Effects of Airline Industry Changes on Small- and Non-Hub Airports (2015) / Chapter Skim
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1 The objectives of this research were to identify and quantify the effects of recent changes in commercial airline service on small- and non-hub airports and the communities they serve and to help these airports develop strategies for achieving and maintaining desired commercial service. This guidebook covers various related topics.
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2 Effects of airline Industry Changes on Small- and Non-Hub airports to continue air service or to attract new air service. These programs can help to meet air service needs, but are subject to program restrictions and limited available funding.
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Summary 3 • Community-driven incentive programs signal to air carriers a community's commitment to and demand for new service. Therefore, incentives based primarily on SCASD funds are a signal of weak community support.
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4 Effects of airline Industry Changes on Small- and Non-Hub airports Exhibit S-2. Self-assessment tool for small- and non-hub airports.
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Summary 5 • Use Indicators of Strong Economic Performance to Expand Existing Service In communities that have had strong economic performance over the past several years, an effective ASD strategy may be to use information on increased demand or ticket yield (air fare per mile) to expand existing service.
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6 Effects of airline Industry Changes on Small- and Non-Hub airports airport, the economic development office, the chamber of commerce, and the convention and visitors bureau (CVB)
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Summary 7 to educate the community on the importance of business and community support for new service in today's competitive ASD environment, the benefits of flying locally, and larger airline industry trends that can affect the community's ability to attract service. Airport officials should consider investing in studies and economic analyses that show the value of flying from the local airport versus driving to a nearby airport.
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8 Effects of airline Industry Changes on Small- and Non-Hub airports and performance of new routes and work to adjust incentive structures if the new flight is not meeting performance metrics or if the carrier shifts its business model. Weak Airline and Community Incentive Programs • Conduct a Realistic Assessment of Whether an Investment of Public and Private Money in an Incentive Program is Feasible, Given Existing Financial Constraints and the Likelihood of Sustaining New Service A critical component of developing and implementing an airline incentive program is to assess the likelihood that the investment of public and private money to attract or retain air service will be successful, given macro-level factors in the airline industry, existing financial constraints in the local community, and the level of community support and demand for new air service.
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Summary 9 basis and may often overlap or compete with other efforts in the community. Developing a formalized governance structure (e.g., an official airline attraction committee)
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