Improving the Airport Customer Experience (2016)

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106 This chapter is intended to provide customer service managers with a summary of notable services and amenities being implemented by airports in the United States and abroad to improve their customers’ airport experiences. While not all practices may be appropriate, suit- able, or worthy of the required investment, being aware of these innovations can be useful when opportunities to use them do occur—for example, in conjunction with terminal refurbishment or improvements or the expiration of service contracts. The services and amenities documented in this chapter are those that passengers and other cus- tomers may routinely use in the course of their airport visits, with the exception of those related to technology innovations, which are discussed in Chapter 10. Chapter 9 presents a similar overview of notable practices in improving customer service involving people (e.g., airport staff). 8.1 Cleanliness and Janitorial/Maintenance A statistical study of the drivers of airport satisfaction and dissatisfaction based on a content analysis of 1,095 traveler comments on an airport review website concluded that key drivers of customer satisfaction included terminal cleanliness and a pleasant environment (Bogicevic et al. 2013). Key drivers of dissatisfaction included security inspection, confusing signage and way- finding, and poor dining choices. Other surveys, including those conducted by ASQ and Skytrax, indicate that terminal cleanliness, especially of restrooms, is a core indicator of customer satis- faction. According to ACI, cleanliness remains one of the most important items for passengers and is a basic requirement for satisfaction (personal communication). The appearance of cleanliness is harder to maintain in an older facility. Worn surfaces, poor lighting, older fixtures and furnishings, darker color schemes, and unchecked growth in per- manent and temporary signage make it harder to maintain an image of cleanliness and order in older terminals and can give the appearance of a lack of cleanliness in spite of the best efforts of janitorial staff and increased maintenance spending. Customer feedback mechanisms (discussed in Chapter 3) can be applied to determine how customers perceive the cleanliness of the terminal (and restrooms). Feedback cards, touch- screen and kiosk-based surveys taken in the restroom and terminals, text messages, Twitter, ASQ, and other ongoing user feedback mechanisms, as well as focus groups and web surveys, are proven techniques that can be applied to assessing customer perceptions of cleanliness. Tools such as these may be helpful in prioritizing the use of limited funds for terminal renewals and replacements. Where the problem may indeed be janitorial maintenance, airports can benchmark their cost per square foot of janitorial expense against peer airports and determine if they are getting a good return on their expense. It may be necessary to adjust schedules, increase staffing during peak Improving the Customer Experience—Services and Amenities C H A P T E R 8

Improving the Customer Experience—Services and Amenities 107 periods, or perform deferred maintenance in order to improve cleanliness scores (as determined by benchmarking) to acceptable levels. Restrooms are particularly important as drivers of customer satisfaction and are discussed in Section 8.15. 8.2 Sense of Place ACI-ASQ lists airport ambience as among the top drivers of customer satisfaction worldwide. Ambience is discussed in Chapter 7 as it relates to terminal architecture; however, one component of ambience is a sense of place. Creating a sense of place can be achieved through a combination of local attributes. Creating a sense of place that reflects the architecture, culture, cuisine and local community served by the airport has become a common goal of most well-rated airports. Creating a sense of place is a proven concept that gives the passenger, particularly a visiting passenger, a differentiated experience from other airports and provides direct linkages with the local community. Creating a sense of place is popular with passengers and has been shown to encourage additional spending and increase customer satisfaction as customers are able to experience local cuisine or acquire merchandise that is different from what they have seen elsewhere. Sense of place can include physical, sensory, and programmatic elements. San Francisco International Airport (SFO) placed major emphasis on an improved customer experience during the redevelopment of Terminal 2, the airport’s former international terminal. At the conclusion of the project, the airport staff asked the terminal architect, Gensler, to prepare a document that, according to the airport, “explains SFO’s unique point of view, existing condi- tions and dynamic passenger demographics, so these principles can be incorporated in projects.” The document, entitled REACH (Revenue Enhancement and Customer Hospitality) “builds on the Airport’s efforts to make [SFO] a world-renowned facility and a premium gateway to the West.” The architect noted that the REACH guidebook “highlights the passenger experience from arrival at the airport to the boarding plane for five passenger typologies, addressing their values and expectations and identifying opportunities to improve their experience” (San Francisco International Airport 2013). 8.2.1 Architecture Incorporating local architectural styles, themes, and history into the terminal design creates a visceral sense of the local community, even for the passenger who never leaves the secure area. There are numerous examples, from Savannah airport’s southern interiors to Vancouver’s use of Pacific Northwest themes, art, and materials. Denver International Airport is an excellent example of creating a sense of place, from its iconic fabric roof evocative of the Rocky Mountains to the concourse train stations featuring railroad imagery and music—the shuttle train’s arrivals are announced with a few bars of “She’ll be Coming Round the Mountain,” a salute to Denver’s early days as a rail hub. 8.2.2 Live Music Incorporating live music into terminals during busy periods has become popular and offers entertainment to offset some of the hustle and bustle of peak periods. The 2012 ACI-NA Pas- senger Airport Amenities Services Survey reported more than 20 airports offered live music in terminals (ACI-NA 2012). Austin-Bergstrom airport does this extensively, with live music each day in up to six public areas, including larger leased food and beverage spaces. Austin has a long- standing musical tradition showcased by events such as Austin City Limits and SXSW (South by Southwest). Austin’s musical links are evidenced in the floor of the departure concourse, across

108 Improving the Airport Customer Experience from the main concession area, which features piano keys defined by different color terrazzo flooring. Austin has a full-time music curator who finds the performers and signs them for appearances all through the year. Portland International Airport also features music in the terminal, with a piano positioned in a key post-security common-use seating area. The music program includes classical and local jazz and contemporary artists. Music can be enjoyed in public seating areas and in the nearby restau- rant, bar, and coffee concessions area. Nashville International Airport, which serves the capital of country music, has featured music in the terminal since 1988. According to the airport, some 80 to 100 different bands or performers play over the course of a year, performing from four stages and offering all types of music. Other airports with well-regarded music programs include those in Asheville, Baltimore/ Washington, San Diego, and Seattle-Tacoma. 8.2.3 Local Cuisine The presence of national brands at airports only became common in the 1980s and 1990s. With the same brands often appearing at most airports, national brands were soon taken for granted by many passengers. Some airports have gone in a different direction, preferring to emphasize popular local brands. From major airports such as those in Dallas/Fort Worth, San Francisco, and Denver to smaller airports such as in Albuquerque and Memphis, bringing in popular local restaurants has proven popular to passengers, particularly frequent travelers looking for some- thing different. Barbeque in Houston, beignets in New Orleans, and Cuban cuisine in Miami are a few examples of local cuisines offering the customer an opportunity to customize his or her experience. Well-known local restaurants have proven to be successful when translated to an airport set- ting. Local brands can be operated by (1) local companies, under sublease to a large company or through a direct lease with the airport; or (2) by a national concession company through a license agreement with the local restaurant. The former approach is more complicated and carries some- what more risk for the airport, although the benefits of having an authentic, locally owned branch of an iconic restaurant may make it worthwhile. 8.2.4 Local Events For many communities, major events result in some of the busiest travel days of the year. Airports must handle the influx of visitors related to the event and often embrace the event itself. Events such as SXSW in Austin, the Indianapolis 500, and Frontier Days in Cheyenne present challenges and opportunities for the airport to link itself to an important event through special displays, banners, and year-round themed concessions. Event coordination is an opportunity to extend the event experience to the airport and provide a glimpse of the event to others who may be using the terminal but not attending the event. The airport’s ability to handle the traffic created by the event can become part of the event coverage, for better or worse. ACRP Synthesis 57: Airport Response to Special Events (Kramer and Moore 2014) is a compre- hensive resource for event planning at airports. 8.2.5 Art and Museum Exhibitions Many airports are subject to local ordinances regarding art in public places; these require spending a small percentage of construction costs on permanent art installations.

Improving the Customer Experience—Services and Amenities 109 Some airports are providing exhibit space and equipment for traveling or rotating displays. San Francisco International has one of the best-known airport museum programs (see Figure 8-1), which has a staff of curators planning and managing displays in all four terminals. The airport has installed museum-quality, climate-controlled display cases, which make it possible to secure from collectors exhibitions of rare, sensitive, and valuable objects that require specialized handling and presentation. Recent exhibitions have included such subjects as the history of board games, Egyptian revival art, Hindu sculpture, Tiffany glass, and life and style in the age of art deco. Phoenix Sky Harbor airport also has rotating art exhibitions in its terminals as well as perma- nent installations through its art in public places program. Fort Lauderdale-Hollywood Inter- national has a permanent art gallery in its Terminal 2 featuring local artists, with exhibits changing every 3 months. Amsterdam Schiphol has perhaps the world’s most famous airport museum, a branch of the national Rijksmuseum, where works by Dutch masters such as Vermeer and Rembrandt are on display. Exhibits are rotated from the national museum’s permanent collection. 8.2.6 Local Sightseeing Tours For passengers with long layovers, a local tour from the airport can be an excellent use of time and can create a lasting impression of the local community. Los Angeles International Airport licenses several private tour operators to offer tours from the airport. Tours include those of Hollywood, movie studios, downtown Los Angeles, and the farmer’s market. Seoul Incheon airport offers an extensive array of free local tours with an emphasis on Korean culture, and Amsterdam Schiphol offers free tours as well. Beijing, Istanbul, Barcelona, Frankfurt, and Paris airports, among others, also offer or arrange tours for passengers with long connect times. 8.3 Wayfinding and Signage 8.3.1 Ratings and Reviews of Airports A simple definition of wayfinding is the act of finding one’s way to an intended destination. The general approaches to providing wayfinding assistance are: • Terminal directional signage—static or digital; • Maps; • Leaflets; Figure 8-1. Art display, San Francisco International Airport.

110 Improving the Airport Customer Experience • Interactive kiosks, displays, or airport apps; • Information counters; and • Roaming airport ambassadors or customer service agents. 8.3.2 Signage and Wayfinding Assessment Signage in airports is a complex subject. ACRP Report 52: Wayfinding and Signing Guide- lines for Airport Terminals and Landside presents a comprehensive analysis of airport signage and wayfinding. The report notes that because wayfinding is such an important element of the passenger experience, airports should be prepared to align their wayfinding programs with the expectations of their customers (Harding et al. 2011). ACRP Report 52 suggests that airports need to understand the value of their wayfinding sys- tems and consider it a critical system just like HVAC or electrical systems, without which the terminal could not operate. The report suggests that each airport develop a wayfinding strategy, and base it on the following key principles: • Continuity. Is the wayfinding system the one common thread that provides continuity in a diverse architectural environment as passengers navigate from one space to another? • Connectivity. Does the wayfinding system deliver the right message at the right location at the right time? • Consistency. Think of wayfinding as a giant exercise in packaging information that can be clearly communicated to the user. Does the wayfinding system communicate information in a consistent manner throughout the passenger journey? Consistency becomes visible to passengers through the following design elements: – Terminology and message hierarchy, – Visibility and legibility, – Typography and symbology, – Format and color, and – Placement (Harding et al. 2011). ACRP Report 52 also suggests that airports consider four techniques for assessing the wayfinding system and its impact on customers: 1. Ergonomic sign assessment. The entire signing system is evaluated with respect to con- spicuousness, legibility, information load, comprehension, and placement. The ergonomic assessment would identify major routes within the airport and assess the wayfinding chains along the route. 2. Frequently asked questions survey. Passengers having difficulty with wayfinding are likely to ask for help at information counters or at concessions. Assessing the most frequently asked questions can help assist in identifying signage problems. 3. Task analysis. The major wayfinding chains, when identified, would be tested by non-passengers recruited to do so. The test would include verbal feedback from the testers explaining their reactions along the way. 4. Survey of unfamiliar passengers. Passengers unfamiliar with the airport would be recruited before entering the terminal and then would be surveyed at their departure gates. Questions would be used to determine if they got lost or were confused about where to go (Harding et al. 2011). If the customer-focused assessment techniques identify problems with wayfinding, the report suggests developing an overall wayfinding strategy by following three steps: 1. Obtain buy-in from airport management and recognize the capital cost in fixing the prob- lems and maintaining the integrity of the wayfinding system once it is established.

Improving the Customer Experience—Services and Amenities 111 2. Adopt a wayfinding philosophy. Wayfinding should take priority over other types of visual information such as advertising and retail. Specific information zones should be identified and created. 3. The logic of the overall wayfinding system includes continuity, connectivity, and consistency. Each path or route must be mapped and decision points identified for each type of passenger movement (Harding et al. 2011). The report also notes that single-purpose fixes to the signage should be avoided since the solution may solve one problem but create others. 8.4 Queue Management and Waiting Time Perceptions Customer perceptions of wait time are influenced by the quality of the information they have available. People are subject to less stress when they have an estimate of the amount of time they will spend waiting in a queue. Uncertainty over the time required to reach the departure gate is a major source of stress at the airport. Indicators of wait times fall into the two broad categories of static and dynamic. An example of a static indicator is a sign at a security checkpoint queue that says “from this point the estimated wait time is 10 minutes.” Static indicators are imprecise and may not be rel- evant when the lines are shorter or longer than the point indicated by the sign. Static indicators also do not account for changing conditions. If fewer checkpoint lanes are open, the wait may be greater than the average used to estimate the wait time shown on the static indicator. Dynamic indicators take into account changing conditions such as the speed at which persons in line are being processed. Dynamic indicators that take into account processing times are more exact and provide better information. They can also be linked to real-time information; for example, checkpoint status and projected wait times are available from the TSA website https:// apps.tsa.dhs.gov/mytsa/wait_times_home.aspx. Some smart-phone apps link to this site. Another option for keeping passengers informed is through a website or through use of text or email messages. Hartsfield-Jackson Atlanta International Airport offers the Trak-a-Line ser- vice, where customers can indicate a flight time and receive an email or text message with the expected wait time at a checkpoint. However, the system appears to provide somewhat standard- ized information (e.g., 10 to 20 minutes) for most queries. U.S. Customs and Border Protection does not provide real-time wait times for airport inter- national arrivals inspections but does provide comprehensive, customizable statistical reporting of wait times for each airport. The reports are available from the CBP website, http://awt.cbp.gov/. Technology for measuring, managing, and predicting waiting times is available in new queue management systems now being used in Europe. These systems use predictive software in con- junction with camera-based measuring of passenger flows to predict processing times and pas- senger movements in terminals. These innovations are discussed in Chapter 10. 8.5 Walking Distances Walking distances are a customer service issue when the length of the walking distance is an inconvenience for the passenger or a challenge for a person with reduced mobility. Eliminat- ing or reducing the negative effects of long walking distances on the customer experience may require long-term fixes and significant capital investment. Therefore, it may require waiting until there is a major terminal refurbishment project in order to bring the costs and operational impacts to manageable levels.

112 Improving the Airport Customer Experience Some of the negative effects of long walking distances can be offset by placing seats every 500 ft or where there is space to accommodate short-term seating such as benches. This will be of increasing importance as the U.S. population ages. Art displays or other visual attractions along long walk- ways also reduce the perception of a long, endless walkway and the anxiety that this perception can bring about for a time-constrained traveler. Some airports, particularly those in Europe, are indicating walking distance or time-to-walk estimates on airport flight information displays or terminal map displays in order to allow cus- tomers to plan their movements and manage their time effectively while the airport is able to manage expectations. An example of a directory with walk times at London Gatwick airport is shown in Figure 8-2. 8.6 Loyalty and Rewards Programs Companies learned years ago that it is much harder to acquire a new customer than to retain an existing one. Beginning with S&H Green Stamps in 1896, companies looked for ways to get customers to return and spend money, as well as for ways to build loyalty over the long term. Efforts can be seen in industries as diverse as supermarkets, bookstores, pharmacies, and elec- tronics. Loyalty programs are especially prominent in the travel industry. The airline industry created the best-known loyalty programs as a response to the competition created by airline deregulation. Suddenly, airlines were free to enter markets and could expand beyond government-authorized routes and regional niches. Airlines were challenged with com- petition on existing routes, with many more airlines competing for business. Airlines looking to enter new routes looked for an edge. Figure 8-2. London Gatwick Airport directory with walking times to gates. Source: Wikimedia.

Improving the Customer Experience—Services and Amenities 113 The first airline loyalty program was the American Airlines AAdvantage program, which was begun in 1981. Airlines found it important to build relationships and preferred status with the frequent business travelers who bought the most tickets, usually at the highest fares. Hotels and rental car companies quickly followed suit, seeking to incentivize the same high-value passen- gers. Holiday Inn started the first hotel loyalty program in 1983, followed by Marriott later that same year. Different levels of activity were rewarded with increasing levels of perks and rewards. Today, virtually every major airline, hotel chain, and rental car company has a loyalty program. It is helpful to distinguish a loyalty program from a rewards program. Although the two terms are often used interchangeably, a loyalty program is interactive, connecting with the customer at an individual level and offering incentives, perks, and rewards designed to build a favored relationship with its most profitable members. Rewards programs, on the other hand, are more passive, providing a reward for gross spending, but do not engage the individual at a personal level or incentivize a deeper business relationship. Loyalty programs are used to build relationships with customers, learn about their needs, and strengthen the relationship using incentives and rewards. A loyalty program will typically offer rewards to customers for using the airport. Jacksonville International has a frequent parker pro- gram in which participants get discounts at airport businesses and accrue points in the parking facilities that can be redeemed for free parking. The program has a $20 membership fee. A number of U.S. airports participate in a national rewards program operated by Thanks Again LLC. The Thanks Again program requires participants to register a credit or debit card and use that card for purchases at participating airports. Points or miles are earned automatically when using the registered credit or debit card at participating locations such as on-airport parking and participating concessions. Points or miles can be converted to awards through participating airline and hotel programs. Bonuses are awarded when reaching the $1,000 spending level. The company has rewards program agreements with some 100 U.S. airports ranging from large hubs to non-hubs. The program is customizable and scalable. The airport may decide to offer special rewards or incentives, which can be arranged by paying additional fees. When combined with the analytical features of the program, the airport has an opportunity to learn about its most loyal and frequent users and build a relationship with them directly. Thus, it can turn a rewards program into a customizable loyalty program. 8.6.1 Small Airport Loyalty Programs Small airports without significant resources can use a personal touch to build relationships with users. Gainesville Regional Airport (GVL) in Florida operates its own loyalty program, which is designed to build a relationship with local customers and encourage their use of the airport. GVL, a non-hub airport, competes directly for passengers with Orlando International and Tampa International airports, both large hubs, and Jacksonville International Airport, a medium hub, all of which are served by both legacy and low-cost airlines. GVL operates the Ultimate Road Warrior Club as a means of building relationships with local frequent flyers and encouraging use of the airport. Each month, the passenger with the most round trips receives a prize donated by local sponsors. Each quarter, awards are drawn randomly among passengers making at least one trip. Any member making one trip within a month is eli- gible for random awards, including tickets to local performing arts centers, museums, theaters, and coffee shops. Members can also use a private lounge in the terminal. Atlantic City International Airport (ACY) has a loyalty program that rewards its users and gathers information to help develop air service. Customers enrolling in the iFlyACY program

114 Improving the Airport Customer Experience receive 10% discounts at airport shops, meal and drink discounts at airport restaurants (exclud- ing alcohol), and reserved parking in the airport’s premium parking area. Like GVL, ACY com- petes with the larger Philadelphia and Newark Liberty airports. The Port Authority of New York and New Jersey, which manages the airport, surveys the program membership on their flying patterns and destinations and uses the information to encourage airlines to introduce or expand air service. 8.6.2 Loyalty Program Features and Benefits Airport loyalty programs offer customers varying benefits for participation. These often include the following common program features: • Discounts at airport shops, • Vouchers and gift cards, • Discounts with external partners, • Discounted access to airport lounges, • Airline frequent flyer mileage, • Free parking passes, • Discounts on conference room rentals, • Dedicated parking spaces/areas, • Priority lanes at security, • Free access to airport lounges, • Complimentary services, • Gifts, • Priority lanes at passport control, and • Check-in at business-class counters. Airports with loyalty programs found the benefits of the programs outweighed the costs for several reasons, including increased spending and reduced price sensitivity by participants as well as lower costs for servicing passengers more familiar with the airports and their services. Other benefits to the airport were better knowledge of the passenger profile, increased customer loyalty, increased customer satisfaction, and increased utilization of parking facilities. Positive word of mouth was also cited as a factor. 8.6.3 Pay Loyalty Programs Airports outside the United States are more likely to operate pay lounges, manage security inspection, manage queues at outbound passport control, and operate (staff) airline check-in counters. Thus, these airports have more potential services that can be bundled in a loyalty program. An example is the Privium Plus program at Amsterdam Schiphol Airport. The program has three membership levels. The top level of the program offers use of a dedicated club lounge, pri- ority car parking, check-in at business-class positions at certain airlines, discounts on valet park- ing, and expedited screening and passport control. Memberships run the equivalent of $230, $135, and $100 per year, with the lowest level of membership providing only expedited security and passport control. Copenhagen Airport’s CPH Advantage program is a rewards program that offers points for spending in the airport’s duty- and tax-free shops, cafes, and restaurants and also offers dis- counts and points for use of airport parking facilities when reserved online in advance. Points are also earned when using the airport’s pay lounges. Members must show a card at time of purchase, which is then scanned by the airport or its concessionaires.

Improving the Customer Experience—Services and Amenities 115 8.6.4 Incentive Programs Somewhat related to rewards and loyalty programs are incentive programs. SEA Group, oper- ator of Milan Malpensa Airport, offers the ViaMilano service as an incentive for passengers to make off-line flight connections at Malpensa airport. The service is operated in conjunction with a search engine that will assemble flight connections and stopovers via Malpensa. Unlike loyalty programs, the ViaMilano program is targeted toward passengers who have a choice of airports for making connections. The ViaMilano service is free. To receive the incentives, arriving pas- sengers are required to show tickets from two different airlines (arriving and departing) with connecting times within 24 hours. Passengers then receive a card that entitles them to use the fast-track lane at security checkpoints and provides them unlimited free Wi-Fi access, a voucher worth €10 accepted at shops and restaurants (with a minimum purchase of €40), free flight insurance covering missed connections, discounts for use of day rooms at the airport hotel, and a discount for use of the airport’s pay lounges. 8.7 Contract Management Aside from customer service agents, roaming ambassadors, and perhaps custodial staff or on-airport bus/shuttle drivers, few airport operator employees have direct contact with customers. Most frontline contact is with service providers’ staff, including those of concessionaires, park- ing management companies, the TSA, CBP, airlines, ground handlers, and ground transporta- tion companies. For companies that operate at the airport under a contractual relationship with the airport operator, incorporating standard operating procedures as well as performance and service standards in contracts can be used as a starting point for ensuring outstanding customer service. 8.7.1 Standard Operating Procedures A good example of performance/service standards is the Customer Care Airport Standards Manual created by PANYNJ as part of its Customer Care improvement program. The manual can be downloaded at www.panynj.gov/airports/pdf/PA_Customer_Service_Standards.pdf. The Port Authority defined the role of the Airport Standards Manual as similar, but separate, from other standards manuals, such as those for lighting, terminal planning, signing and way- finding, and airport rules and regulations. The Airport Standards Manual is incorporated into each airport’s leases, concession agreements, contracts, and permits. 8.8 Parking Car parking is often the largest source of non-airline revenue and, at most airports, is subject to considerable, sometimes intense price and service competition from local and national off- airport parking companies. 8.8.1 Premium Parking Products Premium parking products provide additional options for customers who are willing to pay for them. These products may provide additional security for the customer’s vehicle, reduced anxi- ety about finding a place to park, and added convenience and proximity to the terminal building. Options such as vehicle washing and detailing provide a convenient service that customers can take advantage of while traveling.

116 Improving the Airport Customer Experience Guaranteed Parking Spaces Airports offering guaranteed parking spaces generally use two approaches. In the first approach, access to guaranteed spaces can be obtained through a membership program subject to an annual fee that is in addition to the standard parking fee. Alternatively, a standard monthly fee is used that covers unlimited parking. These may be for individual use or shared corporate use among employees. The programs may guarantee a specific space or any space in a designated area. Another option is to offer parking reservations without a membership, where a space is guaran- teed in a designated premium area for a one-time or daily fee in addition to the standard parking rate. Often these guaranteed spaces are those closest to the terminal and may be in a guarded area with controlled access. Some airports also offer wider spaces for purchase. The airports serving Atlanta and Boston charge customers an annual access fee and an hourly rate to park in the reserved area. Houston Intercontinental Airport charges customers a one- time application fee in addition to an hourly parking rate that is slightly higher than the standard rate. Seattle and Washington Dulles charge customers a flat monthly rate for unlimited parking in a designated area, while Minneapolis–St. Paul charges customers a one-time application fee, a monthly fee, and an hourly rate for reserved parking. Kennedy, LaGuardia, and Newark offer online parking reservations for a flat fee plus the standard parking rates, while Denver has an online reservation fee per day in addition to the standard parking rate. Jacksonville International Airport’s premier parking program offers close-in covered parking, preferred TSA lane access, a guaranteed prepaid space, transferability to coworkers or family mem- bers, and no-wait entrances and exits exclusively for the use of members. The fee is $200 per month. Online parking reservations are promoted at many European airports, with discounts avail- able when reserving in advance. This guarantees space for the customer and, for the airport, decreases the likelihood that the customer will be lost to a competitor. Use of the same credit card used for booking can also provide ticketless transactions and quick entry and exit. Valet and Reserved Parking Valet or reserved parking services may be provided at the curbside or within a parking facil- ity. Customers can leave their cars with an attendant and have them waiting for them when they land, or they can park in a reserved, premium area. Typically a service charge is added to the applicable garage parking rate. Premium services such as valet parking provide a higher level of service for the customer but may not be profitable for the airport due to labor costs and diversion of existing customers. For premium reserved parking, new infrastructure may be required to create an access-controlled reserved parking area. Additionally, the parking and revenue control system may need to be upgraded to process different rates and fees or acceptance of access cards associated with a guar- anteed parking program. Vehicle Washing, Detailing, Battery Boosts, and Changing Flat Tires Car wash and detail service in an airport parking facility can occur in whichever parking space the customer chooses to park. Washes are scheduled online. The process usually involves a water- less wash system and is for exterior washing only. The service does not require the customer to provide the vehicle keys. Park and Bark Park-and-bark services provide airport passengers with the opportunity to leave their pets in a convenient kennel or pet resort while they are away. As these kennels often provide veterinarians on-site, they are popular with airport passengers and employees.

Improving the Customer Experience—Services and Amenities 117 Jacksonville International Airport has an on-airport kennel operated by Pet Paradise, a large company with facilities around the southeastern United States. Pet Paradise is located near the long-term parking lot and features private climate-controlled pet condos, a bone-shaped swim- ming pool, auto-fill water bowls, and grooming and exercise options. Expedited Payment Systems Airports increasingly are looking to automated payment systems to expedite vehicles and cus- tomers exiting the parking facilities. Use of credit card exits allows customers to handle the payment process on their own and generally exit the facility faster, reducing wait times. The airport benefits from lower labor costs as the payment process reduces the need for and cost of cashiers at exits. Airports in regions with toll roads or toll bridges will sometimes arrange for expedited pay- ment through use of electronic toll collection (ETC) systems such as E-ZPass, I-PASS, FastTrack, or SunPass. This allows use of the toll road/bridge transponders to pay for airport parking. The transponder is read upon the customer entering the parking facility, usually through designated lanes, and then read upon exiting the parking facility. Rates are calculated, and the credit card on file is charged with the parking fee. In most cases, airport parking must be enabled through the ETC operator, which serves as the clearinghouse and may charge a fee for this service. Apple Pay, Android Pay, and other near-field communication (NFC) systems that use smart phones also have potential for making expedited payments for exits from parking facilities, offer- ing both convenience and security. NFC payment systems are expected to become commonplace as companies adopt them and the newer generations of smart phones have the technology to accommodate them. United Airlines is accepting Apple Pay, for example, for payment of food and beverages on board its flights, and SSP, a major airport food and beverage concessionaire, is incorporating Apple Pay into its airport locations. While no airport is currently using NFC systems for parking payments, the expanding use of these systems at other points of payment for travelers makes adoption of this technology at parking facilities likely. 8.9 Ground Transportation and Curbside 8.9.1 Customer Service Representatives/Airport Ambassadors Customer service representatives, sometimes called “airport ambassadors” among other titles at airports, are available at the airport to assist customers who want information regarding avail- able ground transportation options, who need directions, or who have other questions regarding ground transportation. Rather than being assigned to an information booth, the passenger service agents are often mobile, intercepting passengers at the curbside or inside the baggage claim area. They may also be stationed in welcome centers in baggage claim areas, as is the case at New York Kennedy, LaGuardia, and Newark Liberty airports. These agents are trained in customer service and are knowledgeable about the available ground transportation options and their destinations served, schedules, and fares. Customers appreciate having an approachable person who can provide guidance on ground transportation fares and pickup locations and can answer their questions. Having passenger service agents readily available to answer questions and direct passengers to their desired ground transportation options can leave a lasting good impression on the customer and help reduce solicitation and hustling by unauthorized ground transportation providers. Fort Lauderdale- Hollywood International Airport is an example of an airport with customer service representa- tives staffed at dedicated counters to answer ground transportation questions. Customer service representatives and their roles and training are more fully discussed in Chapter 9.

118 Improving the Airport Customer Experience 8.10 Check-in/Ticketing/Bag Drop A fundamental change in the check-in and ticketing process has been underway for some time. This change is reducing the requirements for terminal space and the number of airline employees needed to handle these functions. Online check-in through airline websites or mobile apps is now commonplace. J.D. Power reported that in 2013, 36% of passengers checked in online, up 2% from the prior year (J.D. Power and Associates 2013). Those who used online check-in had much higher customer satis- faction than those who used staffed check-in positions. The 2015 SITA/Air Transport World annual global survey (2015) predicted that more than 70% of passengers worldwide will use automated check-in—using mobile devices, computers, or airport kiosks—by 2018, with nearly 56% performing check-in away from the airport (i.e., without using kiosks). Automating the baggage check-in process is more challenging. Alaska Airlines, a long-time innovator in airline use of technology, became in 2014 the first U.S. airline to initiate self-tagging from remote locations. Passengers print out baggage tags at home or work and slide them into airline-supplied reusable clear plastic envelopes. The passengers using this process then use a dedicated baggage drop lane at the airport. United Airlines is testing a similar program at Boston Logan airport. The adoption of automated check-in, self-tagging, and dedicated baggage drops is expected to continue with greater adoption by airlines. Over time, it is expected that the infrequent or occasional passenger will learn how to use these systems, increasing the pace of adoption. In North America, common-use self-service kiosks were pioneered by Las Vegas McCarran and Vancouver airports. CUSS kiosks allow passengers to check in at the parking garage or rental car center, reducing congestion in the terminal check-in areas. Both ARINC and SITA have automated kiosks that can be programmed for single-airline or multiple-airline use. Airports with airlines using common-use ticket counters and gates may find that install- ing common-use equipment will improve customer service for this segment of passengers and reduce the area required to support the check-in function. 8.11 Security While security inspection operation and oversight of private contractors remain the responsi- bility of the TSA, airports have an interest in monitoring queue lengths and wait time at security, which, for most passengers, is the most stressful part of the visit to the airport. Airports are also looking to improve the experience of passengers while waiting for inspection. Airports hope that this will make the time seem like it is going faster and make the inspection process less objectionable. Dallas/Fort Worth International Airport has tested its checkpoint of the future, developed in conjunction with hotel operator Springhill Suites, a Marriott subsidiary. The checkpoint in the airport’s Terminal E provides soft lighting and soothing music. Comfortable couches and seat- ing are available for passengers to use while taking off shoes or pulling out their laptops. Video monitors keep passengers apprised of current wait times. Colored lights shine on the walls, and nature scenes provide calming scenery. Airport management believes the atmosphere, which has been described as “Zen-like,” results in calmer, less-stressed passengers, and that the installation has queues moving about 25% faster. Springhill Suites paid the $500,000 cost of the test project in return for advertising and sponsorship opportunities. The company has also sponsored and renovated checkpoints at the Charlotte-Douglas and Oakland airports.

Improving the Customer Experience—Services and Amenities 119 San Francisco airport has received favorable reviews for its “recomposure area” in recently redeveloped Terminal 2, which includes padded bench seating, flight information, nearby restrooms, high ceilings, artwork, and plenty of room for passengers to collect their personal belongings and others in their party. The airport believes this has contributed to an increase in concession spending as passengers have a chance to recompose before walking past the retail concessions. Another technique for reducing passenger stress and perceived wait times at security check- points is by providing entertainment. This can take the form of: • Process-related media, which informs the passengers about the inspection process and what lies ahead; • Other media, such as advertisements, tourism or cultural information, or video art displays; and • Non-media, including live performances, cultural or museum displays, and other displays that distract passengers from the boredom of the queue. 8.12 Concessions Concessions are an important part of the passenger experience, with roughly one-half of all passengers using food and beverage or retail concessions at most airports. The longer the dwell time and the more highly satisfied the passenger, the more concessions are likely to be used. Concession patronage is largely related to the overall quality of the offer and how well it meets the needs of the customer segments that use the airport. Concession programs with fair pricing, a great concession mix, lots of choices, and good service will outperform those at other airports with similar customer profiles and customer satisfaction levels. Two excellent resources on airport terminal concessions are ACRP Report 54: Resource Manual for Airport In-Terminal Concessions (LeighFisher 2011) and ACRP Report 109: Improv- ing Terminal Design to Increase Revenue Generation Related to Customer Satisfaction (Landrum & Brown et al. 2014). Recent innovations and trends in concessions that have proven popular with customers include the following sections. 8.12.1 Airport Pay Lounges Pay lounges are standard at major international hub airports around the world. In the United States, a few airports have developed pay lounges for passengers as an alternative to airline club rooms open to member or premium (first- or business-class) passengers. • Airspace, a lounge operator, currently operates pay lounges at Baltimore/Washington (D Terminal), Cleveland Hopkins (Main Terminal), John F. Kennedy (Terminal 5), and San Diego (Terminal 2) airports. The lounge at Baltimore/Washington has a $20 entrance fee and offers departing passengers complimentary soft drinks, coffee, snacks, Wi-Fi, private restrooms, in-house computers, printers and scanners, and a $7 credit toward food and drink purchases. An arrivals pass is offered for $16.50 and is targeted toward red-eye arriving pas- sengers. The pass also includes clothes pressing and an amenity kit. A boarding pass showing the arriving flight is required. Military members in uniform pay $13.50. • Priority Pass. Priority Pass sells access to more than 600 airline lounges in 300 cities around the world. The company offers three levels of membership, from $99 to $349 per year. • The Club, another lounge concessionaire, operates lounges at Hartsfield-Jackson Atlanta, Cincinnati, Dallas/Fort Worth, Las Vegas, Phoenix, Seattle, and San Jose airports. The Club lounges offer drinks and snacks similar to the Airspace lounges but also include shower

120 Improving the Airport Customer Experience facilities and, subject to an additional fee, private meeting rooms. Access to The Club lounges is $35 per use. The Club has a tie-in with and welcomes members of club programs run by Diners Club and Priority Pass. • Credit card club programs. American Express provides platinum cardholders free access to Delta Sky Clubs, Airspace lounges, and its own Centurion lounges, located in the Dallas/Fort Worth, Las Vegas McCarran, Miami, New York LaGuardia, and San Francisco airports. Diners Club provides members with access to lounges at 16 large U.S. airports. For example, Diners Club members can use the Air France Lounge at Boston Logan International Airport. Airport customer service managers considering implementing a pay lounge should be aware that a pay lounge may be subject to considerable competition from existing airline lounges. Sev- eral third-party websites sell 1-day passes to airline membership-only lounges at airports in the United States and around the world. U.S. airlines also sell 1-day passes online and at the clubs. Day passes for Red Carpet Clubs, American Airlines’ Admiral’s Clubs, and Delta’s Sky Clubs can be purchased for about $50. 8.12.2 Ordering Through Touch-Screen Devices Several major concessionaires are embracing mobile technology to enhance the customer experience at food and beverage concessions. OTG Management, a food and beverage conces- sionaire, has installed thousands of iPads in its food and beverage locations at Newark Liberty, New York Kennedy, Minneapolis–St. Paul, and Toronto Pearson airports. The iPads allow for online ordering of food using a visual menu, which also makes rec- ommendations. The iPads are loaded with games, news and entertainment apps, a flight tracker app, Google maps, and other features to entertain the customer before and after the meal. The visual menu is available in multiple languages, making it useful in international terminals. It is likely that online ordering will be integrated into future airport apps and mobile websites, offering flexibility for online ordering for pickup or delivery at the gate without the attendant cost of installing touch-screen tablets. Aside from the technology, gate delivery can be a challenge at airports with high labor costs, where there are multiple food and beverage concessionaires that may lack the scale to afford gate delivery, and where product packaging may be a challenge. Still, remote ordering is expected to grow as point-of-sale systems used by restaurant operators increasingly have the capability to support online ordering and payment. Touch-screen ordering is also expected to increase as an extension of point-of-sale systems at busy food and beverage concessions. 8.12.3 Healthy Foods Healthy food options are increasingly important to many consumers but are sometimes hard to find at airports. Many airport concessionaires offer popular, but not necessarily healthy, food choices that sell well but leave a growing segment of health-conscious passengers with little choice. Airport managers who take a proactive approach and choose to provide healthy options as part of their concession mix can earn the loyalty of health-conscious travelers. Some airports require concessionaires to offer healthy options, such as fresh fruit, on their menus, and even relatively unhealthy fast-food operators have learned to adapt. Some airports will designate loca- tions for healthy food outlets and conduct separate selection processes so that these healthy

Improving the Customer Experience—Services and Amenities 121 choices will not be competing for locations directly with less healthy choices that may produce higher volume and revenue for the airport. This will provide a clearer choice for many health- conscious customers. 8.12.4 Local Foods Bringing local restaurants to the airport provides variety and a sense of place and creates 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 through a national concessionaire via a license arrangement with the local restaurant. The first approach can have the best outcome and provide the most authentic experience. On the other hand, local restaurants usually know little about operating at an airport, and the transition and risks may not be manageable. Licensing of popular restaurants by national companies is a proven strategy that many airports consider successful. Some airports, such as those in Denver, Dallas/Fort Worth, Portland, San Francisco, and Seattle, encourage locally owned businesses to operate at the airport and are prepared to provide the outreach, education, and staffing to support local operators through an unfamiliar public procurement process. Local food and beverage concepts are also discussed in Section 8.2—Sense of Place. The termi- nal design architects interviewed for this guidebook noted that local restaurants and local design elements were sought after in most new terminal projects. 8.13 Consumer Services 8.13.1 Free Wi-Fi When Wi-Fi became a virtual necessity for frequent travelers, airports turned to companies with experience in wiring Wi-Fi for large facilities such as campuses, office buildings, and con- vention centers. Airports entered into concession agreements where the Wi-Fi concessionaire charged customers and shared the revenue with the airport. Over time, however, many airports realized that the revenue from Wi-Fi was offset by negative comments from passengers who have come to expect free Wi-Fi at coffee shops, fast-food restaurants, and other public venues, or who preferred using cellular data services through their phone company’s data plan. However, as free Wi-Fi became more common, and cellular data systems became more con- gested and expensive, some airports began offering free or tiered Wi-Fi with advertising or spon- sorships to offset the first free tier of service. Free services typically provide reasonable service for emails and web browsing, and faster services are offered on a paid basis with speeds suitable for video and audio streaming and downloads, Skype, or FaceTime. Passengers have come to see free Wi-Fi as being on a par with restrooms and drinking fountains. A majority of large airports have shifted from a paid to a free basic Wi-Fi model, or plan to do so on the expiration of their current concession agreements. Depending on the contract terms with the Wi-Fi provider, the free period typically ranges from 15 minutes to 1 hour and is in some cases renewable for an additional period. The cost of providing the free service is offset by sponsorship or advertising featured on the splash screen that the customer sees on accessing the Wi-Fi system. In some cases, the customer is required to take a short survey, download a smart-phone app from a short list of choices, or watch a short commercial advertisement or promotion. The Wi-Fi provider earns revenue from the sponsor- ship or promotions, from roaming fees assessed to cellular phone companies, and from sale of access to the faster tier of services.

122 Improving the Airport Customer Experience Airports can also use the Wi-Fi splash screen to gather customer satisfaction data. Instead of dis- playing a survey from a sponsor, the airport can personalize the page to ask customers about their experiences at the airport, measure their preferences, or provide important information about con- struction or other changes occurring at the airport. At Tampa International Airport, for example, customers must respond to a brief customer satisfaction survey to activate the free Wi-Fi connection. A 2014 study by technology consultant Wefi found that Wi-Fi connection speeds at the seven busiest U.S. airports were, with one exception (Denver International), about the same speed as data transmission speeds on wireless cellular networks (Wefi 2014). Denver’s Wi-Fi speed aver- aged 4.73 mbps, the highest of the airports studied. The lowest was about 3 mbps. A similar study from 2015 by the Los Angeles Times found download speeds at seven large hub airports offering free Wi-Fi ranged from a high of 10 mbps to a low of 3 mbps (Sumers 2015). Free time limits began with a low of 30 minutes, with four of the airports offering no limit or offering 24 hours of free access. Wi-Fi at four of the seven airports was advertising supported. While customer expectations for airport Wi-Fi are increasing with respect to both price (free) and download speed (fast), the systems themselves are subject to interference from other types of equip- ment routinely found at airports, including microwave ovens, Bluetooth devices, cordless phones, and other Wi-Fi devices. ACRP Report 127: A Guidebook for Mitigating Disruptive Wi-Fi Interference at Airports (Carroll et al. 2015) provides practical assistance in mitigating the effects of interference and improving Wi-Fi network performance and covers both technical and business matters. 8.14 Amenities 8.14.1 Lactation Rooms Traveling with children is always a challenge. For nursing mothers traveling with children, nursing or using a breast pump can be trying and stressful. Many mothers are uncomfortable nursing in a busy airport, even with cover-ups. For mothers traveling alone with their infants, it is especially stressful. For these nursing mothers, lactation rooms are welcome and are a necessity. A study conducted in late 2014 by Michael Haight and Joan Ortiz for the journal Breastfeed- ing Medicine determined whether airports were “breastfeeding friendly” based on a telephone survey of 100 airports. While 62% of the respondents claimed to be breastfeeding friendly, only 8% of the surveyed airports offered private rooms with the minimum facilities (private room, table, electrical outlet, chair) that qualified as breastfeeding friendly. The airports that met all the requirements of a lactation room were Akron–Canton, Baltimore/Washington, Dane County Regional, Indianapolis, Minneapolis–St. Paul, Pensacola, San Francisco, and Mineta San Jose airports. This group includes large, medium, and small hubs. The other airports considered fam- ily restrooms as the equivalent of nursing rooms; however, the study noted that these fall short of providing an acceptable level of service because they are essentially private toilets and lack the minimum breastfeeding-friendly facilities such as a table and chair. Since the study was completed, Dallas Love Field, as part of its new terminal project, opened a nursing room near a kids’ play area. Phoenix Sky Harbor added pre-security nursing stations in each terminal at a reported cost of $8,000 to $12,000 each. Each room has a sink and countertop, soap and paper towel dispensers, electrical outlets, comfortable seating, and a baby changing station. The Port Authority of New York and New Jersey has purchased prefabricated lactation pods for New York area airports. The pods are self-contained and include all the required ame- nities of a lactation station. Legislation has been proposed in Congress and in some states that would mandate that airports provide lactation rooms.

Improving the Customer Experience—Services and Amenities 123 8.15 Restrooms Survey research on customer satisfaction has established a direct link between the quality and cleanliness of restrooms and the overall customer experience. Recent common practices in restroom design include: • Removing doors at entrances to restrooms. Most airports have created doorless entries to restrooms. Doors are an impediment to travelers burdened with carry-on baggage or children. • Brightening up entrances. Restroom entryways do not have to look institutional and seri- ous. Entrances, like restroom interiors, are being upgraded to include art, graphics, and use of color and lighting. • Hotel-style restrooms. When San Francisco International Airport was designing its com- pletely redeveloped Terminal 2, it conducted considerable research into what makes a good restroom and developed what it calls hotel-style restrooms. SFO’s restrooms are bright and have lots of indirect lighting, which appears less harsh than direct lighting. Lighting is placed around mirrors to improve visibility, and women’s restrooms include seating so women can apply makeup and take advantage of the mirrored lighting. High-speed air dryers are mounted between sinks to reduce water dripping on the floor. Light materials are used, but dark materials are used on countertops to downplay the look of water on counters around sinks. Toilet partitions are larger to accommodate carry-on bags. The reactions were so posi- tive that SFO now includes its upgraded restroom program in all future terminal projects. Other airports with hotel-quality restrooms are perennial leaders Singapore Changi, Seoul Incheon, and Hong Kong. • Using quality materials. As restrooms age, materials tend to crack and discolor. These materi- als look dirty, and no amount of cleaning can brighten them. Use of long-lasting materials will keep the restrooms looking good for longer. Cheap fixtures, particularly those with sensors, are more likely to leak or fail. Some airports have adopted standards designed to ensure that restrooms remain open to meet demand. Portland International Airport designs its new restrooms with two entrances so that one part can be blocked for cleaning without closing the entire restroom. This is particularly important where larger restrooms are used and the next nearest restroom is far away. Adequate storage closets and sinks for janitorial staff are a necessity. If the cleaning staff cannot readily access the buckets, mops, and cleaning materials they need, there will be less time to clean the restrooms. ACRP has published a report on this subject. ACRP Report 130: Guidebook for Airport Terminal Restroom Planning and Design (Rothausen-Vange et al. 2015) notes the focus on good rest- room design and touch-free environments, which mitigate user concerns about cleanliness. Touch-free elements include open, doorless entryways; large-format materials with few joints; energy-saving flush valves and faucets; energy-efficient lighting, concealed trash containers, and alternative drying options (paper or air, with touchless sensors). Customer feedback on how well restrooms are meeting their needs can be obtained through a variety of means, including: • Comment cards and drop boxes. • Touch-screen ratings. Singapore Changi has installed touch screens where passengers can rate the restroom using a five-point scale. Geneva Airport has a mechanized feedback counter where passengers push a red, yellow, or green button to indicate their satisfaction with the visit to the restroom. • Customer surveys, including ASQ and local periodic customer surveys, can solicit overall ratings of restrooms.

124 Improving the Airport Customer Experience • Twitter or text. A number of airports post a Twitter address or a number where customers can text their reactions to restroom conditions. This can also allow for quick reaction to pressing cleaning needs. According to ACI, one in three airports in the world has instant feedback tools in washrooms to measure satisfaction with cleanliness. In North America, this statistic is one in five. Seven of 10 airports worldwide collect real-time feedback on specific items such as availability of soap and toilet paper. Three out of four airports with real-time feedback tools dispatch cleaning staff once they receive alerts of a bad customer experience with restrooms. According to ACI, cleanliness of washrooms/toilets is very important across all passenger profiles (personal communication with ACI). 8.15.1 Restroom Attendants Charlotte-Douglas International Airport (CLT) initiated a program in 2006 to improve cus- tomer service by adding restroom attendants. The airport hires employees using a local company that specializes in job placement for workers with disabilities. The attendants are responsible for keeping the restrooms clean and provide optional amenities such as tissues, mouthwash and paper cups, and mints. A tip tray is visible, but tipping is optional. The airport tried the restroom attendant program on a trial basis and continued the program after receiving many positive comments about the cleanliness of the restrooms. The restrooms at CLT are clean and stocked, especially during busy periods. Some passengers, however, are put off by the presence of the attendant and by the tip tray since it is unusual to find attendants in restrooms in all but the most exclusive restaurants and private clubs. Nevertheless, the complaints about restroom conditions dropped, and the program is considered successful by the airport. As a connecting hub with heavy traffic during peaks, keeping the restrooms tidy and in order is no longer a major issue. 8.15.2 Restrooms for Pets (Pet Relief Areas) Beginning in 2009, the Department of Transportation (14 CFR Part 582) required airlines to make available animal relief areas at airports for the use of passengers traveling with service animals. Typically, these relief areas are outside of the secure area of terminals, usually on the ground level outside the baggage claim areas. The regulation requires airports to consult with one or more service animal training organizations regarding the design, materials, and main- tenance of service animal relief areas. TSA regulations allow passengers with service animals needing to use relief areas to return to the front of the check-in lines. The website PetFriendlyTravel.com notes that there are a number of airports with relief areas inside the secure areas of terminals. These airports include San Diego, Palm Springs, Fresno– Yosemite, Seattle–Tacoma, Minneapolis–St. Paul, Washington Dulles, Pittsburgh, Dallas/Fort Worth, Detroit, Asheville, Fayetteville, and Memphis. The website includes an extensive list of airports and the locations of their pet relief areas. The number of pets on flights has grown significantly due to a federal law, the Air Carrier Access Act, which allows passengers to bring emotional support animals (ESAs) into the aircraft cabin. For an animal to be designated as an ESA, a letter is required from a physician along with a one-time $150 fee for certification. Once certified, the ESA is entitled to fly without payment of the standard airline fee, which is usually $125 to $150 each way. There are no rules defining an ESA, so increasing numbers of pet owners are using the law to avoid costs and guarantee access to the cabin for their pets. This is expected to increase the demand for pet relief areas at airports unless rules are adopted limiting the designation of ESAs.

Improving the Customer Experience—Services and Amenities 125 8.16 Flight Information and Passenger Information Flight information is the most basic and important type of information for passengers. The standard approach is to use monitors or flat-panel screens showing departing flights, gate num- bers, and current status. With mobile technology, other options for receiving flight information are supplementing flight information displays. These include: • Text messages or emails from the airline notifying the passenger of departure time, gate num- ber, and any flight status changes. • Flight status on airline apps, usually through push notifications. • Flight status available through third-party apps, airport apps, or mobile websites. These approaches usually require the passenger to seek out the information. It is likely that the use of mobile devices to receive flight status information will continue to grow. In busy terminals, airline boarding announcements, paging, background music, and secu- rity announcements can create a cacophony that does nothing to soothe passengers. Overhead televisions in holdrooms can add a competing layer of noise, which can be made worse when airline employees use the wrong circuit for announcements, sending their gate announcements throughout the entire terminal. Add crowd noise, the occasional warning beeps of a backing golf cart, and the sound of carry-on luggage wheels on certain flooring, and the aggregate noise levels can be annoying. For terminals with poor acoustics, the sound quality can make the noise levels worse. 8.16.1 Visual Paging Increased use of visual paging—that is, video screens that show messages for passengers as an alternative to voice announcements—can help minimize the acoustic clutter in busy terminals. Persons calling the airport can have their messages posted on screens placed throughout the terminal rather than through a voice announcement. An example of a visual paging screen at San Francisco International Airport is shown in Figure 8-3. 8.16.2 Silent Terminals With the increasing use of smart phones, email, text messaging, and visual paging, some air- ports are questioning the need for traditional voice announcements at all. Many airports have Figure 8-3. Visual paging screen, San Francisco International Airport.

126 Improving the Airport Customer Experience adopted a silent terminal philosophy where airport noise is minimized or mitigated. By eliminat- ing paging and background music as well as restricting announcements to gate areas, noise levels can be reduced. London City Airport has established a silent airport policy that restricts announcements to emergencies and those made during bad weather. Helsinki Airport has also adopted a silent air- port policy, where the only announcements are made at the departure gate. No terminal-wide announcements are permitted. Many other airports in Europe have reportedly initiated similar policies. Minneapolis–St. Paul International Airport (MSP) has designated a quiet area in its terminal. The upper-level space, which overlooks the central atrium, includes tables and chairs with power outlets at each table and complimentary Wi-Fi. For passengers seeking some rest, Delta Airlines provides pillows and blankets. The area fulfills a need by providing a place for those seeking peace and quiet, without paging and other airport announcements. 8.17 Holdrooms The distinctions between holdrooms, public spaces, and concession areas are blurring. Newer terminals provide a range of seating options rather than traditional rows of holdroom seating. Concession seating is being integrated into holdrooms, with tables, chairs, and counter-style seating available in or near them. Some airports, such as Washington Dulles, are putting tables and chairs in the center of the circulation space, allowing passengers to bring their food and beverage purchases closer to the departure gate. Minneapolis–St. Paul International Airport’s Concourse G blurs the line by putting concessions and some concession seating near the gates rather than in a strictly defined food court area. Both instances are popular with passengers since seating closer to departure gates reduces the stress and worry of passengers with limited time before boarding, and, according to the airports, contributes to higher concession spend rates. 8.18 Domestic Arrivals and Baggage Claim Waiting for checked baggage in the baggage claim area is an unpleasant experience for most passengers. The wait can be long, little information is provided, and there is anxiety as to whether the bag will actually appear. Indicating the estimated waiting times is one way of reducing anxiety. By informing passen- gers about the expected time for the first bag to arrive, they will have an understanding of the wait time and can use the time to visit the restroom or patronize concessions. New technologies are capable of providing real-time bag tracking and are discussed in Chapter 10. 8.18.1 Arrivals Concessions Arrivals concessions are seen at many larger airports. Typical concessions include coffee kiosks, carts, or small in-line shops, often co-located with a small convenience retail unit offering news- stand items and sundries. A key determinant of success of arrivals concessions is the concentration of passengers as they reach the baggage claim area. Successful arrivals concessions will take advantage of the congrega- tion of meeters and greeters and locate the concessions near potential customers. Several factors are involved in the success of arrivals concessions. Assuming the baggage claim area is on the lower level of the terminal, passengers may be greeted by friends and relatives at the exit from the secure area on the upper level. In this case, the meeters and greeters will be

Improving the Customer Experience—Services and Amenities 127 concentrating on the upper, departures level. Therefore, the arrival concessions would be better located in this area than in the lower-level baggage claim area. At San Francisco International Airport’s Terminal 2, a dedicated meeter/greeter area is located to the side of the exit from the secure area on the upper (departures) level. Also located in this area is a Starbucks in-line unit, which serves the needs of meeters and greeters as well as employees and pre-security passengers. This results in an ideal combination in terms of an arrivals location, in that it is adjacent to the exit from the secure area, there is comfortable seating with coffee tables nearby, and the arrivals concession has the maximum exposure to all customer segments. Alternatively, arriving passengers may access the baggage claim area directly from the secure area via escalators and stairs. In this instance, the meeters and greeters will generally congregate around the escalators serving the exit from the secure area, which is the closest place they can wait for their parties. This provides opportunities for concessions nearby. Another factor is the number of entrances to the baggage claim from the secure area. If the baggage claim area is spread out, with multiple entrances from the secure area, it may be difficult to locate the arrivals concessions where they would be exposed to a significant flow of arriving passengers and their meeters. This contrasts with the typical international arrivals facility where all passengers are funneled through a single flow from the inspection areas, thereby creating concession opportunities at the exit from the inspections area. 8.18.2 International Arrivals Facilities At most international terminals, there is a single flow out of the inspection area, and meeters congregate in this area. FIDs showing arriving flight status are important in this area. Dynamic signage indicating current inspection times is also helpful in managing the expectations of the meeters and greeters, who are also airport customers. Because inspection times for arriving non- citizens are greater than for U.S. citizens, showing both processing times will reduce confusion and provide better information. Locating arrivals concessions around the periphery of these congregating meeters and in sight of arriving international passengers will provide maximum opportunity to stimulate demand. Ground transportation employees and drivers will also be numerous in this area and are part of the market for concessions as well. Typical concessions in an international arrivals area, depending on passenger volumes, include: • ATMs; • Currency exchange booths; • Left luggage counters (baggage check); • Coffee shops or kiosks; • Fast-food or quick-serve units; • Flower kiosks; • A small bar with food, or an all-purpose unit offering coffee, snacks, and alcoholic beverages; • Ground transportation counters; and • Rental car counters. A good strategy for food and beverage concessions is to locate them with dedicated seating for customers only with a view of the exit from the inspection area. Meeters and greeters will be more likely to use the concessions if they can obtain use of a prime seating area where they will be sure to meet their passengers. International arrivals areas are stronger concession locations than domestic arrivals areas for several reasons. First, the international passenger is typically coming off a longer trip and

128 Improving the Airport Customer Experience is in need of concessions. Second, the number of meeters and greeters is typically higher than for domestic passengers, offering opportunities to sell to this customer segment. Third, certain services, such as currency exchange and ATMs, are in high demand by arriving passengers. Use of video displays showing passengers as they approach the exit from the secure area is also a way to reduce crowding around the exit from the inspection area. 8.19 Other Innovations 8.19.1 Yoga Rooms Four U.S. airports now offer yoga rooms. San Francisco International Airport put the world’s first yoga room in its new Terminal 2 in 2012. Since then, Dallas/Fort Worth; Burlington, Vermont; and Chicago O’Hare airports have added yoga rooms, as has Helsinki Airport in Finland. Lon- don Heathrow is adding one, although it will be inside a pay lounge. Yoga rooms may be a relatively low-cost customer service improvement where there is available out-of-the-way space in the post-security area. 8.19.2 Hydration Stations Carrying bottled liquids through security is not permitted. The cost of bottled water in many airport concessions is well above street prices and is unpopular with many passengers. Some environmental groups are advocating the elimination of single-use water bottles because of their carbon footprint. Plastic water bottles are constructed of polyethylene terephthalate, can take up to 1,000 years to biodegrade, and require use of more water to make than they contain when filled. The type of plastic used in typical bottled water sold in airports is porous and not safe for refilling. A hydration station (see Figure 8-4) offers an opportunity to provide the airport’s cus- tomers with a cost-effective, environmentally sound alternative to purchasing bottled water. Figure 8-4. Hydration station, San Francisco International Airport Terminal 2.

Improving the Customer Experience—Services and Amenities 129 The hydration station disperses chilled water over a small sink, allowing passengers with reusable water bottles to refill them before or after their flights. San Francisco International Airport has installed them in all of its boarding areas/concourses, and Chicago O’Hare and Midway, Boston Logan, Hartsfield-Jackson Atlanta, and Portland airports have done the same. Portland makes sure its concessionaires offer refillable water bottles. In Atlanta, the water dispensers are retrofitted drinking fountains, with the installation cost paid by Coca- Cola, which is headquartered in Atlanta. Coca-Cola sells a popular brand of filtered bottled water and is testing the program in return for assurances that bottled water sales will not be banned.