was described by the Houma-Terrebonne Airport director in a phone interview as “the organization that has the pipeline into busi- nesses in Louisiana and other parts of the country.” 146 Marketing Guidebook for Small Airports

JOINT PARTICIPATION AT KEY CONFERENCES Houma-Terrebonne Airport and TEDA have attended the NBAA national conference for the past 3 years where they jointly sponsor and staff a booth. This year, they will also jointly attend the Unmanned Aerial Vehicle (UAV) conference. UAV has been identified as a potential strategic business opportunity. The airport has recently set aside acreage and runway access for UAV and is hoping to attract manufacturers of UAV equipment from other parts of the country to Houma-Terrebonne. FINANCIAL SUPPORT The State of Louisiana has a matching grant program for businesses engaged in marketing activities to pro- mote economic development. Through this program, the state reimburses TEDA for half of the funds spent on marketing activities that it undertakes on behalf of the airport and other local businesses. ECONOMIC DEVELOPMENT STUDY Three years ago, TEDA completed a 35-page economic development study in conjunction with Nicholls State University. Plans are currently underway to update this study. The airport director frequently uses this study in presentations and meetings to make local government aware of the airport’s impact on the community. In a recent phone interview, his advice to other airport managers was to develop an economic impact study and make key community stakeholders aware of the ways that airports provide economic benefit to the community. AIRPORT WEBSITE UPGRADE The airport currently has a dedicated website, and plans are underway to update the website through TEDA and the state’s marketing matching grant program. 14.2.3 LESSONS LEARNED Houma-Terrebonne Airport is a busy general aviation airport in Louisiana with limited airport resources to pro- mote and market the airport and industrial park. However, the airport has found effective ways to extend its marketing capabilities beyond its own staff by collaborating with key community groups, directly with the local economic development organization and indirectly through Nicholls State University. TEDA is the business development funnel for the airport as well as a source of funding for marketing activities such as participation at NBAA, editorials and advertisements, and website re-design. The airport director has identified new business opportunities with offshore helicopter operations for the oil and gas exploration industry that have yielded incremental revenue streams and is currently expanding the airport’s involvement with UAVs. Case Studies 147

14.3 ARNOLD PALMER AIRPORT 14.3.1 BACKGROUND Historically, Latrobe was served by US Airways Express, with nonstop service to Pittsburgh. At its peak, it received 9 nonstop flights per day. Before US Airways’ bankruptcy in 2002, Pittsburgh was a major hub for US Airways. As it went through bankruptcy (twice) in the 2002–2005 period, one of the key actions it took was to dramatically “size down” the Pittsburgh hub. Latrobe’s service was a casualty of the downsizing because it lost nonstop service in May 2004. Latrobe was left without any commercial air service. In addition, since it is located only 60 miles from Pittsburgh, it did not qualify as an Essential Air Service city. Thus, it could not look to the government for subsidized sup- port for air service. It had to rely on its own resources. Today, Latrobe has two daily nonstop flights to Detroit on Northwest Airlines. This service began in April 2006. The steps the airport and community took to secure this service and to provide important marketing support are the subject of this case study. Latrobe was selected for this study because of its success in mobilizing com- munity support to regain air service. 14.3.2 FINANCIAL SUPPORT—A PREREQUISITE FOR ANY NEW SERVICE The airport recognized that if it were to interest a carrier to serve Latrobe, it would have to provide a financial incentive to reduce the risk associated with the new service. As noted, Latrobe did not qualify for subsidy under the Essential Air Service program. Apart from funds raised within the community, the only source that could provide sufficient funding to underwrite any new service was the Small Community Air Service Grant program. Latrobe applied for and was successful in securing a $600,000 grant. This grant and $109,000 of “in-kind” con- tributions from the community gave the airport a reasonable financial base with which to approach an airline. 14.3.3 CARRIER SELECTION—WHICH AIRLINE TO TARGET The next issue the airport faced was which airline to approach for service. There are several factors which enter into the decision-making process. If the new flights were going to succeed, Latrobe needed service into a major hub. The more connecting opportunities presented to potential Latrobe passengers, the better the chance that they would use the new service. Based on historic passenger demand during the period Latrobe had service, the logical assumption was that any new service would be flown with small turboprop equipment, instead of regional jets or larger jets. Thus, the potential carrier had to have a division that operated “express”-type equipment. The operation of this type of equipment also meant that the hub needed to be within 300 miles of Latrobe. Among carriers operating turboprop equipment, which carrier(s) would be interested in serving Latrobe? When Latrobe lost commercial air service, the logical alternative for Latrobe residents was to drive to the nearest con- venient airport for air service. Pittsburgh is the nearest large airport, located 60 miles from Latrobe. Therefore, the airport concluded that any carrier with a large presence at Pittsburgh would probably not be interested in 148 Marketing Guidebook for Small Airports

inaugurating new service to Latrobe, because the carrier would already be capturing the Latrobe residents who are driving to Pittsburgh for air service. Targeting a carrier with a limited presence in Pittsburgh would most likely produce the best results. For this car- rier, the Latrobe passengers would represent a new source of revenue to their system. Another consideration focused on the companies/industry located in the Latrobe market area and their travel patterns. For an air carrier to succeed in Latrobe, it would need to provide convenient service that met the travel demands of local businesses. International travel, especially to the Far East, was an important consideration because a number of companies located in Latrobe have international ties. Several air carrier hubs met theses criteria in terms of equipment type, distance, and connections to the Far East, including Northwest’s Detroit hub. This subsection outlines the major considerations in determining which airline to approach. Of particular inter- est was the work done by the Latrobe community before and after the start of the new service. 14.3.4 COMMUNITY ACTIVITIES After losing the US Airways service, Latrobe airport management concluded that a top priority in successfully attracting new service must be to make the community aware of what would be required to attract a new air- line. To effectively convey this message, the airport manager formed a task force consisting of the head of the Latrobe Area Chamber of Commerce as well as two advertising executives from the Latrobe-based WestMedia Group. (The members of the task force were interviewed for this case study.) The purpose of the task force was to educate the region—businesses and the general public—as to the impor- tance of commercial air service to the region, and what it would take to attract a new carrier. Many communities have a sense of “entitlement” when it comes to air service. The fact that Latrobe had already lost commercial air service and did not qualify for subsidized service removed any thoughts in this vein. The starting point in the educational process was to convince the community to recognize that the airlines’ perspec- tive of Latrobe’s business potential was critical. In other words, the community needed to “think like an airline.” Without government subsidy, the community came to realize that the market must stand on its own and that the air- line had to be convinced that the market had long-term potential. Airlines generally look to the business community and its support as a gauge of the long-term potential of a market. Latrobe knew that if it was going to convince a carrier to serve Latrobe, it needed the active support of the business community. The key phrase is “active support.” The community concluded that merely telling an airline the business community will support the new service is less effective than having the key business lead- ers themselves deliver this message. For that reason, the business community was included in the “pitch” to the air carrier for new service. This proved to be exactly the right approach because Northwest’s first agenda item when it visited Latrobe was to meet with local business leaders. Convincing the business leaders to actively participate in the process involved all members of the task force. Since most businesses naturally focus on the “what’s in it for me?” aspect of any transaction, part of the educational process was making sure that Latrobe businesses understood the importance of air ser- vice to the region’s economy and what benefits were in it for them. The airport found that in this area, peo- ple not directly associated with the airport can make significant contributions to the process. Doing so Case Studies 149

eliminates the self-serving aspect of having an airport employee tell area businesses how important air service is to the region. In constructing the educational campaign, one of the factors the task force focused on was community pride. The previous loss of air service was a significant blow to the community and touching that nerve was a key ele- ment in the campaign. The fundamental lesson here is that a realistic assessment of the community’s strengths and weaknesses is the starting point for any campaign of this nature. The group had multiple educational tasks: making sure the community and businesses knew what an airline would be looking for before it began service; demonstrating why air service is important to the region’s eco- nomic well-being; and persuading the business community that, if the new service is successful, all parties stand to benefit economically. To make the community aware of “what it would take” to get an airline, multiple channels and venues were used including articles and editorials in newspapers, chamber of commerce functions, open houses at the airport, and speaking engagements at numerous business/social functions such as the Rotary club. In terms of expense, many of these activities were more “time” intensive than “money” intensive. The more expensive part of the campaign came with the announcement of service by Northwest because the community bore the responsibility to provide marketing for the new service. 14.3.5 MARKETING BUDGET AND MEDIA SUPPORT The initial marketing budget was set at approximately $100,000 spread over a 2-year period. Broad media cov- erage was critical to making sure a wide audience was reached with the message about why air service is important to the region and what it will take to support a new carrier. Obviously, the task force did not have unlimited funds with which to deliver this message. The advertising executives were especially effective in craft- ing a wide-ranging media campaign at very reasonable rates. The executives delivered a very simple message to the area’s media outlets. Air service generates significant economic activity and all parties stand to benefit in the long term if air service is effective. Help us now and you stand to gain in the long term. A marketing brochure was also created (see Exhibit 14.1). Advertisements announcing the new service were run in both newspapers and radio. This is the area where the educational groundwork proved beneficial because the media outlets recognized the value of air service and helped the airport task force stretch its promotional dollars. It was a cooperative effort. Billboard ads were also used, and the airport donated tickets to be used as prizes in fundraising events for local organizations. One of the objectives of the advertising campaign was to create a brand image for the new service, focusing on convenience and amenities. The convenience aspect touts the ease and time savings of using Latrobe ver- sus going to Pittsburgh, and the amenities focus is the free parking available at Latrobe. It is noteworthy that “redundancy of message” was the advertising focus of the task force. In practical terms, this meant that rather than full-page newspaper advertisements a few times a year, the task force opted for smaller ads that were run weekly. For radio, the task force opted for four 15-second commercials instead of one 60-second spot. 150 Marketing Guidebook for Small Airports

14.3.6 SUMMARY—LESSONS LEARNED One of the most important lessons was the focus on the “education” that was required for both the community as a whole and the business community in particular. For the community, the critical message was the impor- tance of air service to the economic well-being of the region. For the business community educational mes- sage, the focus was on how important these businesses were to any potential air carrier and how their support was critical to its ultimate success once the new service began. In many cases, it is assumed by airport management that the community recognizes the important role air ser- vice plays in the area’s economy. It is also assumed that the business community recognizes its importance in the air service process as well. Neither of these assumptions should be made without a great deal of fore- thought. The second critical lesson is the recognition that other members of the community can be instrumental in get- ting the necessary support for the new service. Task force members and airport management can lend credi- bility to the project as a whole and provide much needed expertise in specific areas (e.g., media channels and key contacts with business leaders). But the entire process begins with a realistic self-assessment of the community’s strengths and weaknesses and how to capitalize on the strengths and address the weaknesses. 14.3.7 ADVICE AND SUMMARY OFFERED BY LATROBE AIRPORT MANAGEMENT “There is a sense of pride from Airport management that is a well known fact. Every Airport manager in this country knows his or her airport inside and out. There is seldom a question that can’t be answered on any issue inside those fences. Take the time to learn about the airlines’ position and what they have to deal with. Take the time to know your community and what makes them tick. Low prices are good but if they don’t keep the air- line profitable or at least breaking even, they are not going to stick around. Every day there is a need to ques- tion “what will make this operation better?” not only for the airport but for the airline, the passenger, and the employees. Empower your people and community to make a difference, and don’t be afraid to tell them the truth. They can make informed decisions as long as you stay honest. And by all means, don’t take it personal, you may have a 95% load factor 7 days a week and the airline may still need to make a reduction. You just never know.” (Gabe Monzo, Airport Manager, 2007) Case Studies 151

Exhibit 14.1—Portions of Latrobe Marketing Brochure. 152 Marketing Guidebook for Small Airports

Source: Arnold Palmer Regional Airport Case Studies 153 Exhibit 14.1—Continued.

154 CHAPTER 15 FREQUENTLY ASKED QUESTIONS Why do I need to market? Whether or not you know it, you are already marketing through your interactions with your customers and the community. This Guidebook will help you do it better. I have no budget; what can I do? Some of the most effective marketing involves no out-of-pocket cost. Through “earned marketing,” the airport receives publicity from newspaper articles and radio and television reports. Speeches and press releases may also generate effective marketing for the airport. These are just some examples of marketing you can do without a marketing budget. Is there a standard marketing program I can use? Your marketing program needs to address the particular issues your airport faces, which will vary from airport to airport. The Guidebook takes you through the process of identifying those issues and provides examples of marketing programs that other airports have used. What type of advertising is best? There is no single type of advertising that is best. It depends on your par- ticular issues. However, the Guidebook provides a ranking of different methods of advertising from least expen- sive to most expensive and describes which methods small airport managers believe are most effective. Is this all about air service? No. Small airports market for multiple reasons. Some of the most important reasons are to retain existing tenants, attract new ones, improve relations with airport neighbors, and obtain funding. Do I need to hire a consultant? It depends what your marketing issues are and what you need to accomplish. Increasing community support for the airport may be something you can accomplish with your own staff and help from local businesses, media, and business associations. On the other hand, a program to persuade your airline to change its airfares may well require outside advice. How do I measure success? You should measure the effectiveness of your marketing efforts, but this does not necessarily mean taking expensive polls or surveys. A number of low cost methods of measuring success are described in the Guidebook. We operate a small airport in the shadow of a much larger airport. Realistically, is there anything we can do? The Arnold Palmer Airport case study is one example of a small commercial service airport operating in the shadow of a much larger airport. The airport developed a marketing plan that relied heavily on commu- nity support to regain air service that it had lost. How do I get started? The Guidebook provides a relatively painless seven-step approach to developing a marketing plan. Try it!

155 CHAPTER 16 GLOSSARY There is no shortage of marketing jargon. To avoid confusion, the main terms and concepts used in this Guidebook are defined as follows. Action Plan: An action plan describes the actions intended to achieve the stated goals and objectives. It has three major elements: (1) specific tasks—what will be done and by whom, (2) schedule—when it will be done, (3) resource allocation—which staff or volunteers will complete the task and what funds will cover the cost. Advertising: Advertising is a form of communication designed to persuade potential airport passengers, pilots, or companies to purchase or to use airport facilities or services. Airport advertising is typically paid promotions. Branding/Identity: Branding aims to establish a significant and differentiated identity for the airport that attracts and retains loyal customers. Earned Media: Earned media refers to favorable publicity gained through an article in the newspaper or an interview on television or a radio station. Unlike paid advertising, earned media coverage often carries more credibility 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. Marketing Goals: Marketing goals are general statements by an airport concerning what it wants and expects to accomplish in the future. Marketing Plan: A marketing plan is the written document that describes the marketing activities that the air- port will undertake in the next year. The marketing plan serves as a road map for members of the marketing team. It identifies the marketing goals for the next year, the airport’s target audiences, the messages the air- port intends to communicate, an action plan, and a budget. The marketing plan is typically a comprehensive document that provides an overview to anyone joining the marketing team. Consequently, the plan also includes a discussion of the airport’s current position: levels of activity, major tenants and customers, competitive posi- tion, and general trends in the aviation sectors where the airport is active. Message: A marketing message engages a particular target audience and answers the questions: what is the airport offering in terms of services and facilities, what makes the airport dramatically different from others, and what is in it for the customer and why should they choose this particular airport.

Mission: An airport’s mission is its reason for existing: its function and purpose. Mission statements typically emphasize an airport’s core values, identity, and competencies. Networking: Networking is the skill and act of building alliances and important relationships over time through various means. Objectives: Marketing objectives are defined as realistic and measurable targets established to evaluate and track progress during the implementation of the marketing plan. Objectives are consistent with statements of goals but much more specific. Public Relations: Public relations is the practice of managing the flow of information between the airport and various audiences such as the community, stakeholders, and the public. Stakeholders: Airport stakeholders include individuals, groups, or organizations that have a stake in the outcome of an airport decision or action. Strategy: Strategy is the overall plan that an airport will use to achieve a particular marketing goal and its objectives. SWOT Analysis: SWOT Analysis is a method used by airports to clarify the future direction of the airport by iden- tifying the Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the airport. SWOT takes into consid- eration both internal and external factors influencing how an airport functions and who is its customer base. Tactics: Tactics are the actionable steps taken to implement a particular strategy. Target Audience: In marketing campaigns, airports identify specific groups to influence with a particular marketing tactic. These groups are the target audience. 156 Marketing Guidebook for Small Airports

157 CHAPTER 17 BIBLIOGRAPHY Aehle, Yvette M. Positive Public Relations in a Single-Carrier Marketplace [Report]. American Association of Airport Executives, Washington, D.C., Jan. 1999, 59 pages. In this paper, Ms. Aehle provides a framework for addressing public relations issues faced in the single-carrier marketplace. Topics addressed include (1) common public perceptions about single carrier airports; (2) the media’s role in shaping that perception, and (3) public rela- tions strategies and tactics available to airport managers that can improve the visibility of the airport in the com- munity and increase understanding about fare structure and schedules associated with single-carrier markets. Andreasen, Alan R., and Kotler, Philip. Strategic Marketing for Nonprofit Organizations [Book]. Pearson Education, Inc., Upper Saddle River, NJ, 2003, 536 pages. This book seeks to position marketing as perhaps the most critical discipline needed for nonprofit success, and that success ultimately requires the ability to influ- ence behavior in a wide range of key target markets including clients, funders, policy makers, volunteers, the media, and the organization’s own staff. There are five sections to this book structured as follows: Section 1— Developing a Customer Orientation, Section 2—Strategic Planning and Organization, Section 3—Developing and Organizing Resources, Section 4—Designing the Marketing Mix, and Section 5—Controlling Marketing Strategies. Topics of special interest to the nonprofit sector include a lengthy discussion on generating funds and attracting human resources including staff and volunteers. Chapter 20, Marketing Evaluation, Monitoring, and Control, reviews different methods for evaluating the level of success of a particular marketing campaign or strategy. Aviation Youth Resources—Information Clearinghouse [Online]. Washington State Department of Transportation, Jan. 5, 2008 (http://www.wsdot.wa.gov/aviation/InfoClearinghouse/YouthResources.htm). Berry, Frances Stokes, and Wechsler, Barton. State Agencies’ Experience with Strategic Planning: Findings from a National Survey [Journal]. Public Administration Review. March/April 1995, pp. 159–168. This article provides an overview of strategic planning methods for public agencies. The findings are based on results from a national survey conducted to determine what strategic planning methods were used and how they were effec- tive. The survey found that public agencies used strategic planning to (1) clarify agency directions and goals, (2) assist in policy and budget decision making, (3) enhance client and external relations, (4) improve internal management, (5) internally reorganize, and (6) improve delivery of services. Bradford, Robert. Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Fast! [Book]. Chandler House Press, Worcester, MA, 2000, 239 pages. This book presents a streamlined methodology for developing business strategies and executable plans. In addition to details on the step-by-step methodology, templates for charting a course for companies to follow are included.

Bureau of Aviation Education and Safety; Committee, Illinois Aviation Education Advisory. A Guide for Supporting the Airport in Your Community [Report]. Illinois Department of Transportation Division of Aeronautics, 1990, 92 pages. This report provides practical assistance for the development of a community education pro- gram to support your airport. Focus is given to the importance of effective communication, steps for good pub- lic relations, and aids for planning a program in your community. Conklin, Dave. The Total Package: East Tennesseans for Airfare Competition & McGhee Tyson Airport’s Incentive Program [Conference] . ACI–NA Marketing and Communications Conference, Pittsburg, PA, 2007. 15 pages. East Tennesseans for Airfare Competition (ETAC), a consortium of 30 businesses in the region, joined together as a grassroots effort to (1) address rising airfares at McGhee Tyson Airport and (2) find ways to attract low fare airlines to the airport. The group worked to raise awareness among individuals, small busi- nesses, and corporations about options available to them. Actions taken by the group and outcomes achieved between 2002 and 2007 are included. Dillingham, Gerald L. Commercial Aviation: Initial Small Community Air Service Development Projects Have Achieved Mixed Results [Report]. GAO, Washington, D.C., 2005, 84 pages. This report examines how the U.S. DOT has implemented the Small Community Air Service Development Program established in 2000, including goals and strategies used and results under its grants. The GAO reports that goals have varied among grantees, from adding flights and airlines to improving marketing, and the communities have also used various strategies, such as airline subsidies, hiring consultants, and marketing. The results have been mixed, with some achieving the goals they set, such as adding passenger enplanements. Other airports have failed to reach their target goals. However, the GAO encourages further evaluation as only a small percentage of the grantees had completed their programs at the time of the report. Dillingham, Gerald L. Commercial Aviation: Programs and Options for Providing Air Service to Small Communities [Report]: GAO, Washington, D.C., 2007, 50 pages. This testimony examines the status and results of the Essential Air Service (EAS) and Small Community Air Service Development (SCASD) programs as Congress considers the reauthorization of the FAA. The testimony raises concerns about the EAS program, citing the need to provide air service to communities that otherwise would not be able to sustain it. The testi- mony also raises concerns about the costs and efficiencies of the subsidies including the viability of future EAS service because the number of available small aircraft is declining. Evaluation of SCASD is on-going, but requests for these grants are declining. The testimony makes recommendations for reform to EAS and improved evaluation of SCASD that would improve effectiveness of both these programs. Eclat Consulting. Michigan Air Service: Assessment and Strategy [Report]. Michigan Department of Transportation, Bureau of Aeronautics and Freight Services, Lansing, MI, 2005. This report examines whether Michigan’s residents have effective air service, what impact Northwest’s restructuring is likely to have on the state’s airports, and what the prospects are for service to small and mid-sized communities. Chapters 6 and 7 detail the specific attributes of the remotely located small airports and the smaller airports, respectively. Chapters 11 and 12 explain the air service tools and strategies available to the state and recommends those tools most useful to Michigan airports. Eclat Consulting. Pennsylvania Air Service: Assessment and Strategy [Report]. Pennsylvania Department of Transportation, Bureau of Aviation, Harrisburg, PA, 2004, 141 pages. Chapters 4 and 5 of this report focus on the specific challenges facing air service to small airports including an explanation of the economics of airlines serving small airports. Chapter 11 details air service development principles and their application to Pennsylvania airports including community programs and tactics that have been proven successful. Chapter 12 discusses 158 Marketing Guidebook for Small Airports

federal and state options for funding, especially for small airports, and Chapter 13 discusses the role Pennsylvania can play in its own air service initiatives including marketing strategies. Educator’s Corner. [Online]. Federal Aviation Administration, Jan. 5, 2008. http://www.faa.gov/education/ educator_resources/educators_corner/. This webpage is part of the official FAA website. It is a resource for youth educators to use when looking for ways to introduce aviation concepts to students and a means to pro- mote community interest in aviation. The site also provides links to (1) the AOPA Pilots and Teachers Handbook (PATH) to Aviation; (2) NASA Smart Skies Air Traffic Simulator to teach distance-rate-time problems to grades 5 through 9; (3) NCAE Aviation Education Resource Matrix—a website containing aviation education information and events for all private and governmental businesses; (4) 2005 National Aviation Magnet School Survey, and (5) grade and age specific experiments and activities. Ellis, Susan J. The Volunteer Recruitment and Membership Development Book [Book]. Energize, Inc., Philadelphia, PA, 2002, 152 pages. Volunteer recruitment is one element in a broader picture of how your organization wants to function in the larger community. This guidebook focuses on how to recruit volunteers for your organization. Specific attention is given to (1) where to look for volunteers (finding fresh sources of volun- teers in your community); (2) techniques for recruitment (developing specific recruitment tools and techniques that work); (3) appealing to special target audiences; (4) alternatives to recruitment; (5) how to get members to volunteer; and (6) how to use the Internet to support your recruitment efforts including how to use your organi- zation’s website as a tool to attract volunteers. Gibson, John. Marketing Small Airports in a Big Way! John C. Munro Hamilton International Airport [Conference]. ACI–NA Marketing and Communications Conference, Pittsburgh, PA, 2008, 37 pages. This PowerPoint pres- entation was presented at the ACI–NA Marketing and Communications Conference in 2008. Hamilton International Airport is located 50 minutes from downtown Toronto and 50 minutes from Niagara Falls. Airport management realized that to increase passengers, the airport needed to raise awareness in the community. Mr. Gibson presents how the airport developed a new brand and launched an extensive marketing campaign in the region. Guide to Obtaining Community Support for Your Local Airport—Public Relations Plan for Airports [Online]. AOPA, Frederick, MD. Jan. 2008. http://www.aopa.org/asn/apsup02.html. This excerpt from The Guide to Obtaining Community Support for Your Local Airport is accessible on the AOPA website. Focus is on how to develop and launch an airport public relations campaign including how to muster community involve- ment, political action, and media relations to positively influence public opinion around airport issues. Things to consider include (1) get the facts—compare the goals of the airport with those of the community; (2) under- stand public opinion—does the airport have opponents in the community on a specific airport matter and what is their view; (3) take action to improve public opinion about the airport and communicate the steps taken through different forms of media; and (4) community outreach—build public support by providing a program for local civic organizations. Hazel, Robert. Small Airports and Air Service Development [Conference]. ACI–NA Marketing and Communications Conference, Calgary, Alberta, Canada, June 2005. This presentation examines challenges that small airports face when recruiting air carriers. The presentation also outlines basic air service development tools that can be used and lessons learned regarding attracting air service to small communities. Hecker, JayEtta Z. Commercial Aviation: Factors Affecting Efforts to Improve Air Service at Small Community Airports [Report]. GAO, Washington, D.C., Jan. 2003, 90 pages. Small communities experience many challenges Bibliography 159

to attract and retain air service. Small populations and limited economic activity restrain passenger demand and thus makes these markets less attractive to a carrier than a larger city. The next larger cities also experi- ence challenges to provide air service at competitive prices and, if these cities are near larger metropolitan areas, diversion of passengers to the larger airport further handicaps efforts to increase air service. In this report, the GAO found that financial incentives were the most effective way to attract new air service; however, when financial incentives ended, longer term sustainability of the new service was more likely in communities that made retention of air service a top priority. Hodiak, Diane L. Fund Raising & Marketing in the One-Person Shop: Achieving Success with Limited Resources [Book]. 4th edition, Development Resource Center, Seattle, WA, 2002, 189 pages. This guidebook’s primary focus is on fund raising and marketing in the non-profit sector. Strategies and techniques are offered for overcoming challenges faced by organizations with scarce human and financial resources. Specific topics covered are (1) volunteer recruitment and management; (2) networking; (3) how to create a successful web- site; (4) organizational self-assessment including SWOT analysis; (5) building a successful marketing cam- paign; and (6) cost savings (e.g., cultivating in-kind contributions). Case studies from the Ronald McDonald House, the Emergency Food Shelf, and the Mayo Clinic are included. Jarach, David. Airport Marketing: Strategies to Cope With the New Millennium Environment [Book]. Ashgate Publishing, Burlington, VT, 2005, 140 pages. This book presents two core areas of in-depth analysis of current airport management practices: aviation-related activities and non-aviation-related activities. Chapter 1 reviews the role and scope of activity of the “airport enterprise.” Chapter 2 describes the air transport value chain. Chapters 3 and 4 discuss the Airport Enterprise’s Strategic Business Unit (SBU) and how it has changed over time from a physical airport structure serving flying customers to a broader aviation-related SBU where best in- class players are moving from a mono-modal approach to co-evolutionary designs with other transportation solutions. Chapter 5 looks at the development of the “non-aviation-related” value proposition and the new “com- mercial airport” concept where airport infrastructures evolve into more sophisticated marketing entities that are described as “multipoint service-provider firms” resulting in a new set of potential customers. Chapter 6 describes the importance of customer loyalty in achieving sustainable growth for the “commercial airport” concept. Chapter 7 focuses on constructing an airport marketing plan using a four-phased approach including (1) assess- ment, (2) definition of goals, (3) implementation of objectives, and (4) auditing of financial results. Chapter 8 briefly discusses the impact of 9/11 on increased security measures, and Chapter 9 provides a high level comparison of U.S. airport performance (2002) with other countries (passenger movements and cargo). Kotler, Philip. According to Kotler: the World’s Foremost Authority on Marketing Answers to Your Questions [Book]. AMACON, a division of American Management Association, New York, NY, 2005, 168 pages. General marketing information is presented in this book using a “frequently asked questions” structure. Using this question/answer format, Part 1 provides an overview of marketing concepts, traditional marketing techniques, and a review of new marketing trends and tools. Part 2 describes different marketing strategies including segmentation, targeting, positioning, differentiation, and innovation. Part 3 describes available marketing tools (the 4 Ps); product, price, place, and promotion. Part 4 answers questions about marketing planning includ- ing a discussion on conducting market research. Part 5 includes information about the role and structure of the marketing organization, and Part 6 offers suggestions on how to measure the effectiveness of marketing cam- paigns and efforts. Part 7 is about marketing areas of application including suggestions for small-business mar- keting, direct marketing, Internet marketing, and other special situations and approaches. 160 Marketing Guidebook for Small Airports

Little, Helen. Volunteers: How to Get Them, How to Keep Them [Book]. Panacea Press, Naperville, IL, 1999, 128 pages. This manual is structured around the 12 basic needs of every volunteer, and how they impact man- agement’s ability to recruit and retain volunteers for its organization. Topics of relevance include (1) recruiting volunteers, (2) managing volunteer expectations, (3) volunteer training, and (4) getting projects done on time using volunteers. McNamara, Carter. Field Guide to Nonprofit Strategic Planning and Facilitation [Book]. Authenticity Consulting, LLC, Minneapolis, MN, 2003. This guidebook focuses on nonprofit organizations and government departments embarking on a strategic plan: how to customize strategies suited to achieving specific goals and objectives. Comprehensive practical tools to conduct an internal analysis of your organization and compare results to best practices in nonprofit organizations are included. Worksheets are provided to identify and organize the most important information about all aspects of the strategic planning process. Minton, Paul A.S. Translating Vision Into Action: 8 Steps to Communicate Your Strategy [Journal]. Course and Direction. April 1999, 5 pages. This article summarizes the steps to take to complete a simplified strategic plan and references the templates and worksheets cited in the guidebook, Simplified Strategic Planning: A No Nonsense Guide for Busy People Who Want Results Fast! The assumption is that for strategic planning to be effective, organizations must not only craft a winning strategy and implementation plan, but must align the actions of the organization’s people with the course and direction of the plan. The eight steps to successful strategic planning include (1) data gathering, (2) who needs to act, (3) what actions need to be taken, (4) the information they need to effectively act, (5) communication strategies, (6) delivering the message, (7) verifying that the audience understands the message, and (8) reinforcing communications periodically. Noll-Williams, Nicole. Marketing Small Airports in a Big Way [Conference]. ACI–NA Marketing and Com- munications Conference, Pittsburgh, PA, 2008, 23 pages. This PowerPoint presentation was delivered by Nicole Noll-Williams, Director of Regional Market Development for Capital Region International Airport, at the ACI–NA Marketing and Communications Conference held in June 2008. It describes how the airport, located in Lansing Michigan, developed a two-tier marketing strategy to promote utilization through (1) an enhanced multifaceted web- site and (2) broad-based community involvement through the development of a Regional Business Travel Trust. Traditional branding techniques were used including development of two complementary logos and taglines, as well as attractive and consistent design features for the website and other marketing materials (e.g., direct mail, billboards, TV ads, etc.). The website was designed to (1) appeal to business as well as leisure travelers, (2) pro- vide frequent informational updates to keep the website current, (3) highlight promotions and press releases about the airport, and (4) secure personal data. Through the Regional Business Travel Trust, key executives in the area were brought together to endorse and sign up corporations in the region to participate in the trust. The website was used to support the application process for companies and business travelers interested in participating in the trust. Lessons learned included (1) the airport was able to build on existing strengths, (2) the website devel- opment was a worthwhile investment, (3) the focus is now on a broader range of services, and (4) flying is now connected to the larger business and economic development in the region. Olislagers, Robert. Factors Vital to General Aviation: A Case for Economic Stability and Growth [Conference]. 32nd FAA Annual Forecast Conference. Washington, D.C., Mar. 16, 2007, 13 pages. The focus of this PowerPoint presentation is on key factors that influence investment at Centennial Airport including location, understanding return on investment (ROI), stabilizing airport costs, and implementing and enforcing realistic standards and con- sistent policies. The presentation concludes with the economic results that have been achieved at Centennial Airport through implementation of these key factors. Bibliography 161

Rudolph, Jim. Branding Edmonton International Airport [Conference]. ACI–NA Marketing and Communications Conference, Pittsburgh, PA, 2008, 11 pages. This PowerPoint presentation was delivered by Jim Rudolph, Manager of Corporate Communications, Edmonton Regional Airports Authority. Inspired by “a new vision and desire to reflect a bolder, more confident Edmonton,” the airport authority underwent a rebranding effort. Driven by the need for a new market position as an emerging hub, the airport also wanted to create a new core mes- sage that would enhance its marketing and communications effectiveness. The rebranding timeline, from con- ception to implementation, spanned 18 months, and major activities included (1) initial surveying and analysis of the survey results; (2) development of a findings and recommendations report; (3) establishing a brand plan and timeline; (4) brand development and testing by focus groups, consumers, and partners; (5) internal and external brand launch; (6) marketing brand alignment; and (7) marketing collateral development. Keys to suc- cess included (1) using research to instill credibility throughout the process; (2) including staff from outside the marketing communications realm to increase internal staff “buy-in” of the rebrand; and (3) focus on strategy— the reason for the rebrand rather than just the design features or new “look.” Stern, Gary L. Marketing Workbook for Nonprofit Organizations: Mobilize People for Marketing Success [Book]. Vol. II, Fieldstone Alliance, St. Paul, MN, 2001. This workbook was written to provide guidance on how to recruit and effectively manage volunteers. White it was directed at non-profit organizations, many of the ideas and suggestions are applicable to small airports, which often make use of volunteers to implement marketing events and campaigns. Teitelman, Judith. Hello Real World: Understanding Current Realities or How to Conduct An Organizational Self-Assessment [Online]. National Endowment for the Arts, Jan. 6, 2008. http://www.nea.gov/resources/ Lessons/TEITELMAN.HTML. This article provides a framework and techniques for conducting an organizational self-assessment as part of the larger strategic planning process in the nonprofit arena. Information is provided on how to conduct a SWOT Analysis with specific focus on data collection methodologies including sample sur- vey questions, focus group questions, and board and staff self-assessment questionnaires. Van Auken, Kristie. Akron-Canton Airport: A Better Way To Go [Conference]. ACI–NA Marketing and Communications Conference, Austin, TX, 2006, 14 pages. This PowerPoint presentation describes how Akron- Canton Airport has used marketing concepts and messages to promote the airport and air services to the gen- eral public as follows (1) use community champions such as the the local chamber of commerce and travel advisory boards (e.g., corporate travel managers) to increase awareness about local air services; (2) use tech- nology to reach your target market (e.g., blog port on the Internet); (3) stress the specific amenities your airport has to offer (e.g., massage chairs, restaurant, etc.); and (4) stay true to your marketing brand promises (e.g., Price + Experience = A Better Way to Go). Whited, Bradley S. A Study of Public Relations At Cortland County Airport [Report]. Dutchess County Airport, Wappingers Falls, NY, 1982, 20 pages. This case study reviews the issues faced by Cortland County Airport- Chase Field to gain community support for improvements to the airfield. Specific community objections the development and implementation of a public relations plan focused on improving the image of the airport to the community, and the resulting outcomes are described in detail. Conclusions drawn include (1) that public rela- tions is an on-going process, and not something that is done once or for a short period of time; and (2) that establishing good communications is a critical component of any effective public relations campaign. 162 Marketing Guidebook for Small Airports

163 CHAPTER 18 AIRPORT SURVEY METHODOLOGY AND FINDINGS 18.1 Introduction 18.2 General Aviation Airports 18.3 Commercial Service Airports This chapter summarizes the methodology and findings from surveys of general aviation and small commer- cial service airports that were undertaken for this study. 18.1 INTRODUCTION The research team identified a sample of general aviation and commercial service airports that were (a) poten- tial users of the Guidebook, (b) airports that had experienced growth since 2000, and/or (c) airports that had positive marketing experiences. The purpose of the interviews was to understand more about the marketing experience of small airports and to uncover “best practices” of marketing techniques that are useful for small airports. In the case of larger airports, the ACRP Project 01-04 panel instructed the team to investigate the “scalability” of their marketing programs. A total of 36 airports were sent an initial letter under TRB letterhead explaining the project and inviting participa- tion in the interviews. Letters were followed by telephone calls to schedule an interview. Airports had the oppor- tunity to fill out the questionnaire before the interview or during the interview. The response rate was excellent with 16 out of 21 general aviation airports responding and 12 of 15 commercial service airports responding. Two teams conducted the interviews. KRAMER aerotek, inc., handled the general aviation airports and Oliver Wyman handled the commercial service airports. As it turned out, a few airports in both groups had recently lost air service and reinstatement of the service was top on their list of marketing priorities. Since the marketing focus for general aviation airports and commercial service airports is different, we report interview results separately. Section 18.2 reports on the results from interviews with general aviation airports. Section 18.3 reports on the results from interviews with commercial service airports. 18.2 GENERAL AVIATION AIRPORTS 18.2.1 SURVEY METHODOLOGY AND SAMPLE SIZE Twenty-one general aviation airports were selected for this study, representing small, medium, and large general aviation airports from across the United States to better understand marketing challenges, activities, successes, and patterns. Of the 21 airports contacted, 16 agreed to participate in the survey and are listed in Exhibit 18.1.

Each airport was called and sent a survey to complete and return. A telephone interview was conducted the day following receipt of the survey to clarify answers and delve into specific issues. Telephone interviews typ- ically lasted 45 minutes to 1 hour. Exhibit 18.1—General Aviation Airports Participating in ACRP Project 01-04 Interviews. 2007 ID Participating Airports State Based Aircraft Operations APA Centennial Airport CO 709 321,804 CHD Chandler Municipal Airport AZ 449 268,093 LGU Logan-Cache Airport UT 146 173,197 FIT Fitchburg Municipal Airport MA 146 168,025 CRG Craig Municipal Airport FL 319 163,174 ISM Kissimmee Gateway Airport FL 206 148,523 GXY Greeley-Weld County Airport CO 223 143,000 MGJ Orange County Airport NY 243 133,888 EUL Caldwell Industrial Airport ID 390 132,888 HUM Houma-Terrebonne LA 109 122,523 ASH Nashua Municipal Airport NH 441 117,907 SNS Salinas Municipal Airport CA 229 73,773 HGR Hagerstown Regional Airport, Richard A. Henson Field MD 163 48,475 BQK Glynn County Airport Commission GA 58 22,233 SLN Salina Municipal Airport KS 137 17,145 DUJ Dubois Regional Airport PA 26 15,282 Sources: Airport IQ, 5010 Reports, and FAA Terminal Area Forecasts 18.2.2 GENERAL FINDINGS FROM INTERVIEWS WITH GENERAL AVIATION AIRPORTS • When it comes to marketing, airport managers are likely to use the resources and networks already established. Since airport managers have many duties, marketing activities also strongly correlate with the pursuit of their own particular interests, for example, scouting, student projects, air shows, charity events, and so forth. • Airport managers view their three principal assets at the airport as (1) the airfield (runways and taxiways), (2) fuel, and (3) property. Demand for these assets and how they are managed dictates development and marketing opportunities. • When managers have a strong sense of “airport stewardship,” they also have a more directed market- ing program. Airport managers that viewed their airport as part of the community understood clearly the role of the airport in the community and the region. This role dictated the marketing activities. • Several airport managers emphasized the importance of developing a vision or plan for the airport whether formal or informal and then executing that plan. • Airports extend market reach by cultivating and relying on airport champions in the community. These champions typically include the chamber of commerce, the local economic development organiza- tion, or a local university or college. These groups broaden the airport manager’s ability to market the airport. • Most managers articulated the importance of reaching out beyond the fence of the airport to better serve the community and to establish critical political allies. 164 Marketing Guidebook for Small Airports

• Marketing and public relations directed at sustaining and improving tenant relations is a different audience than marketing to the community at large. The value of air shows and open houses drew a mixed response. Some managers felt that these events attract existing supporters to the airport. Sponsorship of totally non-airport events sometimes has the effect of garnering new support and friends of the airport. • Airports interviewed that had lost air service are under considerable community pressure to reinstate that service. This translates to a much higher marketing priority placed on carrier recruitment than on general aviation marketing. Proportionally, many more resources are dedicated to air service develop- ment than to general aviation marketing, even for airports with robust general aviation and industrial activity. • Two types of marketing tools stood out as effective and inexpensive: earned media and websites. Earned media occurs when an airport takes an action to generate news or to attract journalists. Airport managers viewed earned media such as press releases and newspaper or magazine articles as effec- tive, low cost marketing tools to improve the public image of the airport and advertise upcoming events at the airport. • Websites have been embraced by airports as a necessary marketing tool. Some airports direct all their advertising to the website. But the websites have to be good. Perceived effectiveness is directly related to an airport’s ability to keep the website current. Airport webpages embedded in city or county web- sites are perceived to be less effective as a marketing tool than stand-alone airport websites. 18.2.3 RESPONSES TO INDIVIDUAL QUESTIONS ON SURVEY SECTION 1—MARKETING AT YOUR AIRPORT • Marketing Responsibility—15 out of the 16 airport managers or marketing executives that were inter- viewed reported having overall responsibility for the marketing activities at their airport. The one man- ager with fewer marketing responsibilities works for Craig Airport, which is managed by the Jacksonville Airport Authority. The authority centrally handles marketing for Craig, the two other general aviation airports, and Jacksonville International Airport. • Internal Marketing Staff Resources—13 of the 16 airports surveyed have no direct marketing staff mem- bers. They either do all the marketing themselves or with some administrative support. • External Marketing Resources—The airports use a variety of external resources for marketing support (see Exhibit 18.2). The most common are the local chambers of commerce, the economic develop- ment organizations, and the FBOs. These groups help fund marketing activities, staff events, and pro- vide new business leads. Airports also often use resources at local colleges and universities for airport economic impact studies, business plans, or marketing plans. Airport Survey Methodology and Findings 165

Exhibit 18.2—External Resources General Aviation Airports Use for Marketing, Lead Generation, and Volunteers. Source: Airport Manager Survey, 2008 SECTION 2—YOUR AIRPORT’S TOP MARKETING GOALS Perceived Airport Strengths—Airport managers reported location, facilities and infrastructure, and services offered at the airport as the top strengths (see Exhibit 18.3). Exhibit 18.3—Perceived Airport Strengths. Source: Airport Manager Survey, 2008 Marketing Goals/Priorities of Your Airport—This question had two parts: first, identify marketing goals and then identify the top three marketing priorities (see Exhibit 18.4). Interestingly, goals were expressed mostly in terms of attracting new business to the airport. However, public image ranked high as a marketing/public rela- tions priority. 166 Marketing Guidebook for Small Airports 0 2 4 6 8 10 12 Local Chamber of Commerce Fixed Based Operator Economic Development Group Other Consultants Volunteers Ad Agency Joint Partners No One Lobbyist Responses 0 2 4 6 8 10 12 Location Airport Facilities & Infrastructure Services Industry in Area Available Land Other Low Operating Costs Strong Local Support Responses

Exhibit 18.4—Marketing Priorities. Source: Airport Manager Survey, 2008 Most Time/Money Spent on Marketing—Respondents were asked to identify the top three marketing priorities and also to indicate the three areas where they spend the most money and the most time. Exhibit 18.5 summa- rizes the results. Exhibit 18.5—Top Ranking Priorities, Most Money, and Most Time. Priority Most Money Most Time Attract new businesses to the airport 9 7 7 Promote positive view of airport in the community 8 7 13 Retain current airport tenants 7 4 3 Attract more general aviation or business activity 6 5 2 Promote airport to funding sources 5 0 5 Address public safety, noise and land use issues 5 4 6 Attract developers to the airport 5 3 6 Market hangars 5 1 1 Reinstate air service 3 4 3 Lobby congressional delegation 2 2 2 Source: Airport Manager Survey, 2008 What Influenced Your Marketing Goals—9 of the 16 airport managers reported that an existing strategic or business plan was the basis for establishing their marketing goals and, in some cases, was augmented by a SWOT analysis or a customer satisfaction survey. Eleven of the 16 airport managers indicated that marketing goals developed as a response to an “urgent situation” that required attention. These situations included the need to respond to community growth/expansion, the need to change the community’s perception of the air- port, the drive to keep the airport self-sufficient, and the desire for commercial service. Airport Survey Methodology and Findings 167 0 1 2 3 4 5 6 7 8 9 10 Attract new businesses to the airport Promote positive view of airport in the community Retain current airport tenants Attract more general aviation or business activity Promote airport to funding sources Address public safety, noise and land use issues Attract developers to the airport Market hangars Reinstate air service Lobby congressional delegation Responses

SECTION 3—MARKETING TOOLS YOUR AIRPORT USES General Observations—Most of the airport managers interviewed have limited financial resources to spend on marketing. Therefore, they try to spend their marketing dollars expeditiously and on tools that “will work.” The most popular marketing tools among those interviewed include “earned media” such as press releases and newspaper and magazine articles that get the word out at a limited cost to the airport. Also included in the less costly but effective category were an economic impact or marketing brochure completed and/or paid for by the local economic development group, chamber, or university. Almost all the airports have a website and believe it to be effective if maintained, but not effective if not maintained. Those airports seeking to attract or maintain commercial air service spend significant marketing dollars on more traditional advertising tools such as TV and radio spots, print ads, and billboards to attract passengers. These more traditional marketing tools are not used by general aviation airports because they are perceived to be expensive and not effective for reaching general aviation audiences. Almost all airport managers surveyed do some form of networking, and many do multiple forms of networking on a regular basis. Marketing Tools Your Airport Did Not Use—The marketing tools not used by general aviation airports were television ads, radio ads, billboards, ads on websites, and newspaper and magazine ads. Marketing Tools Your Airport Used Either a Lot or Somewhat—The most frequent tools used were air- port websites, followed by press releases, articles, printed brochures, and economic impact brochures (see Exhibit 18.6). Exhibit 18.6—Marketing Tools Used A Lot or Somewhat. Source: Airport Manager Survey, 2008 Marketing Tools You Found to Be Effective—Airport managers also reported that the airport website was most effective, followed by press releases and articles. Networking Activities in Which You Have Participated—Most managers spend time networking. This question generated one of the highest response rates as Exhibit 18.7 shows. Interestingly, although meeting with business 168 Marketing Guidebook for Small Airports 0 2 4 6 8 10 12 14 16 Airport website Press releases Articles in newspapers or magazines Printed marketing brochure Airport economic impact brochure Magazine ads Printed newsletter Newspaper ads Electronic newsletter Radio ads Advertising on other websites Billboards TV ads Responses

Networking Activities You Have Found to Be Effective or Somewhat Effective—Airport managers reported meeting with business prospects and tenants to be their most effective networking activities, followed by public speaking engagements, participation in the state AOA, chamber of commerce and Rotary clubs, AAAE member- ship, and attending conferences. Conferences That Are Most Useful to Attend (with or without a Booth)—Of those attending conferences, seven airport managers reported AAAE conferences to be the most useful to attend, while six airport managers reported NBAA conferences as the most useful conference to attend. Other useful conferences (but to a lesser extent) included statewide airport association conferences, MRO, AOPA, and Jumpstart. Even fewer respon- dents have a booth at conferences because of the cost and perceived lack of effectiveness of the booth. Of those who do have a booth, the National NBAA Conference was most often mentioned as useful. Two respon- dents found having a booth at NBAA to be extremely effective for them. Another manager has given up the booth in favor of appointments and networking at NBAA. SECTION 4—HOW YOUR AIRPORT MEASURES EFFECTIVENESS OF MARKETING General Observations—This section of the survey received fewer overall responses than Sections 1 through 3, and there was no consensus regarding the best ways to measure overall effectiveness of marketing tools and networking activities. This is most likely true because measuring marketing effectiveness is difficult, time con- suming, and expensive to do in a quantitative/scientific manner, and many survey respondents are resource constrained. Airport Survey Methodology and Findings 169 0 2 4 6 8 10 12 14 16 18 Meet with existing tenants on regular basis Participation in state AOA Attend conferences Public speaking in community Meet with business prospects Membership in AAAE Participation in local chamber or rotary Operate booth at conference/convention Guest speaker at conference Meet with airlines Other Membership in ACI-NA Responses Exhibit 18.7—Networking Activities. Source: Airport Manager Survey, 2008 prospects and existing tenants was ranked low in terms of taking time, it was the highest ranked networking activity.

Marketing Efforts and Supporting Tools That Have Worked At Your Airport—Those airport managers that responded to this question found their airport website to be an effective way to keep tenants, business prospects, and other users of the airport informed and aware of current services and activities. They stressed that it is impor- tant to keep the website up to date, and to have a dedicated resource for this function. Several airports direct all their advertising back to their webpage. This saves time on the telephone with reporters and users who want general airport information. They also found different forms of networking to be effective. They ranked press releases and newspaper articles to be the most effective marketing tool, followed by either an economic impact brochure or airport specific marketing brochure. It is important to note that many of the respondents have used resources at the local college or university to complete an economic impact study on behalf of the airport. Least Effective Marketing Activities Done By Your Airport—Airport managers surveyed felt very strongly, either pro or con, about the effectiveness of airport open houses or air shows. Some felt they were not effective at all and were very time consuming for a limited staff to manage, while others felt they were very effective and a great way to showcase the airport. The ability to muster volunteers to help manage the event was a key ingre- dient of a successful outcome. There were a range of other responses to this question, but little consensus. Promotional Events Your Airport Sponsors—10 of the 16 airport managers sponsor some form of educa- tional event or events at the airport to raise public awareness and improve the airport’s image in the community. The specific type of event varied amongst those surveyed, but included such activities as Young Eagles, student tours of the airport, and safety seminars. Some of the less common but creative promotional events included partnering for charity events, chamber of commerce After Hours events, and the local symphony. Market Research Your Airport Has Conducted in the Past 5 Years—A customer satisfaction survey is the most common form of market research conducted by those surveyed, but only 6 of the 16 respondents reported conducting such a survey. Also, those airports seeking commercial service have typically used outside consult- ants to complete market research for the airport. What Advice Would You Give Other Airports About Marketing—6 of the 16 airport managers believe that you have to put time and resources into marketing your airport, and 5 of the 16 believe that some form of plan (formal or informal) and execution of that plan is important for success. Lastly, building relationships in the com- munity is also an important ingredient for success. How Much Did You Spend On Marketing Last Year and What Was the Source of Funds—The responses ranged from zero dollars to more than $100,000 with small general aviation airports having little or no money to spend on marketing and the largest general aviation airports having sizeable budgets and dedicated resources (internal or external) to execute their marketing plans. Typically, the greatest amount of money was spent at those airports seeking to restore commercial service. Funds were used on more expensive forms of marketing such as print advertising, radio and television spots, and consulting services in support of securing commercial service. These funds typically came from airport operating budgets, followed by various types of grants. 18.3 COMMERCIAL SERVICE AIRPORTS 18.3.1 DESCRIPTION OF PROCESS The research team identified 15 commercial service airports for possible interviews based on the following factors: • Geographic diversity within the lower 48 states • Enplanements—small airports were selected 170 Marketing Guidebook for Small Airports

• Enplanement trends  Small airports that experienced passenger growth during the 2000–2007 period were selected  For the smallest airports, those that maintained passenger levels were selected because the aver- age airport experienced a significant decline in passengers from 2000–2007, • Airports known to have conducted innovative marketing programs Of the 15 airports originally identified, 2 had lost commercial service since the end of 2006, and therefore these airports were not interviewed. Of the remaining 13 airports with commercial service, 11 participated in the inter- view process. In addition, Ft. Wayne was added as a result of favorable mention during the interviews. The 12 airports interviewed ranged in size from approximately 3,000 annual enplanements to 600,000 enplane- ments. Nine of the airports had fewer than 100,000 enplanements. The larger airports were included primarily to help assess whether the techniques used there might also be applicable to the smaller airports that are the focus of this study (see Exhibit 18.8). Exhibit 18.8—Commercial Service Airports Surveyed. Airport Survey Methodology and Findings 171 Airport State Code 2007 Enplanements Bradford Pennsylvania BFD 3,037 Casper Wyoming CPR 75,191 DuBois Pennsylvania DUJ 7,168 Ft. Wayne Indiana FWA 286,259 Huntington West Virginia HTS 60,566 Huntsville Alabama HSV 605,855 Latrobe Pennsylvania LBE 13,406 Newport News Virginia PHF 512,536 North Platte Nebraska LBF 10,201 Rhinelander Wisconsin RHI 37,381 Shendoah Valley Virginia SHD 4,645 Tupelo Mississippi TUP 27,677 Source: Airport Manager Survey, 2008 18.3.2 FINDINGS Although the number of airports interviewed was too small a sample to be statistically representative of small commercial service airports in the United States, the process yielded a number of useful findings. MARKETING GOALS • Nearly all airports reported that their primary marketing goals related to air service development. Improving air service, attracting passengers, and retaining existing carriers are the three primary mar- keting goals of small commercial service airports. • In connection with air service, a number of airports said specifically that raising “awareness” in the region was their primary focus. In other words, many area residents did not know that their local air- port offered commercial air service, or assumed that the local service was not competitive with that offered at larger airports.

• The more general goal of promoting a positive view of the airport in the community is considered of equal importance to air service development, but is not ranked as high in terms of time devoted or money spent. • The marketing goals ranking next in importance are attracting new businesses to the airport and attract- ing more general aviation. • Slightly more airports placed greater importance on lobbying their congressional delegations than on attracting developers to the airport. This is likely to be a function of airports seeking help with Essential Air Service issues or federal grant funding. MARKETING TOOLS • The airports used a wide range of marketing tools and had different opinions on which were most successful. As shown in Exhibit 18.9, most airports reported using a number of different tools. Exhibit 18.9—Marketing Tools Used by Airports Interviewed. 172 Marketing Guidebook for Small Airports 0 2 4 6 (Number of Airports Using ìSome” or “A Lot”) 8 10 12 14 Printed newsletter Airport economic impact brochure Air shows Magazine ads Electronic newsletter Advertising on other websites Student education events Printed marketing brochure Billboards Radio ads TV ads Chamber lunch Airport open houses Newspaper ads Articles in newspapers or magazines Press releases Airport website Some A Lot Source: Airport Manager Survey, 2008 • Nearly all airports reported using their website, press releases, and articles in newspapers and maga- zines to help market the airport.

• Most also reported having open houses and chamber events to promote the airport. The chamber events were typically lunch or dinner meetings or cocktail parties. • A majority made some use of newspaper ads, airport open houses, chamber lunches, television and radio ads, billboards, and student education events. • Very few reported using magazine ads, air shows, or airport economic impact brochures, and none reported using a printed newsletter. EFFECTIVENESS OF DIFFERENT TECHNIQUES • Most airports reported that local press coverage was an effective marketing tool, as were meetings with local business and civic groups. One airport emphasized that issuing press releases leads to good radio and television coverage, and that the airport helped build good media relations by always having a story ready when the local media needed one. • Several airports reported that they had conducted contests that were effective. These made use of radio, email, and Internet. One airport used a contest involving local travel agencies to encourage them to book travel at the local airport. • Several airports were strong proponents of using billboards to increase awareness of the local airport. “You could be there now” was the theme of one campaign. • Four respondents mentioned that they found newspaper advertising to be the least effective market- ing medium. • Two airports said that it was difficult to know which media were effective. One said that the airlines had the direct relationship with the customer and that the airport was only an intermediary with much less information. • Radio elicited differing reactions. Some airports rated it among the least effective marketing vehicles. Others thought it useful for short-term impacts. • Air shows drew mixed reactions. Many airports had sponsored air shows in the past but, in some cases, found them disruptive of operations. Many airports also conducted programs for students, the 4-H, Girl Scouts, or Boy Scouts. • Overall, every airport contacted used a variety of marketing techniques to raise awareness of the air- port in the community and to encourage good community-airport relations. • In terms of raising local awareness of the airport, the three most effective tools listed were local adver- tising (listed by 10 airports), meetings with local business groups (mentioned by 7 airports), and local press coverage (mentioned by 6 airports). MARKET RESEARCH • Airports had different views regarding market research. Both large and small airports conducted cus- tomer satisfaction and travel destination surveys. Some airports said they regarded market research as useful, but did not have the budget for it. Still others said that they did not need to conduct market research because they knew the issues. • Six airports reported conducting customer satisfaction surveys, five reported conducting informal opin- ion polls, and two reported conducting telephone surveys. FUNDING • Each of the airports interviewed reported spending more than $10,000 in the previous year on mar- keting, with five of the airports reporting spending over $100,000. The three largest airports fell within the top spending category along with one very small airport and one medium sized airport (see Exhibit 18.10). Airport Survey Methodology and Findings 173

• All airports obtained some marketing funding from the airport operating budget. In addition, nine air- ports reported receiving grant funding—either from a Small Community Air Service Development Grant, a State grant, or other grant. Seven airports reported receiving in-kind contributions—perhaps the most unusual being the donation of locally made Vera Bradley handbags to be used in promotions. • Several airports reported receiving special local government appropriations for marketing, individual donations, or matching funds from private businesses. • As noted, this selection of airports may not be representative. The team suspects that the airports selected spend a greater than average amount on marketing. Three of the larger airports—Ft. Wayne, Huntsville, and Newport News—were included specifically because their marketing programs are known in the industry and, therefore, it is logical to assume that they have significant marketing budgets. 174 Marketing Guidebook for Small Airports 0 1 2 3 4 5 6 >$100,000$50,001- $100,000 $10,001- $20,000 $20,001- $50,000 $5,001- $10,000 $2,501- $5,000 <$2,500 Exhibit 18.10—Annual Spending on Marketing. Source: Airport Manager Survey, 2008

STAFFING • For most of the small airports interviewed, marketing is a function handled by the airport manager along with other responsibilities. Four airports had a dedicated full-time marketing person—the three largest airports, plus Huntington (which had over 60,000 enplanements in 2007). At Ft. Wayne, the primary air service marketing person is employed by the chamber of commerce, while the airport also employs a public relations person on staff. • Among the smaller airports, only one reported having any marketing staff beyond the airport director. At Dubois, the airport employs a part-time marketing person. • As shown in Exhibit 18.11, a majority of airports interviewed work closely with local chambers or eco- nomic development groups and made use of advertising agencies. Five airports reported using out- side consultants to assist in their marketing activities. Exhibit 18.11—Other Entities That Assist with Airport Marketing. Airport Survey Methodology and Findings 175 0 1 2 3 4 5 6 7 8 9 10 Lobbyist Volunteers Others Airport marketing director Outside consultant Joint partnership with private enterprise Other airport staff Advertising agency Economic development group Local chamber of commerce (Number of Airports Using Each Type of Entity) Source: Airport Manager Survey, 2008

Marketing Guidebook for Small Airports Get This Book
×
MyNAP members save 10% online.
Login or Register to save!
Download Free PDF

TRB’s Airport Cooperative Research Program (ACRP) Report 28: Marketing Guidebook for Small Airports explores development of a marketing program for general aviation or commercial service airports on a small or minimal budget.

View information about the TRB webinar on ACRP Report 28: Marketing Guidebook for Small Airports Tuesday, April 6, 2010 at 2 PM EDT.

The November 2013 ACRP Impacts on Practice highlights how the Fort Wayne International Airport in Indiana used ACRP Report 28 to create a marketing plan.

  1. ×

    Welcome to OpenBook!

    You're looking at OpenBook, NAP.edu's online reading room since 1999. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.

    Do you want to take a quick tour of the OpenBook's features?

    No Thanks Take a Tour »
  2. ×

    Show this book's table of contents, where you can jump to any chapter by name.

    « Back Next »
  3. ×

    ...or use these buttons to go back to the previous chapter or skip to the next one.

    « Back Next »
  4. ×

    Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.

    « Back Next »
  5. ×

    To search the entire text of this book, type in your search term here and press Enter.

    « Back Next »
  6. ×

    Share a link to this book page on your preferred social network or via email.

    « Back Next »
  7. ×

    View our suggested citation for this chapter.

    « Back Next »
  8. ×

    Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.

    « Back Next »
Stay Connected!