Improving the Airport Customer Experience (2016)

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.

166 In an industry as diverse as the airport industry, it is difficult to identify best practices suitable for all airports, domestic and international, large and small. It is even more difficult to define intangibles such as ambience—a combination of aesthetic, architectural, environmental, cul- tural, and practical considerations that cannot be reduced to a checklist or formula but that is an important contributor to customer satisfaction. This chapter presents a summary of two sets of practices, innovations, and strategies: (1) notable practices found at many leading airports, both in the United States and abroad, that may be appropriate for individual airports; and (2) emerging practices, seen at some lead- ing airports, that may not be feasible at some airports due to costs, technology limitations, the scale of the airport, the nature of the passenger market, consistency with the airport brand, or other reasons. This chapter is intended to provide the airport customer service manager with an overview of notable and emerging practices that are found at many leading airports and referenced elsewhere in this guidebook. 11.1 Notable Practices for Managing and Improving Customer Service Presented in this chapter are summaries of notable practices for managing and improving the customer experience identified in the research for this guidebook. The summaries include the following information: 1. Name of the practice. 2. A general indicator of cost. $ represents relative ease of implementation that can be facilitated if the airport has adopted an airport-wide customer experience improvement program. $$ represents a greater degree of difficulty, requiring planning, investment in special equip- ment, or staffing as a precondition to implementation. $$$ represents a significant cost to implement that may be prohibitive on a stand-alone basis but may be more affordable as part of a larger project such as a new terminal, terminal expansion, or terminal refurbishment. 3. Implementation degree of difficulty. ★ represents relative ease of implementation, likely to be accomplished without a high level of involvement across the organization. ★★ represents more difficult implementation, likely requiring cooperation from more than one airport department or other member of the airport community or stakeholders. C H A P T E R 1 1 Improving the Customer Experience—Summary and Implementation

Improving the Customer Experience—Summary and Implementation 167 ★★★ represents very difficult implementation, likely requiring major effort across the air- port organization and with collaboration of multiple members of the airport community or stakeholders. 4. Applicability by general airport passenger activity level–large, medium, small. 5. Whether a pilot program is suggested or indicated, based on experience of other airports. 6. A description of the notable practice. 7. The benefits to customers. 8. References to where the notable practice is discussed in this guidebook. 9. Examples of airports that have notably and successfully implemented the practice. 10. Key considerations for airports considering implementation. Following are the 28 management approaches, tools, techniques, and service improvements considered notable practices for managing and improving the customer experience at most U.S. airports: 1. Comprehensive Top-Down Approach to Customer Service Management 2. Establishing the Airport Brand 3. Formal Customer Service Improvement Program 4. Use of Customer Feedback Systems 5. Published Airport Service Standards 6. Customer Service Performance Management Programs 7. Customer Service Councils 8. Volunteer Programs to Assist with Customer Service 9. Ambience, Including Emphasizing a Unique Sense of Place 10. Live Music Programs 11. Digital Signs, Directories, and Interactive Kiosks 12. Customer Loyalty Programs 13. Silent Terminals—Visual Paging, Reduced Announcements, and Noise-Level Checks 14. Credit Card In-and-Out/Fast-Pass Parking Payment Systems 15. Premium Add-On Parking Services 16. Cell Phone Lots 17. Ground Transportation on Website, Mobile Website, and Airport Apps 18. Integration of Concessions and Services with Holdrooms 19. Sense of Place—Local Food 20. Healthy Food 21. Free Basic Wi-Fi 22. Children’s Play Areas 23. Electrical Outlets or Charging Stations in Seating Areas 24. Desks/Workstations 25. Concessions for Meeters and Greeters 26. Automated Passport Readers 27. Social Media Strategy 28. Mobile Websites

168 Improving the Airport Customer Experience 1 Comprehensive Top-Down Approach to Customer Service Management Cost $ Implementation Applicability Large, medium, small Pilot Program No Description Often includes the airport operator’s top management establishing a customer-driven vision for the airport or system of airports and leveraging the relationship between airport vision, the airport brand (some airports call their airport brand their customer service charter), and the airport’s customer service delivery strategy. References 3.1 Benefits to Customer Over the long run, customer satisfaction improves as a result of the airport having defined its brand and aligned its service offerings and performance management and communications plans; its use of information technology, policies, and procedures; employee engagement and education programs; reward and recognition programs; and other aspects of the relationship between the airport and its customers. Airport Examples Austin-Bergstrom, Denver, San Francisco, Cincinnati/Northern Kentucky, Los Angeles International, Munich, Seoul Incheon, Singapore Changi. Key Considerations Understanding the customer through surveys, feedback, social media, market research, and other mechanisms. Identifying key drivers of customer satisfaction. Collaboration and coordination with stakeholders. Developing customer service standards and integrating standards within the current culture. Managing performance airport-side to ensure excellent customer experiences at all customer touch points and implementing a robust communications plan.

Improving the Customer Experience—Summary and Implementation 169 2 Establish the Airport Brand Cost $ Implementation Applicability Large, medium, small Pilot Program No Description The airport brand is the essence or promise of what will be consistently delivered or experienced. It is usually represented by a set of attributes, perceptions, and images that represent the airport, its products, and services. The brand includes the defined personality of the airport. An airport brand may be ad hoc (in the minds of its customers) or strategic (defined and managed by the airport operator to an end). The brand definition should encapsulate what the airport stands for, how it is different, and its promises to customers. The brand definition provides the road map for outlining the customer service delivery strategy that guides business decisions. An airport brand is a vital strategic tool for differentiating customer experiences, improving customer satisfaction, and ultimately, delivering financial returns. It is an airport’s service delivery strategy, which some airports communicate as their customer service charter. References 3.1.1 Benefits to Customer The customer benefit is indirect but, over time, substantial. Development of the airport brand is a key step in defining what will be consistently delivered to, or experienced by, the customer, and for making the airport organization customer-centric rather than hierarchical. Airport Examples Singapore Changi, San Francisco, Los Angeles (newly developed). Key Considerations An airport’s brand definition should encapsulate what the airport stands for, how it differs from other airports, and what it promises to deliver. It is most effective when it is customer-centric (i.e., shaped by understanding customers’ wants, needs, expectations, and priorities, and their satisfaction levels with and perceptions of the airport). After adopting the brand, airports are best positioned to implement design and service standards that reflect the brand and align the airport’s services, amenities, performance management and communications plans, use of information technology, operations and maintenance protocols, policies and procedures, employee engagement and education programs, and reward and recognition programs with the airport brand. The brand must be realistic—that is, the airport must be capable of delivering on the promises, whether expressed or implied.

170 Improving the Airport Customer Experience 3 Formal Customer Service Improvement Program Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Airport operators have come to understand that if airport management takes a strategic and holistic approach to customer service and adopts an airport-wide customer service brand, customer satisfaction with the airport experience can be significantly improved, and non-aeronautical net revenues can be tracked to show a direct relationship with the increases achieved in customer satisfaction. Improving the customer experience brings improvements to the airport that reflect favorably on the community, can assist in bringing in additional airline service, and increase concessions spending and revenue. References 12.3 3.6 12.1 12.2 Benefits to Customer The customer benefits from use of an airport that has made a commitment to service excellence and taken a long-term view with a holistic approach to improving customer service. Airport Examples Austin-Bergstrom, Cincinnati/Northern Kentucky, Las Vegas, San Antonio, Tampa, JFK, Newark Liberty, LaGuardia. Key Considerations Cost versus benefits. Organizational commitment. Cost of tools to manage and measure customer service. 4 Use of Customer Feedback Systems Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description There are many tools available for airports to use in assessing their customer service. The most common customer feedback tools are surveys, focus groups, social media, comment cards, website-based feedback, emails, complaints presented at information counters, and polling or surveying employees on what they are being asked or hearing with respect to customer service. Specific tools include structured passenger surveys, such as the ACI-ASQ program, which allows for comparison with other airports by using a standardized methodology and intercept surveys, and the Skytrax airport audit program, which uses an online survey approach that provides comparisons and ranking. Some airports use their own periodic surveys, which can identify same-airport satisfaction levels but are not as useful in comparisons with peers. References 3.2.1 3.6.2 Benefits to Customer Airports that actively monitor and collect customer feedback are in a better position to manage their overall airport customer experience. Airport Examples Austin, Dallas/Fort Worth, Indianapolis, Jacksonville, San Antonio, Salt Lake City, Tampa, JFK, Newark Liberty, LaGuardia. Key Considerations Feedback mechanisms and survey data are most useful to increase customer satisfaction when they identify the key drivers of the customer experience.

Improving the Customer Experience—Summary and Implementation 171 5 Published Airport Service Standards Cost $ Implementation Applicability Large, medium, small Pilot Program No Description Airport service standards define more specifically the interaction between the airport and its customers as well as establish guidelines for all who provide service to airport customers (internally and externally). Published customer service standards facilitate the delivery of consistently excellent service by providing generally accepted guidelines for all service providers. They also provide clear written communications with the airport’s business partners, stakeholders, and employees; support airport-wide performance management; and help manage customer expectations. Service standards can also be developed for individual contracts, such as those for parking management or concessions. However, an airport-wide set of standards can provide the foundation for all contracts and agreements, with only specific language needed in individual contracts and agreements. References 3.3 9.1.1 12.2.1 Benefits to Customer An airport’s customer service standards define the service the airport customer is entitled to receive. Once developed with the collaboration and buy-in of the airport community and adopted, they assist the airport community as it acts as if all who provide service at the airport work for the same entity that has a shared vision, a coalescing brand promise, and service standards to consistently guide them. Airport Examples Cincinnati, JFK, LaGuardia, and Tampa, whose customer service standards are incorporated into airport leases, contracts, and permits. Key Considerations Service standards are developed in collaboration with the airport community to obtain their buy-in and are subsequently adopted and shared. Over time they are also included in the instruments by which the airport does business, such as airport permits, leases, service-level agreements, contracts, concessions agreements, policies, processes, procedures, and systems. They are most effective when integrated with the airport’s culture and the way the airport does business.

172 Improving the Airport Customer Experience 6 Customer Service Performance Management Programs Cost $ Implementation Applicability Large, medium, small Pilot Program No Description Performance management involves monitoring and managing the airport’s collective performance on a regular basis through published airport service standards and identifying key performance measures that indicate that the airport is moving in the right direction to address drivers of customer satisfaction. Performance management tools include customer feedback mechanisms such as customer satisfaction surveys that measure changes from one period to the next; benchmarking with other airports; mystery shopping; inspections; process measures; scorecards or dashboards that are shared with service providers providing performance at a glance; action plans developed with business partners, stakeholders, and service providers; incentives, rewards, and recognition programs; and education programs to engage, educate, and energize airport employees. References 3.6 9.2 Benefits to Customer Over the long term, the customer receives the greatest benefit from a performance management program because the tools and techniques described here are applied to raise the performance of all airport employees, service providers, and stakeholders. Airport Examples Austin, Cincinnati, Denver, Dallas/Fort Worth, San Antonio, Jacksonville, JFK, Newark Liberty, LaGuardia. Key Considerations Staff capability to manage the program. Fixing responsibilities within the organization. Communications with the airport community. Costs for each available measuring tool. Selection of appropriate metrics for benchmarking, dashboards, and sharing. 7 Customer Service Councils Cost $ Implementation Applicability Large, medium, small Pilot Program No Description Customer service councils provide a regular forum for participants (the airport operator, airlines, terminal operators, service contractors, concessionaires, governmental agencies, including customs and immigration) to identify, develop, and implement creative approaches to improve airport service delivery, especially delivery that cuts across organizational or functional lines. Customer service councils foster an environment of cooperation and accountability, facilitate the implementation of customer service improvement programs, and provide for the exchange of best practices among the members of the airport community. Participants can align with the airport brand or customer service charter; develop a shared agenda; adopt service standards; solve problems; manage, reward, and benchmark performance; develop cooperative marketing and communications programs; and implement programs to elevate customer satisfaction, increase employee engagement, and increase net revenues. References 3.1.3 9.5.4 Benefits to Customer The customer benefits from an improved commitment to customer service over time because all members of the airport community align to fulfill the commitments inherent in the airport’s brand. Airport Examples Austin-Bergstrom, San Francisco, Cincinnati/Northern Kentucky, JFK, Newark Liberty, LaGuardia. Key Considerations Leadership. Membership. Transparency.

Improving the Customer Experience—Summary and Implementation 173 8 Volunteer Programs to Assist with Customer Service Cost $ Implementation Applicability Large, medium, small Pilot Program No Description Many communities have highly motivated people who are no longer in the active workforce, have much to contribute, and enjoy serving others. Many airports have capitalized on this important and dedicated asset to shape customer experiences by fulfilling many of the same duties as paid ambassadors as well as conducting airport tours. The airport operator usually recruits and trains volunteers and manages the airport volunteer program. Volunteers are typically located at the airport information booth but can be stationed throughout the airport or rove through it, depending on their ability to stand for long periods or walk long distances. Volunteers generally work a more limited schedule than paid ambassadors, such as 2 to 3 days a week averaging 4 hours a day. Airport operators provide volunteers with their uniforms. If the airport has mystery shopping or reward and recognition programs in place, volunteers usually participate in both programs. Most airports also fund an annual appreciation event to acknowledge and thank their volunteers for their service. The range of information provided by volunteers is dependent on the training program provided by the airport. References 9.4.4 Benefits to Customer Customers receive access to trained staff who are experienced in handling questions and complaints. Customers have access to a human interface for information dissemination and problem solving. Airport Examples Nashville (Flying Aces), Los Angeles (VIPs), Phoenix (Airport Navigators). Also, Austin, Atlanta, Baltimore/Washington, Charlotte, Jacksonville, Miami, Minneapolis–St. Paul (managed by the MSP Airport Foundation), Houston Bush Intercontinental, Houston Hobby. Key Considerations Availability of local volunteers. Distance and transportation required. Supervision by airport staff, including scheduling and training. Design of training program. Uniforms for volunteers. Appreciation event to thank volunteers.

174 Improving the Airport Customer Experience 9 Ambience, Including Emphasizing a Unique Sense of Place Cost $$$ Implementation Applicability Large, medium, small Pilot Program No Description Third-party market research companies have identified ambience as a key driver of customer satisfaction at many airports worldwide. The overall look and feel of a place that evokes a unique mood or atmosphere is referred to as ambience. Many of the clues that influence the ambience of a place are subliminal, emotional, and compelling. Ambience greatly influences the customers’ experiences anywhere, and airports are no different. Ambience includes a wide variety of attributes that can include emphasizing a unique sense of place, natural lighting, open spaces, natural features, art, music, sense of place features, services and amenities, clear wayfinding, clean and attractive surfaces and finishes, polite and attentive staff, special events, and other attributes that collectively define the customer experience. References 3.4.1 3.4.2 3.4.3 7.4 8.3 Benefits to Customer Designing customer experiences that integrate the airport’s design; service and product offerings; décor; operational, maintenance, and custodial procedures; passenger processes; and airport staff with the airport’s brand (the promise of the experience that the airport’s customer will consistently receive) generally creates an airport with a more positive and holistic ambience as well as a more enjoyable overall airport experience. Airport Examples Austin, Denver, San Francisco, Singapore Changi, Vancouver. Key Considerations Requires an overarching vision and airport brand, stakeholder coordination, and understanding of the current design, service, and product offerings. Should not be limited to the current architecture of the terminal; rather, it requires a bottom-up understanding of all the things that contribute to the airport’s ambience. A key element of ambience is differentiation from other airports the customer may know and experience. Learning from other airports that have created a unique sense of place as part of their ambience should be considered as a means of finding local opportunities to offer customers unique, novel, educational, calming, valued, and memorable experiences that can be seen, heard, touched, and enjoyed. 10 Live Music Programs Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Live music in airports is popular with customers. A component of airport ambience, live music, particularly where there is local music identified with community, can create a sense of place and add an entertainment and cultural element to the terminal. An ACI- NA survey noted 20 airports with music programs as of 2012. References 8.2.2 Benefits to Customer Customers appreciate the entertainment value, the contribution to a sense of place, and that the music is something special intended for them. Airport Examples Austin-Bergstrom, Portland International. Key Considerations The venue for music is best where there is room for people to stand or sit and listen. Locations can include small stages or risers in pre-security areas, plazas or open areas post-security, and larger food and beverage units.

Improving the Customer Experience—Summary and Implementation 175 11 Digital Signs, Directories, and Interactive Kiosks Cost $$$ Implementation Applicability Large, medium, small Pilot Program No Description Interactive kiosks (i.e., video screens with a touch screen or other interface) can provide up-to-date information to passengers without human interaction. They can be linked to a single computer server so that all interactive screens can be updated easily and simultaneously with directions, maps, or concession, weather, ground transportation, or other information, ensuring consistent information throughout the terminal. References 10.3 Benefits to Customer Reliable information specific to the customers’ needs; no need to interface with humans; adaptable for passengers with special language requirements. Airport Examples Minneapolis–St. Paul, Boston Logan. Key Considerations Cost of buying and installing the devices; updating the information. Once installed, upkeep is relatively low and requires no staff for day-to-day operation, only updating. Cost of the technology is declining over time. 12 Customer Loyalty Programs Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Customer loyalty programs provide a means for airports to learn about their customers, build a relationship, and offer incentives and rewards based on usage and spending volumes. Rewards may include gift cards, discounts, airline miles or hotel points, and promotion to a higher program tier. About 100 U.S. airports participate in the Thanks Again rewards program, which links a credit or bank card to a reward account. Participants can earn airline miles or points in hotel programs. Optional analytical programs allow airports to learn about their most frequent users and highest-spending customers. Because it is a national program, participants can earn points at other participating airports, all of which are in addition to any rewards program offered by the credit card company or affiliated sponsor, such as an airline. References 8.6 Benefits to Customer Discounts, rewards, and special offers are attractive to many passengers. Special perks help make the customer feel special and strengthen the relationship with the airport. Airport Examples Colorado Springs, Dallas/Fort Worth, Los Angeles, Lubbock, Miami, Newark Liberty, Pittsburgh, Seattle, Santa Barbara, and Wichita Mid-Continent. Small airports examples are the Gainesville (FL) Regional Airport Ultimate Road Warrior Club and the Atlantic City iFlyACY program. Both airports compete for passengers with much larger airports. Key Considerations Cost of participation; scalable features; recruiting or requiring concessionaire participation; application to parking operations; analytical programs available; using customer data to learn about customers as part of a broader customer relationship-building and marketing program.

176 Improving the Airport Customer Experience 13 Silent Terminals – Visual Paging, Reduced Announcements, and Noise-Level Checks Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Terminal noise levels may create an anxious, stressful environment due to unnecessary announcements, constant paging, poor acoustics, background noise, and other noise pollution. The term “quiet terminal” has been used to describe terminals that attempt to eliminate announcements through better paging discipline, use of visual paging, and improved loudspeaker placement. Future applications may include noise cancelling software and speakers, which are currently used in restaurants. The need for paging announcements should diminish with greater smart-phone penetration among the public. References 8.16.2 Benefits to Customer Fewer announcements means less noise, reduced stress levels, less anxiety, and greater focus on other activities. Airport Examples Boise, Chicago Midway, Dallas/Fort Worth, Las Vegas, Minneapolis–St. Paul, San Diego, San Francisco, Tucson. Key Considerations Most announcements are made by airlines, so stakeholder participation is important in minimizing announcements, particularly unnecessary terminal-wide announcements. In future terminals, closer speaker placement above holdrooms can decrease the level of sound required to make announcements audible. The capital cost of visual paging systems and finding locations where they are visible yet not intrusive. 14 Credit Card In-and-Out/Fast-Pass Parking Payment Systems Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Credit card in-and-out systems allow customers to use their credit cards as the parking tickets. Instead of pulling a ticket when entering the parking facility, the customer inserts his or her credit card. Upon returning, the customer does not need to locate a ticket, pay at a pay-on-foot station, or wait in line for a cashier. Instead, the customer can use any lane, insert the same credit card to pay that he/she used when entering, and be issued a receipt. Similarly, technology allows for the use of toll tags (e.g., E-ZPass, FasTrak, and SunPass) to enter, exit, and pay for parking at airports. References 10.8 Benefits to Customer Faster transaction times for customers, particularly reduced wait times at pay booths; no need to store ticket in vehicle or carry it on the trip; no need to use pay-on-foot machines. Overall increased convenience and ease of payment. Electronic receipt preferred by many business travelers for expense reporting. Integration with toll tag systems offers even greater convenience, with no need to stop at designated entrances and exits. Airport Examples Credit card in and out: Boston, Detroit, Harrisburg, New Orleans, Oakland, Philadelphia, Phoenix. Toll tag integration (and credit card in and out): Dallas/Fort Worth, Fort Lauderdale/Hollywood, Miami, Orlando, Palm Beach, San Francisco, Tampa. Key Considerations Toll tag may require a business agreement and clearinghouse fees paid to the toll tag issuer (e.g., SunPass, E-ZPass, and FasTrak). Depends on use of toll tags in the local market; not practical as an airport-only payment system.

Improving the Customer Experience—Summary and Implementation 177 15 Premium Add-On Parking Services Cost $ Implementation Applicability Large, medium, small Pilot Program No Description Premium products may provide additional security for the customer’s vehicle, reduced anxiety about finding a place to park, and added convenience and proximity to the terminal building. Guaranteed parking space – Membership program where an annual fee guarantees a space in a preferred parking area at standard rates or, where a monthly fee guarantees unlimited parking, either on an individual or shared-use basis. Valet parking – Valet parking service may be provided at the curbside or in a parking facility. Customers can leave their cars with an attendant and have them waiting for them when they land. Vehicle washing and detailing – Car wash and detail service in an airport parking facility occurs in whichever parking space the customer chooses to park. References 8.8 Benefits to Customer Guaranteed parking – Convenience, assurance that desired space is available during peaks. Valet parking – Time saving and convenience. Vehicle washing and detailing – Convenience, time saving, optional value-added service. Airport Examples Newark Liberty, Atlanta , Denver (car washing). Key Considerations Local labor costs may make these services unprofitable. New access and equipment may be required for guaranteed parking areas. Parking revenue control system may require modification to handle differential fee structures. Market research and cost versus benefit analysis suggested. 16 Cell Phone Lots Cost $ to $$$ Implementation to Applicability Large, medium, small Pilot Program No Description A cell phone lot is a remote parking area where meeters and greeters can park and stay in or near the car until they receive a call or text message from the party they are meeting. The cell phone lot benefits the airport by limiting vehicle occupancy at curbsides during peak periods. Curbside enforcement is supported by the availability of a free waiting area, and conflicts with local visitors to the airport are reduced. May also eliminate the need for grace periods in airport short-term parking. References 4.3.1 Benefits to Customer Avoids having to pay to park near the terminal; no need to enter the terminal to find their party; no risk of a parking ticket or being forced to move on by parking enforcement officer. Airport Examples Austin, Indianapolis, Orlando. Denver International has integrated its cell phone lot with a service plaza along the airport roadway, offering concessions such as Subway, Dunkin Donuts, Baja Fresh, a gas station, and flight information displays showing arriving flights. Key Considerations Security in the lots; lighting and visual surveillance suggested. Signage needed to direct visitors. Location (preferably before entering the terminal area). Extent of amenities (e.g., toilets, water fountains, flight information). Refer to ACRP Synthesis 62: Cell Phone Lots at Airports (Kramer and Mandel 2015).

178 Improving the Airport Customer Experience 17 Ground Transportation on Website, Mobile Website, and Airport Apps Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Direct links on airport apps or mobile websites make it easier for smart-phone equipped passengers to access ground transportation information. Many ground transportation providers have their own apps and reservation systems, which could be linked via the airport website, mobile website, or airport app. References 10.1.1 10.1.2 10.7 Benefits to Customer Easy access to ground transportation in advance of arriving in baggage claim or curbside. Links to ground transportation providers can provide easy access to schedules, fares, and frequency of service. Bringing as many important services to the airport app or website as possible is important in making the app or website valuable and worth downloading or bookmarking. Airport Examples Multiple ground transportation providers operating at airports across the country have their own applications. Key Considerations For ease of use, linking to ground transportation providers in a manner that does not require entering data for the referring airport. 18 Integration of Concessions and Services with Holdrooms Cost $$$ Implementation Applicability Large, medium, small Pilot Program No Description Several recent terminal projects have broken the formal line separating concession areas and holdroom seating areas and, in the process, have made the concessions more visible and accessible, have made the holdroom areas less linear and predictable, and have allowed for mixing in a variety of seating types to meet customer needs rather than having the rows of armchairs some describe as “bus station” seating. Passengers have responded well with higher spend rates, and they enjoy the more creative designs of both concession areas and terminal spaces, which are more integrated, original, and interesting to them. References 7.3.3 8.12.2 8.17 Benefits to Customer Better visibility of the concessions. Concession seating close to holdrooms, allowing customers to eat or drink while staying close to the gate, reducing anxiety about missing the boarding. More interesting and dynamic terminals compared with typical linear concourses. Airport Examples San Francisco International Airport’s Terminal 2 and Terminal 3, Boarding Area E; JetBlue Airways Terminal 5 at New York John F. Kennedy International Airport. Key Considerations Terminal configuration and concourse width. Need to design more robust concession enclosures and, in some cases, design some concessions as integrated with the terminal. Concession servicing routes and entrances to concessions, given that they may be surrounded by space used by passengers.

Improving the Customer Experience—Summary and Implementation 179 19 Sense of Place – Local Food Cost $ Implementation Applicability Large, medium, small Pilot Program No Description Bringing local restaurants to the airport provides variety and a sense of place, creating a dining option for passengers that is unique to that airport. Local restaurants can be brought to the airport by direct leasing, by subleasing under a larger prime concessionaire, or by a national concessionaire via a license arrangement with the local restaurant. References 8.12.4 Benefits to Customer For many passengers, all airport food looks the same. Integrating local cuisines gives airports a way to show off local specialties and local cultures, differentiate the airport from others, and stimulate incremental sales from customers tired of the usual fare. Airport Examples Dallas/Fort Worth, San Francisco, Denver, Cincinnati, New Orleans. Key Considerations Local restaurants brought to the airport by direct leasing, by subleasing under a larger prime concessionaire, or by a national concessionaire via a license arrangement with the local restaurant, or popular restaurants brought to the airport by national companies. 20 Healthy Food Cost $ Implementation Applicability Large, medium, small Pilot Program No Description There is a clear national trend toward healthy foods (i.e., foods that are unprocessed, without unnecessary additives, prepared fresh, and low in added fats and sugars). Many branded airport restaurants have no healthy offerings (e.g., only fast food) or offer the brand’s national menu with little in the way of healthy offerings. Consumer groups are monitoring airport food. References 8.12.3 Benefits to Customer Additional choices improve the customer’s sense of control and empowerment. Customers who are healthy eaters are more likely to spend rather than wait, so healthy choices can drive additional sales that would otherwise be lost, raising the average spending rates and revenue per enplanement. Airport Examples Baltimore/Washington, Seattle–Tacoma, Los Angeles, Newark Liberty, New York LaGuardia, Detroit, Denver, San Francisco. Key Considerations Airport management may ensure that healthy food is available by changing the concession mix to include healthy concepts, by encouraging brands to offer additional healthy offerings as supplements to standard menus, and by adding fresh fruit, veggies, and other healthy offerings as part of grab-and-go offerings.

180 Improving the Airport Customer Experience 21 Free Basic Wi-Fi Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description With the high penetration of mobile devices, demand for wireless services is steadily increasing. Further, high-bandwidth applications such as music streaming, Skype and FaceTime, video streaming, movie downloads, and VPN put a strain on cellular telephone systems and may be expensive for some travelers (particularly international visitors) due to roaming charges. There is a clear trend toward offering tiered Wi-Fi services, with free basic services for low-bandwidth applications such as web browsing, email, and texting. Due to the concentration of users, Wi-Fi service providers may also offer distributed antenna systems that offload cellular data to the Wi-Fi system, at fees paid by the cellular carriers. Larger airports with updated Wi-Fi contracts are providing 5 mbps free service for 30, 45, 60 minutes, typically renewable by logging in again. References 8.13.1 10.1.3 Benefits to Customer Convenience to passengers; guaranteed connectivity within the terminals; lower cellular data usage saves money or preserves monthly capacity without payment of overcharges; reduced costs for international visitors by avoiding roaming charges. Airport Examples Dallas/Fort Worth, Las Vegas, Portland (OR), San Francisco, Seattle, Tampa. Key Considerations Existing contracts may limit ability to implement a tiered system with free basic service. Sponsorships and advertising on the opening pages may offset the cost of the free service. Revenue may decrease compared to previous years, but free basic Wi-Fi creates goodwill and avoids bad will for what is increasingly an expected service. 22 Children’s Play Areas Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Designated children’s play areas are valued by adults traveling with children. Designated play areas can include things for children to climb on, explore, play with, or interact with. The types of things that can be offered in a children’s play area are limited only by the imagination. References 3.4.3 3.4.7 4.4 Benefits to Customer They allow children to get some play time and expend energy before being confined on a flight. Airport Examples Chicago O’Hare has a Kids on the Fly playground in Terminal 2, with aviation-themed exhibits designed by the Children’s Museum of Chicago. Boston Logan has two play areas called Kidport designed by the Children’s Museum of Boston and featuring a baggage claim slide and an airplane to climb on. Detroit Metro airport has seven play areas, while Seattle–Tacoma airport has a 1,400-ft2 play area with soft foam aviation-themed equipment. Key Considerations Requires dedicating some space in the terminal. Adjacent uses and compatibility should be considered due to potential noise levels and the need to keep children safe and secure. Sponsorship may be an option for offsetting capital costs.

Improving the Customer Experience—Summary and Implementation 181 23 Electrical Outlets or Charging Stations in Seating Areas Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description As passengers become increasingly reliant on mobile communications devices, their need for power outlets increases, particularly toward the end of the day when many customers are low or out of battery power. Approaches for providing opportunities to charge devices include: Power outlets located on holdroom seating; Power stations, small towers, or pedestals, often sponsored, with multiple outlets, located between rows or in a stand-alone area; and Power outlets integrated with counter-style seating in concession areas. References 7.1 Benefits to Customer Customers appreciate the ability to continue to work; stay in touch with business associates, friends, and family; and obtain information about the airport, their flights, concessions, and other services. Customers can retain control over their experiences, reducing stress and increasing their satisfaction. Airport Examples Many airports have integrated power outlets in seats or sponsored power stations. Key Considerations Retrofitting older seats may not be cost-effective. New seating can be ordered with both AC and USB power outlets. Outlets integrated with concession seating, such as at counters, can provide a service to customers as well as draw individual travelers who might otherwise occupy a table without power. Sponsored towers provide electricity, but their locations may be inconvenient, requiring customers to sit on the floor in order to use or maintain the security of their devices. 24 Desks/Workstations Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Business travelers and leisure travelers with laptops appreciate having a desk at which to sit and work using their computers. Power plugs at the desks add convenience. Providing workstations can improve turnover in concession areas, allowing more passengers to use concessions during peak periods. References 7.1 Benefits to Customer A place to work or use computer; access to power source; does not require camping out in concession seating areas. Airport Examples Chicago O’Hare, San Francisco. Key Considerations Having space to locate the desks. May go in between holdrooms, in the center or edge of wide circulation corridors on concourses, or, with signage, in terminal dead spaces.

182 Improving the Airport Customer Experience 25 Concessions for Meeters and Greeters Cost $$$ Implementation Applicability Large, medium, small Pilot Program No Description Meeters and greeters form a small but built-in market for basic concessions, starting with a coffee kiosk that also offers packaged sandwiches, salads, baked goods, and sweets. Seating with a clear view of the exit of the secure area can provide a premium experience that encourages patronage (compared with standing). Depending on passenger volumes, other concessions may be viable, such as quick-serve food, newsstands or news kiosks, and flower kiosks. Passenger volumes and the number of entrances into the area where meeters and greeters congregate are airport-specific. Works best where there is a single flow (e.g., from a busy concourse), which may be on the first or second level. References 8.18 Benefits to Customer While waiting, meeters and greeters have the option of using concessions. These concessions may also be used by arriving passengers. Airport Examples Atlanta, Denver, San Francisco. Key Considerations Visibility to the place where meeters and greeters congregate, where there is the greatest potential demand. Number of entrances into the meeter/greeter area, which may dilute or spread out arriving passenger flows to an extent that there is insufficient density to support concessions. Overall number of meeters and greeters, which varies by airport and typical stage lengths of scheduled arrivals. 26 Automated Passport Readers Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Automated passport readers provide an automated process for customs clearance. Arriving international passengers use kiosks to submit their customs declaration forms and biographical information. Travelers scan their passports, have a photo taken, fill out their declaration forms on the kiosk’s screen, and answer a series of questions verifying the biographical information and flight arrival information. When completed, the passenger receives a receipt that is presented at the inspection booth for final approval of entry into the United States. People residing at the same address can be processed together. References 7.3.2 Benefits to Customer Faster processing time (estimated at 30% faster), which is important during peak periods. Readers work in multiple languages. The number of kiosks can be expanded to handle increased demand or heavier peaks. Airport Examples Austin-Bergstrom, Boston Logan, Chicago O’Hare, Detroit Metro, Houston Bush Intercontinental, New York Kennedy, Newark Liberty, Orlando, Vancouver. Key Considerations Cost of purchase and installation. Los Angeles International purchased kiosks at a cost of $36,000 each, plus installation. Chicago O’Hare spent $2 million installing 32 kiosks, an average of $62,500 each. There are numerous vendors, including one (developed by Vancouver airport) sold by Innovative Travel Solutions.

Improving the Customer Experience—Summary and Implementation 183 27 Social Media Strategy Cost $ Implementation Applicability Large, medium, small Pilot Program No Description The development of social media platforms such as Facebook, Twitter, and YouTube has changed the way people interact with each other and with institutions such as airports. Real-time information from social media is changing the way airports communicate with their customers, resolve complaints, and respond to changing conditions. Further, social media provides an opportunity to build relationships with airport users via the networking features of different social media sites. Social media platforms also provide a means for airports to build a positive relationship with passengers by communication with them directly and individually. Some airlines monitor Twitter continuously to handle complaints quickly, and some airports are monitoring daily, or several times a day, to stay on top of notifications and reports from customers. Twitter can also be used as an internal communications channel for airport announcements and sharing of information. References 10.9 Benefits to Customer Customers can stay informed on developments at the airport that may affect their visits. Media such as Twitter can provide quick, simple formats for registering complaints or compliments and allow for fast resolution. YouTube is capable of hosting a variety of video at the airport, such as for how to use the airport, new developments, and public relations, and can also be imbedded on the airport’s website. Airport Examples Miami, Indianapolis, Los Angeles, Boston, Dallas/Fort Worth, San Francisco, and Atlanta. Sacramento airport monitors Twitter intermittently as staff availability allows. Miami is building a significant social media capability. Key Considerations Accessing existing social media platforms is free but does require staffing to maintain a presence and respond to comments, complaints, and compliments. There are software tools for maintaining multiple accounts, and these tools can be shared by different parts of the organization through permissions. 28 Mobile Websites Cost $$ Implementation Applicability Large, medium, small Pilot Program No Description Nearly all commercial airports have websites, which can go beyond just providing information and be a vehicle for conveying the airport’s brand attributes. Mobile websites offer the passenger-related information on a website, such as information on flights, concessions, terminal maps, ground transportation, and parking rates and availability. Can include links to external sites for booking (e.g., SuperShuttle) or reservations (on-airport hotel). Mobile websites offer much of the functionality of dedicated airport apps but do not require the customer to download an app and allocate storage space on a mobile device. References 10.1.3 Benefits to Customer Much of the essential information on the website can be accessed via the mobile browser, although not with the degree of sophistication of a dedicated app. Visits to the airport’s main website can be redirected to the mobile site automatically. Airport Examples Indianapolis, Dallas/Fort Worth, O. R. Tambo International Airport (Johannesburg). Key Considerations Not as functional as a dedicated app, but lower in cost. May require signage to provide URL. Does not have beacon functionality.

184 Improving the Airport Customer Experience 11.2 Prioritizing and Evaluating the Range of Services The range of customer service notable practices described in Section 11.1 may be beyond the reach of some airports. Larger airports may have the scale to implement most customer service notable practices, although factors such as number of terminals and number of passenger flows can have a direct effect on the suitability of any customer service improvement. 11.2.1 Implementation Costs and Challenges Implementation costs vary widely by airport. In the course of the research team’s interviews with representatives of leading airports, most could not define the costs associated with a specific improve- ment or were reluctant to identify individual salary costs where dedicated staff were responsible for a single notable practice candidate. Austin-Bergstrom airport, which has possibly the most extensive music program of any airport in the country, indicated that one full-time person is dedicated to the music program. That staff person handles identifying talent, contracting, and scheduling. In most cases, the costs of implementing specific improvements are shared by several depart- ments within the airport organization, usually involving the marketing, terminal operations, senior management, and properties and concessions staff members. Some airports appoint a customer ser- vice manager responsible for spearheading or coordinating the airport operator’s customer service enhancement efforts. The customer service manager may have dedicated staff assigned. Where there is a shared responsibility, the response typically was that a number of people in each organization share responsibility, but each devotes only a fraction of his or her time to this activity. In fact, few airports could identify a full-time individual with overall responsibility for the airport-wide customer service program. It was, for the most part, a shared responsibility between one or more mid-level staff members and a senior staff member, usually the airport’s director or chief executive. As discussed in Chapter 6, airports categorized as strategic customer service air- ports are not only well-rated but are most likely to identify an individual, typically an executive/ senior staff member, with overall responsibility for the airport-wide customer service program. This individual may be called the chief customer experience officer or director of customer service. 11.2.2 Contractual Considerations As noted in earlier chapters, U.S. airports have a high degree of private-sector involvement, with many airports outsourcing key responsibilities such as car park operations, janitorial and cleaning, and ground transportation assistants and starters, in addition to concessions and other functions that are uniformly outsourced. Depending on the term of the contract, airport managers may not have the ability to reopen contracts to implement customer service programs (including training) that are contractually binding. However, once an airport-wide program is planned, it is easier to approach a contractor and lay out what needs to be done. In other cases, such as janitorial contracts or parking management contracts, the contractor’s budget and schedule may be subject to annual review or quarterly review, so the airport would have the ability to adjust schedules to improve customer service or schedule employee customer service training. 11.2.3 Cultural Considerations Changing the organizational culture to improve the customer experience may not be an easy task. It will likely take time, training, and the appointment of champions to oversee and take responsibility for customer service throughout the airport.

Improving the Customer Experience—Summary and Implementation 185 Support from the top of the organization is critical in effecting organizational change. In the course of interviewing representatives at some 22 leading airports, the responses to questions about changing the culture to embrace customer service yielded some very different answers. One airport attributed its customer service culture change to a mandate laid down many years ago by a long- time and widely respected airport director, who explained to the entire staff that customer service means revenue, and revenue is how the bills are paid and how to make the place better. This airport director was able to get his entire employee team to buy into his vision of customer service being the responsibility of everyone in the organization. As a result, customer service became a standing agenda item at all meetings, and everyone in the organization, whether they had interaction with the public or not, understood how they contributed to providing superior customer service. In other cases, changing the culture was difficult. One large airport, a city department without the flexibility and latitude of an airport authority, found it very difficult to change the culture. Union employees, territorial possessiveness among some managers, and a workload that was more focused on getting through the week than providing excellent customer service contributed to this difficulty. In most cases, however, the culture was changed by leadership from the top through assign- ing one individual the responsibility to spearhead customer satisfaction increases and advise on what needed to be done to implement an airport-wide customer service management and improvement program. It was important that the organization understood the importance of changing the culture rather than implementing a series of one-off improvements without the broader context of a holistic, customer-centric approach. 11.2.4 Near-Term Improvements Near-term improvements are those that can be accomplished with relative ease by procuring a service, improving existing services (for example, upgrading janitorial services under an existing contract), or installing equipment. These types of one-off improvements, while beneficial to the customer, would have greater impact as part of an airport-wide customer service management program. 11.2.5 Medium-Term Improvements Medium-term improvements include those that require working with external stakeholders, business partners, tenants, and others. Use of customer service forums, customer service councils, station manager meetings, and other airport community forums will require shifts in organiza- tional thinking and buy-in. 11.2.6 Long-Term Improvements Long-term improvements are likely to include those that require significant capital investment throughout the terminal. Implementing practices such as providing hotel-style restrooms, providing security check- point recomposure areas, and integrating holdrooms and concessions would cost considerably more on a stand-alone basis than as a terminal refurbishment program involving upgrade and redevelopment of existing terminal spaces. These improvements will have high impact when completed, but attempting to do this work under individual contracts would cost considerably higher than as part of a terminal refurbishment. The design and development of a new terminal is a once-in-a-generation opportunity to have an impact on the airport. New terminals should reflect the airport brand and its attributes and incorporate the specific customer service improvements that are needed.

186 Improving the Airport Customer Experience 11.3 Emerging Practices and Technologies There are a number of other practices and technologies that are emerging or in use at leading airports around the world. These emerging practices do not, in the view of the research team, rise to the level of a notable practice at this time, but should be watched and perhaps considered. For example, new technologies involving large-format digital signs or queue management systems may not yet rise to the level of a notable practice but have the potential do so as the technology improves and the concepts are proven at more than one or two airports. Similarly, there are emerging practices that are largely dependent on adoption by individual airlines or airline alliances or as an industry standard. There are today several different technolo- gies for smart baggage tags with the potential to offer real-time baggage tracking. Alternative and competing technologies are bag-based—that is, tags permanently assigned to a piece of luggage, or tags attached to bags using RFID chips or programmable baggage tags. These technologies will shape the way airports’ ticketing and baggage drop areas are used but are not directly in the control of U.S. airports. Table 11-1 presents a list of 30 practices and technologies that may be considered or monitored by airports wishing to improve customer service. TITLE DESCRIPTION POTENTIAL BENEFITS SECTION REFERENCE 1 Digital signs Large-scale LED signs capable of high-definition images Public art, advertisement, sense of place, entertainment 10.3 2 Robots Robotic devices that interact with customers and are remotely operated by a human Customer information, directions, personalized information, novelty 10.4 3 Virtual assistants Holographic or video projections on mannequins to provide standardized information, such as at security checkpoints, immigration, and customs Takes place of staff person; works 24 hours a day, 7 days a week; may draw more attention than an actual human; reprogrammable; consistent 10.4 4 Queue management systems Systems using technology that measures and tracks movements and predicts queues, flows, and times; several competing technologies Real-time reporting of queue wait times and projections of future wait times as an aid to real- time management and operational planning 8.4 5 Processing- related media Use of videos demonstrating processing that passengers will undergo at airport; embedded on website Passengers will have better understanding of processing steps and requirements and will have less stress. 10.9.3 6 Real-time parking information on website Linking parking space management systems to website, smart phone, or in-vehicle guidance system Informs customers of availability of parking, allowing them to choose where to park 10.1.3 7 Guaranteed parking spaces Membership or frequent parker perk that guarantees space in close-in parking Provides most frequent and most valuable users with a guaranteed space, ensuring repeat business and customer loyalty 8.8.1 8 Recomposure areas Comfortable area modeled after hotel-type lobbies immediately after security screening for customers to collect their belongings and regroup with their parties After stress of security inspection, recomposure areas allow customers to recompose and destress before continuing into the concession areas, thereby increasing customer spending. 8.11 9 Spas Health spas, massage, personal care In demand by a segment of customers; popular; profitable; provide incremental revenue 3.4.7 Table 11-1. Emerging customer service practices.

Improving the Customer Experience—Summary and Implementation 187 Table 11-1. (Continued). TITLE DESCRIPTION POTENTIAL BENEFITS SECTION REFERENCE 17 Chief customer service officer Chief customer service/experience officer to manage the airport-wide customer service improvement program Customers benefit from improved customer experience over time. Airport has an internal champion to promote and effect change and service improvements. 6.1.2 12.4 18 Walking distances on signs Maps or signage with walking times to gates lets the passenger plan use of time and can increase dwell time in concession areas. Walking distance signage adjacent to flight information displays is the most common approach. Allows customers to plan their time in the terminal, which usually allows for more time in concession areas; allows the customer to feel in control and reduces uncertainty and stress; reduces the number of passengers who proceed directly to gate 8.5 19 Dynamic waiting signs at security Indicators of wait time at security checkpoints show time customers will spend in the queue, and thereby reduce stress and anxiety. Options include static and dynamic indicators and new high-tech queue management systems. Providing updated wait time information allows passengers to budget their time while at the airport and reduces the uncertainty and stress of the security inspection process. 8.4 10.2.1 20 Airport pay lounges Airport pay lounges, offering services similar to airline clubs, provide an option for passengers Offers an option for customers seeking a better experience or a place to work or relax; produces 8.12.1 who are not members of an airline club, or are for use when no club is available. incremental revenue for the airport 21 Parking guidance systems Lights and indicators direct customers to available parking spaces. May include overhead indicators showing if space is occupied. Allows customers to locate parking spaces in less time; reduces backups; provides fast turnover of spaces and better vehicle circulation within structure overall 10.8.1 22 Automated ordering Mobile ordering allows passengers to place an order for pickup at the concession unit or for gate delivery, where available. Some airports have concession units with iPads for remote ordering via a visual menu. Saves time for hurried passengers. Visual remote ordering shows the types of food available. iPad ordering provides entertainment value for passengers without a smart phone or other mobile device. 7.3.3 8.12.1 10 Museums Display of local history, aviation, and airport history collections (distinct from art in terminal) Museums can provide sense of place, cultural presence in terminal, interest for long-dwell-time passengers. 7.4 11 Yoga rooms Rooms where yoga fans can exercise during travel; usually unsupervised; sometimes with classes for employees Offered by five airports currently, but may catch on; requires space accessible to passengers 8.19.1 12 Airport gyms/health clubs Similar to yoga rooms Investment may be too much for all but the busiest airports. Airport hotel health club is alternative. — 13 Remote FIDs in hotels, transit stations Flight information displays in hotel lobbies, train stations, or transit stations Link that hotels and transit agencies can connect to for flight information; provides customers convenience and allows better use of time — 14 Estimated wait times – customs Use of displays showing current estimated wait times so that meeters and greeters can plan their time Providing information can allow meeters and greeters to plan their time, spend at concessions, and reduce anxiety. 8.4 15 Self-boarding Subway-style turnstile or gated entry to loading bridge with boarding pass reader Future technology expected to become common; airline decision except where airports control common-use gates 10.2 16 Permanent baggage tags Each piece of baggage has its own unique RFID identifier. Competing technologies for baggage tags include permanent, programmable, and removable. Different systems in testing by airlines/alliances. 10.2 (continued on next page)

TITLE DESCRIPTION POTENTIAL BENEFITS SECTION REFERENCE 27 Hydration stations Hydration stations disperse chilled water, allowing passengers with reusable water bottles to refill them before or after flight. Environmental groups are raising awareness of bottled water as wasteful and energy inefficient, with a large carbon footprint that is damaging to the environment. Passengers can carry their own reusable water bottles and refill as needed and avoid having to pay several dollars at an airport concession. Water sold in plastic bottles is expensive and resented by many passengers. 8.19.2 28 Mix of seating types and styles Some new terminals are including a mix of seating, including concession seating with tables and chairs; comfortable benches that are easier to access than seats in the center of rows of traditional seating; decorative seating such as bright butterfly chairs; workstations; and counter seating, often with electrical outlets. Low tables can also be mixed in to create a club-like or living-room atmosphere. Makes for a comfortable, relaxing, and interesting departure area with more choices than seating with rows of standard chairs. Concession seating near or in gates can allow customers peace of mind while they can still enjoy concession purchases. Workstations and bench seats with power outlets are popular with business travelers. — 29 Smart phones – airport app A dedicated application designed for a smart phone or tablet and providing airport information. An app offers greater control over the user experience and is better for building customer loyalty and a personal relationship. Mobile apps can send push notifications that appear on the smart-phone screen about concessions, flight status, gate changes, and so forth. Offers greater ease of use and functionality to the customer. An airport-specific app may compete with airline apps and independent, third-party airport apps that perhaps provide less functionality but broader coverage of airports. Dual platforms required for iOS and Android. Vendors offer a standard app customizable for the airport at lower cost than bottom-up development. Mobile website may be a better and more cost-effective alternative. 10.1.2 30 Beacon technology and registry Beacons are inexpensive hardware transmitters that broadcast a unique identifier to nearby portable electronic devices such as smart phones and tablets. The identifier is used to determine a physical location and to initiate an action such as a push notification. More effective indoors than GPS. Can be used by airlines and others without a need for duplication of hardware. This emerging technology can provide customers with specific information such as push notices that inform them of wait times at security, concession specials and promotions, and directions to any point in the terminal. New systems can also use beacon installations to generate passive user data from multiple users to calculate and forecast wait times, passenger volumes, and distance to a certain location, as well as other uses that may not be apparent to the customer. 7.3.1 23 Lactation rooms A private room equipped for nursing mothers to breast feed or use a breast pump. The minimum requirements for a lactation room are a private room, table, electrical outlet, and chair. A family restroom is not a lactation room; it lacks the right equipment and is not pleasant for the activity. For nursing mothers, lactation rooms offer privacy, comfort, a place to organize breast pumps and other equipment, and a quiet place in which to nurse a baby. 8.14.1 24 Hotel-quality restrooms Hotel-style restrooms are bright, with lots of indirect lighting and seating with lighted mirrors for women to apply makeup. High-speed air dryers mounted between sinks reduce dripping. Upgraded surface materials with dark colors minimize appearance of standing water. Toilet partitions are larger to accommodate carry-on bags inside. Survey research has established a direct link between the quality and cleanliness of restrooms and the overall customer experience. Restrooms are one of the most used and most criticized attributes of airports. A pleasant restroom is appreciated by customers. 8.15 25 Restroom attendants White-jacketed employees replace towels, keep sinks clean, and offer optional amenities such as mouthwash and mints. The attendants are not janitorial but can summon janitors if needed, avoiding unpleasant conditions. Tipping is optional. CLT and CVG have model programs. Restrooms are kept stocked and in good order, especially during peaks. Value-added services such as mouthwashes are popular with many passengers after a long flight. Tipping is not required. 8.15.1 26 Restroom customer feedback mechanisms Tools are available to report the condition of restrooms, including posting a telephone number or providing signage noting a Twitter or short message service address. Airports that monitor their restroom conditions and rely on customers for feedback are better equipped to make decisions regarding janitorial staffing and maintenance. 8.15 Table 11-1. (Continued).