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51 C H A P T E R 3 The international departing passenger experience at U.S. airports is primarily the same as for domestic departing passengers. However, there are some key differences, particularly in language capabilities, passenger processing, and certain amenities. Cultural differences are another important factor to consider, especially for foreign travelers. The purpose of this chapter is to provide airport stakeholders with guidelines regarding the basic needs of international departing passengers and innovative approaches to enhancing the customer experience, and the tools to evaluate the international departing passenger experience. Each section identifies the customer needs and expectations and a description of the basic requirements, notable innovations, and performance requirements (where applicable) for each step of the international departing passenger journey. Implementation considerations are provided for each notable innova- tion to assist airport stakeholders in making an initial determination about the benefits and costs of implementing the innovation at their airport. A journey segment evaluation tool is provided at the end of each section highlighting the basic requirements and notable innovations. This evaluation tool is intended to facilitate discus- sion among airport stakeholders regarding their current operation and identify opportunities to improve the customer experience. 3.1 Overview of the International Departing Passenger Journey Segment Figure 3-1 illustrates the journey for international departing passengers. It begins with pre-trip planning and includes the departures processesâticketing/check-in and security screeningâand amenities for departing passengers and ends at the gate holdroom. This chapter covers the originat- ing international departing passenger. Chapter 5 provides information about the airport journey for passengers arriving from an international or domestic flight and connecting to an international flight. As described in Chapter 2, the journey of an international departing passenger includes the following steps: ⢠Pre-trip planning ⢠Journey to the airport ⢠Airport roadway access (including parking) ⢠Terminal departures roadway ⢠Pre-security services and amenities ⢠Ticketing/check-in ⢠Security screening ⢠Post-security concessions and amenities ⢠Boarding International Departing Passengers
52 Guidelines for Improving Airport Services for International Customers 3.1.1 Customer Needs and Expectations The challenges experienced by international departing passengers may include travel anxiety or a culture and/or language barrier. In addition, some passengers have anxiety about being in an unfamiliar airport environment and may have a stressful or enjoyable experience depending on the effectiveness of the wayfinding system. Some of the larger gateway airports span multiple terminal buildings. As part of the pre-departure planning process, passengers need to know basic information such as: (1) when is their flight, (2) on what airline, and (3) what terminal building should they use. Airline code-sharing can fur- ther complicate passengersâ ability to retrieve and process this information as the carriers can be spread out across the airport. The primary purpose of code-sharing is to enhance multiple airlinesâ networks, which may come at the expense of making wayfinding more complex. An unpublished survey carried out at a large U.S. gateway airport found that one in three (approximately 30 percent) of departing passengers did not know which terminal was associated with their flight until arriving at the airport. Instead, they only knew the departure time and the airline name. This required them to follow information signage on the roadway or from the ground transportation provider (e.g., taxi, limo, or shuttle bus driver). In the survey, about half (53 percent) of all departing passengers were infrequent travelers, having only taken one or two flights in the last year. About one-quarter (24 percent) of respon- dents said they could only read a little or no English at all. About half of departing passengers resided in the United States (56 percent) and the other half lived outside the United States (44 percent). About one-quarter (n = 236) of all respondents were asked how they got to the airport. Nearly half of these respondents said they traveled to the airport in a personal car (47 percent) and more than one in four (29 percent) traveled to the airport using a taxi, limo, or shuttle vehicle. The remaining departing passengers used public transportation (7 percent) or some other form of transportation (17 percent). In the survey, departing passengers were asked to rate the relative importance of 15 airport features. The vast majority of respondents rated the following features as very important: ease of wayfinding from public transportation (88 percent), from parking (75 percent), and from taxi, limo or shuttle drop-off (72 percent). Other very important features relevant to departing pas- sengers included: clear roadway signage (82 percent) and parking availability and convenience (77 percent). As illustrated in Figure 3-2, the most important features to departing passengers inside the terminal were helpful staff (81 percent), ease of wayfinding (80 percent), flight information screens (79 percent), and short lines at security (75 percent). The least important features were short walking distances (40 percent) and shopping and restaurants (37 percent). Source: ACRP 03-35 Research Team Figure 3-1. International departing passenger journey segment.
International Departing Passengers 53 3.2 Pre-Trip Planning Pre-trip planning is an essential activity for departing passengers, especially those not familiar with their departure airport. The ability to gather information about their departure experience in advance of their trip helps to reduce the anxiety of being in an unfamiliar place. This may include gathering information about ground transportation options, departures processing options and requirements, and services available at the airport. 3.2.1 Key Activities Pre-trip planning primarily involves the use of one or more websites or mobile apps to collect information that customers need to plan their airport journey. The airport website or mobile apps are most likely the definitive source of information for the airport facilities, including the following: ⢠Ground transportation services ⢠Parking options ⢠Drop-off locations ⢠Airline ticketing/check-in location ⢠Types of check-in methods available ⢠Security screening procedures and availability of special services such as TSA Preü ⢠Concession, services, and amenities available pre- and post-security Airline websites and mobile apps are another common source of information for international departing passengers. While there may be some overlap between the information provided, particu- larly at U.S. airline hub airports, the airlines provide specific information about the air travel portion of the journey, including: check-in options, baggage restrictions, travel document requirements, flight status, and airline specific airport amenities (such as premium lounges). 3.2.2 Customer Needs and Expectations As part of the pre-trip planning process, international travelers need to know the answers to a number of basic questions, including: ⢠What airline are they traveling with? ⢠What is the departure time? Source: ACRP 03-35 Passenger Survey Figure 3-2. Passenger survey results: Most important features in the terminal.
54 Guidelines for Improving Airport Services for International Customers ⢠What terminal building do they need to access to board their flight? ⢠How will they get to the airport? ⢠What travel documents will they need? In addition to these basic questions travelers preparing to depart on an international flight need the following information that may be obvious to the frequent traveler but not evident to those who travel infrequently: ⢠What time do they need to be at the airport? ⢠If taking a personal car, how to get to the airport and where to park? ⢠How much time will it take them to get to the airport? ⢠What are the carry-on and check baggage restrictions imposed by the airline? ⢠What items are not permitted through the security checkpoints? To answer these types of questions, international departing travelers can rely on a number of sources of information. These sources may include their travel agent, their trip itinerary, the air- port phone line or website, the airline phone line or website, and other sources of print or digital information. 3.2.3 Customer Service Person-to-person customer service during the pre-trip planning journey segment is commonly provided by the airlines through their reservations systems. Airports rely heavily on their web- sites and mobile apps to provide all of the information necessary for customers to plan their air- port journey. They do provide social media links, such as Facebook or Twitter, where customers can submit questions and receive responses about services available at the airport, as well as get up-to-date information about special events or services. 3.2.4 Physical Environment The pre-trip planning does not occur at the airport and therefore there are no physical envi- ronment considerations. 3.2.5 Information Dissemination International travelers who are familiar and not familiar with their departing airport can benefit from pre-trip planning efforts. For example, unfamiliar travelers may choose to gather informa- tion in advance of their trip to reduce the anxiety of being in an unfamiliar place. This may include gathering information about services available at the airport, airline ticket counter, virtual guides, security screening checkpoint (SSCP) procedures, and translation services. Both familiar and unfa- miliar customers alike can benefit from information like parking status, and SSCP status. Basic Requirements Airport Websites with Information about Departure Processes at the Airport: The airport website has become an essential form of communicating information to passengers as they plan their trip. The expectation is 100 percent of departing passengers know what airline they will be using; therefore, the primary task is to identify the correct terminal destination. This task is rela- tively simple for airports with a single terminal; however, seven of the eight U.S. airports surveyed have multiple terminals, or dual curbsides (e.g., Atlanta International Airportâs domestic terminal, Denver International Airport, and Tampa International Airport). Consequently, departing pas- sengers must determine which terminal they need to find. The websites of the airports surveyed vary in how a customer can find the answer to which terminal their airline is located.
International Departing Passengers 55 The example in Figure 3-3 illustrates how customers can locate their airlines. The Miami International Airportâs homepage has a user-friendly quick links box located above the scroll with the âAIRLINES LOCATION MAPâ link that connects to a map with terminal alpha list- ings; it is color-coded to indicate the recommended area to park. The airportâs homepage also offers customers a link under the FLIGHT INFO pull-down that links to a similar but different listing. Other airport websites, like San Francisco International Airport, have interactive maps that pinpoint the airline location. This type of information should be displayed so it is easy to find from the website homepage. The other consideration is when an airline operates out of more than one terminal and how to clearly communicate this to the customer. The airport website is the opportunity to educate customers before they leave for the airport to make them aware of this non-intuitive scenario, which is most common when an airline has both domestic and international flights operating Figure 3-3. Airline location information on Miami International Airportâs website. Source: Miami International Airport - http://www.iflymia.com/home.asp
56 Guidelines for Improving Airport Services for International Customers at the same airport but in different terminals. This issue can be further compounded because domestic flights can operate in the named international terminal and conversely there may be international flights that operate in more than one terminal. Therefore, the virtual communi- cation through the airport website serves a vital role for a customerâs pre-trip planning effort. Airport Websites with Parking Information: Another key activity in a customerâs pre-trip planning effort is parking. The primary factors that influence a customerâs parking choice are convenience and price. Of the eight U.S. airports surveyed, four airport websites provide sta- tus of their parking products, which takes on an added importance when the preferred park- ing product is not available. Customers can use this type of information to make an educated decision, which manages expectations versus a last minute change of plan decision when the customer discovers their preferred parking choice is not available and the negative perception that ensues. Some airport websites, like that of JFK International Airport, go beyond the basic open or full status and provide the percentage of spaces available, as shown in Figure 3-4. The websites of all eight U.S. airports provide both price point and description of the parking products available. Airport Websites with Other Language Options: An airport website is an opportunity to address the needs of non-English speaking and limited English proficiency (LEP) passengers with multilingual features. The foreign airports surveyed all have some multilingual capabilities. In comparison, U.S. airport websites are inconsistent in the number of translations available, if any. As discussed in Chapter 2, of the U.S. airports that do offer multilingual websites, all but one use Google Translate. San Francisco International Airport offers basic navigation in eight languages, and has a custom-built website in simplified Chinese, as shown in Figure 3-5. Airport Websites with Helpful Guides: Some airports offer helpful guides on their websites to assist the traveler and familiarize them with the airport. While long lists of wordy instructions on airport websites exist, many are taking advantage of new web technologies available, such as 3D mapping and 360-degree interactive images. Integrating social media and wearables are emerging trends being explored; these trends are not yet fully implemented. With such technology, airports can provide information on their websites to a wider range of customers such as the recommended time to leave for the airport, best parking areas, and check-in and security procedures. Source: JFK International Airport website - http://www.panynj.gov/airports/airport-parking-jfk.cfm Figure 3-4. Status information for parking products on JFK International Airportâs website.
International Departing Passengers 57 Regardless of the type of web technology, customers expect to be able to use the airportâs website to find these processes in one format or another. Airport websites utilizing the latest web trends con- vey trust to the customer that the information is accurate and up-to-date and provides the next level of customer service. While the vast majority of U.S. airports have websites that prepare a customer for their upcoming journey, some even utilize interactive maps, but few achieve the level of sophis- tication exhibited by the Heathrow Airport (see Figure 3-6) and Amsterdam Airport Schipholâs Source: San Francisco International Airport website â www.flysfo.com Figure 3-5. Simplified Chinese version of San Francisco International Airportâs website. Figure 3-6. Example of how information on Heathrow Airportâs website is consistent with visual communication at the security checkpoint. Source: Heathrow Airport website (www.heathrow.com) and ACRP 03-35 Research Team
58 Guidelines for Improving Airport Services for International Customers interfaces and videos. Websites provide tools for advance planning that educates customers and provides visual consistency from home to gate. Animated 3D Mapping: Notable innovations in the United States include Massportâs pre- recorded or animated videos of the international arrivals process on its website and the Logan International Airport app (see Figure 3-7). A key point is the videos are visually consistent with the actual information a traveler sees and experiences in the CBP areas at Logan Airport. This type of information can be presented in multiple languages and with subtitles to provide the verbal and visual cues unfamiliar travelers need when learning about a new experience. 360-Degree Interactive Mapping: Looking beyond animated video, mapping giants such as Google and Apple are branching out to certified indoor mapping professionals. There are dif- ferent levels of indoor mapping but, typically, a professional company will come into an airport terminal and begin taking panoramic photographs every 10-15 feet. When stitched together, this creates a real-time tour allowing customers to click and choose where they would like to focus their attention instead of being guided by a video. Niche companies are emerging that specialize in 360 degree mapping as shown in Figure 3-8, which illustrates what 360 Emirates has coined Dubai 360 and includes Terminal 3 at Dubai International Airport. By offering 360 degree mapping, 360 Emirates has taken online interactive mapping to the next level enabling customers to familiarize themselves with specific key areas of Dubai, including the airport. Coupled with online interactive maps provided by Dubai International Airport, this allows passengers to explore shopping, dining, and other options prior to arriving at the airport. Website Videoconference Translation: Highlighted by Future Travel Experience in 2014, Microsoft Skype has created an innovative tool that combines voice instant message technologies Source: Boston Logan International Airport website â www.massport.com/logan-airport Figure 3-7. Images from Logan International Airport wayfinder app.
International Departing Passengers 59 with a voice-to-text translation engine to deliver near real-time cross-language communication (Ghee 2014). This tool allows two people who do not speak the same language to have a con- versation simply by speaking. This technology makes use of videoconferencing and telepresence technology and is used to enable video-based communication between a customer and an offsite agent. While still in its infancy, many industries have not yet incorporated this technology into their day-to-day operations, but visions of integrating this technology through a web browser could be beneficial. In theory, customers would be able to voice questions or concerns about their upcoming trip rather than searching online or phoning a call center. This technology could facilitate a Skype call with an airline or airport agent, regardless of language. Implementation Considerations Animated 3D Mapping: Animated 3D wayfinding videos are produced by using digital air- port programming information to create 3D animation and mapping applications and require a production team with specialized skill sets. The process begins by gathering mapping data points through a number of resources at the facility. Once the data is collected, specialized software interprets the data and a 3D model is created. Through studies, surveys, and observation, way- finding routes are determined. 3D fly-through images are captured through the software and exported via movie file or built into the website using HTML 5 for mobile applications. Multi- lingual narration is available as well as closed captioning and subtitles. Table 3-1 provides a summary of the implementation considerations for animated 3D mapping. Websites with 360-Degree Interactive Mapping: In the interactive video world, Google is the mainstream provider of indoor airport virtual tours, servicing at least 16 international airports, but other vendors are beginning to provide this service as its popularity increases. Benefits from collaborating with Google include access to the indoor view directly via Google maps. Source: Dubai360 website â http://dubai360.com/#!s=984-terminal-3- concourse-a-duty-free-souvenirs&l=en Figure 3-8. Dubai360: 360-degree interactive mapping at Dubai International Airport.
60 Guidelines for Improving Airport Services for International Customers 360 Emirates virtual tours provide virtual tours in the U.A.E., coined Dubai360, and as popular- ity with the technology increases, more vendors are supplying this service. The size of the facility is what dictates the timeframe, cost of implementation, and the level of difficulty. To have full access to every corner of a terminal, a group of photographers must take a 360 degree picture with a spe- cialized camera approximately every 15 feet. Then the images are stitched together using specialized software. There are different levels of service where only points of interest are photographed, and when a customer clicks to move forward it automatically takes them to the next location instead of showing everything in between. Because this is a web application, it is best suited for the marketing/web development team to work with a vendor directly. Airport property managers may need to be involved when shooting specific tenant locations. Table 3-2 provides a summary of the implementation considerations for 360 degree interactive mapping. Websites with Videoconference Translation: As of early 2016, the beta release of Translator (similar to Skype) requires a separate application download. As the product matures, it can be expected to be integrated into all Skype applications including Skype for Web. At that time, avail- ability to integrate into websites should be available. The power of this tool has been recognized by many industries and is getting traction in the aviation industry as a tool to improve the customer Table 3-1. Implementation considerations for animated 3D mapping and wayfinding.
International Departing Passengers 61 experience. Table 3-3 provides a summary of the implementation considerations for airport web- sites with videoconference translation. 3.2.6 Pre-Trip Planning Journey Segment Evaluation Tool Figure 3-9 provides a summary of the basic requirements and notable innovations described above for the pre-trip planning journey segment for international departing passengers. The items are provided in chronological order to show when or where they should occur in the customer experience for this journey segment. 3.3 Arriving at the Terminal Departures Roadway International departing passengers arrive at the terminal departures roadway via a private vehi- cle or a variety of for-hire or public transportation services. Once they arrive at the terminal depar- tures roadway, they can continue into the terminal or utilize curbside check-in services, if available. As discussed previously, the airport website should provide information about all available ground transportation services, parking options, and passenger drop-off locations and services. For passengers unfamiliar with the airport, navigating the airport roadway system can be a daunting Table 3-2. Implementation considerations for 360-degree interactive mapping.
62 Guidelines for Improving Airport Services for International Customers Table 3-3. Implementation considerations for website videoconference translation. Source: ACRP 03-35 Research Team Figure 3-9. Pre-trip planning journey segment evaluation tool. and stressful experience. Airport operators should provide as much advance information as possible using clear informational and wayfinding signage along the airport access roadway and along the terminal departures roadway. 3.3.1 Key Activities For customers arriving via private vehicles, arriving at the terminal departures roadway includes the following activities: ⢠Enter the airport access roadway system ⢠Identify the location (i.e., terminal) of their airline
International Departing Passengers 63 ⢠Choose between parking or drop-off ⢠Choose between curbside check-in (if available) at a remote location (if available) or the ticketing/check-in counters ⢠Identify the location of their airline along the terminal departures roadway or within the terminal Customers arriving via for-hire or public transportation services have a much more simpli- fied journey and need only to navigate from the drop-off location at their departures terminal or ground transportation center to the location of their airline. The connection from the ground transportation center to the departure terminal may involve another form of transportation, such as a shuttle bus or automated people mover. 3.3.2 Customer Needs and Expectations Some of the larger international gateway airports span multiple terminal buildings. At some airports, certain airlines may depart from more than one terminal, making the task of getting to the correct location at the airport particularly challenging. In addition to establishing the date and time of a flight, the next most vital piece of information for travelers is to know which termi- nal their flight is departing from. An unpublished survey conducted at a large U.S. gateway airport indicates that nearly one in three (31 percent) departing passengers did not know which terminal was associated with their flight until they got to the airport; instead, they only knew the departure time and the airline name. This required them to obtain this information using signs on the roadway or from the transportation provider (e.g., taxi, limo, or shuttle driver). Travelers use many different modes of transportation to get to an airport, and each mode requires information about how to access and navigate the terminal departures roadway. For example, private vehicles would need to know where it is acceptable to drop-off passengers along the terminal departures roadway, the parking options for short-term or long-term stays, and how to navigate to the terminal from the parking facility. Travelers arriving by rental car will need to know where to drop off their vehicle and then how to navigate to the terminal building. About one-quarter (n = 236) of all respondents were asked how they got to the airport. As shown in Figure 3-10, nearly half of these survey respondents said they traveled to the airport in a personal car (47 percent) and more than one in four (29 percent) traveled to the airport using a taxi, limo, or shuttle vehicle. The remaining departing passengers used public transportation (7 percent) or some other form of transportation (17 percent). Figure 3-10. Passenger survey results: Method of getting to the airport. Source: ACRP 03-35 Passenger Survey
64 Guidelines for Improving Airport Services for International Customers 3.3.3 Customer Service A variety of airport stakeholders interact with customers during their journey to the terminal departures roadway. These entities likely include ground transportation drivers, parking atten- dants, law enforcement officers, and airline skycaps. Basic Requirements Ground Transportation Service Providers: The airport customer service training program should include the ground transportation service providers authorized to serve the airport. At a minimum, customer service expectations should be communicated to the service providers and they should be included in any incentive or reward programs that the airport operator maintains for other service providers within the terminal. In addition, customer service standards should be included in the airportâs leases, concession agreements, contracts and permits. On- and Off-Airport Parking: Parking attendants and courtesy shuttle drivers should be included in the airportâs customer service training program because they are a critical link in get- ting many customers from their car to the appropriate departure terminal. They should be able to provide basic information about services available at each terminal, such as airline locations or the availability of TSA Preü and baggage handling assistance. Traffic Enforcement: Traffic enforcement on the international terminal departures roadway is necessary to maintain orderly operation of private vehicles dropping off passengers. Airport customer service and operations should work with law enforcement officers to establish the best approach for achieving this objective, both from a person-to-person interaction and through operational policies. Having law enforcement officers constantly barking at private vehicle oper- ators to move off the curb is not an acceptable customer service and could be viewed as offensive by many foreign cultures. Curbside Check-in: Curbside check-in and baggage drop-off is a service typically provided by the airlines. Foreign carriers seldom provide this amenity due to the infrequent number of flights. However, given the large volume of check baggage associated with international travel, especially for leisure travelers, a shared-use curbside check-in (one that serves multiple airlines) could be considered as a highly desirable amenity for many customers. Because airline skycaps generally work for tips, their approach to customer service is driven by their desire to maximize income. However, they could be included in the airlineâs or airportâs customer service training programs to ensure continuity in the level of service between curbside check-in and check-in located inside the terminal, especially when it comes to providing infor- mation about other services that the customer may desire after checking in. Baggage Carts: Baggage carts should be provided along the terminal building on the departures roadway for departing international passengers with substantial baggage who choose not to utilize curbside check-in. Carts also should be available on the arrivals level roadway for departing pas- sengers who arrive via ground transportation services or courtesy shuttles that only drop-off and pick-up at that location. At U.S. airports, these carts commonly are provided for a charge. 3.3.4 Physical Environment The physical environment of the terminal departures roadway and ground transportation area should minimize pedestrian-vehicle conflicts and promote a sense of safety and security. It should also provide clear sightlines to facilitate easy identification of airline locations. Because the terminal departures roadway is commonly on the upper-level, protection from the weather is needed.
International Departing Passengers 65 Basic Requirements Departures Roadway Configuration: The private vehicle drop-off area for departing passengers should be on the same level as ticketing/check-in so that customers do not have to change building levels. Passengers arriving via commercial vehicles, however, are commonly dropped-off on another building level. The passenger flow for these customers should be straightforward and minimize U-turns and changes in direction; it should be logical and intuitive, not counter-intuitive. Large- capacity, flow-through elevators are especially beneficial for international departing passengers who must change building levels as they likely have substantial baggage. Pedestrian Safety: Pedestrian safety is the most important consideration for the physical envi- ronment of the terminal departures roadway and ground transportation area. Many terminal departures roadways are used exclusively for private vehicles and for-hire vehicles, such as taxis and limos. Commercial vehicles and courtesy shuttles are typically on the arrivals roadway. Grade-separated pedestrian crossings should be provided from the terminal parking areas. This increases capacity of the terminal departures roadway by reducing pedestrian crossings and improves the customer experience. Covered Unloading Areas: A canopy should be provided to cover at least one-and-a-half vehicle lanes (approximately 18 to 20 feet) from the edge of the curb to protect well-wishers and customers from inclement weather during drop-off. Hourly Parking: Hourly parking (two hours or less) should be provided close to the terminal entrance so well-wishers can park while dropping off their party. This parking area is commonly located in the terminal parking garage. 3.3.5 Information Dissemination Airport roadways present a unique challenge for motorists, especially for infrequent travelers or those making their first trip to the airport. Motorists are faced with several decision points in close proximity to one another as they transition from adjacent freeways to the airport. Basic Requirements Airline Terminal Listings: Airline location information is typically not provided at airports with a single terminal and a common departures roadway. It is commonly provided at airports with multiple terminals (e.g., Boston Logan, Dallas/Fort Worth International, JFK International, and Los Angeles International) or a split departures roadway serving a single terminal, such as Atlanta International, Denver International, and Tampa International airports. For signs that list airlines and terminal assignment, many airports list more than three airlines on a single guide sign. If this practice is adopted, the following guidelines should be considered: ⢠List the airlines alphabetically and spread out the list as much as possible to avoid information overload. If necessary, use multiple signs. ⢠Provide adequate letter size for easy and quick legibility of all airlines listed before the sign is passed at the operating speed (assume approximately 1/2 to 1 second reading time per major word or name and legibility of 30 feet per inch of letter height). ⢠Provide good letter-to-background color contrast for easy reading. ⢠Provide adequate space (see the following section regarding spacing rules) between successive signs to provide mental processing of the information provided. ⢠Repeat the signs to the extent possible. Dynamic Message Signs (DMS): The use of dynamic message signs on the roadway can help benefit the airport, airlines and most importantly the customer. International terminals tend to
66 Guidelines for Improving Airport Services for International Customers include a wide range of air carriers which in turn determines the capacity requirements for the roadway signage. Airlines also tend to change for a variety of reasons, such as mergers, new start- ups, season service, etc. Whether driven by capacity issues or name changes, DMS can keep pace with these demands and deliver accurate information to the international traveler as changes to DMS only require changes in the electronic airline listing database. Analysis of existing structures: A key consideration for new digital airline listing display is the structure. New overhead roadway sign structures can easily cost $100,000 or more, so reusing exist- ing structures can yield significant cost savings. An analysis of the existing sign structure should be performed in accordance with AASHTO Standard Specs for Structural Supports for Highway Signs, Luminaires and Traffic Signals. Design criteria included allowances for wind (snow and ice loading in northern locations) in addition to the weight of the new digital LED sign. Viewing Distances: The maximum distance travelers can identify a message on a DMS is called legibility distance. The Manual of Uniform Traffic Control Devices (MUTCD) does not indicate how bright the LEDs on a DMS should be, but it is strongly recommended that a display brightness of at least 9,200 candela per square meter (d/m2) is used. All DMS should have intensity adjustment to optimize legibility in all ambient light levels. DMS DisplayâBranding vs. Generic Listings: Monochrome displays are the most economi- cal and can display airline names using simple fonts; however, full-color systems have the ability to display full-color images and even video, meaning airline logos can be displayed, as shown in Figure 3-11. Standard Character Height: DMS units are available in character sizes such as 12-inch, 9-inch, or 6-inch. Any character, however, can be doubled (or more) in size. For example, 6-inch characters can be doubled in height to produce 12-inch characters; that character would contain more pixels and thus be clearer than a standard 12-inch character, as shown in Figure 3-12. Terminal Identification Signage: As discussed previously, the expectation is 100 percent of departing passengers know what airline they will be using, therefore the primary task is to identify the correct terminal departures roadway drop-off area. This seemingly simple task can be chal- lenging for airports with multiple terminals. Consequently, departing passengers must determine which terminal they need to find. So, in addition to airline identification signage, each terminal needs to also be clearly identified (e.g., A, B, C, D, etc., or T1, T2, T3, etc.). Figure 3-11. Roadway airline listings at Phoenix Sky Harbor International Airport. Source: Photo courtesy of 115 Degrees West
International Departing Passengers 67 The example in Figure 3-13 shows how the international terminal identification at Los Angeles International Airport is repeated three times: on the canopy, on the building, and over the entrance. Combined with dynamic airline identification signs, this level of redundancy helps provide cus- tomers with confidence and a level of comfort that they are at the correct terminal. This infor- mation, along with the drop-off location for each airline, is also reinforced by the terminal map available on the Los Angeles World Airports website, as shown in Figure 3-14. Digital Airline Identification Signage: When approaching the terminal departures roadway, customers first look for airline identification signage directing them to drop-off location for each airline. As technology advances and common-use infrastructure becomes more prevalent, there is an opportunity to move away from static signage where each airline is assigned a fixed position, to a shared, common-use approach. Moving to a common-use, shared departures roadway environment requires constant refresh- ing of airline location identification, which static airline identification signage does not efficiently offer. The departure roadway signage is controlled by airport personnel and can become costly and impractical to constantly update. As illustrated in Figure 3-15, utilizing digital signage for this Figure 3-12. Recommended maximum viewing distances when using nominal 7î³5 font. 12"/66 mm 12"/34 mm 12"/20 mm Source: Daktronics website â www.daktronics.com Figure 3-13. Terminal identification signage at Los Angeles International Airport Tom Bradley International Terminal. Source: ACRP 03-35 Research Team
68 Guidelines for Improving Airport Services for International Customers purpose allows the airport to update the sign dynamically each time there is a position change. Additional benefits, such as better space allocation and utilization, exist by allowing the available departures roadway positions to adjust to where an airline is operating its ticketing/check-in functions versus a static position based on the signage. Implementation Considerations Digital Airline Identification Signage: Signage that identifies the airlines within a terminal provides an essential confirmation to the customer. Costs to be considered with the implemen- tation of digital airline identification signage include: ⢠Static signage will cost less to implement upfront, but will cost more in the long-term to main- tain and update as airlines change. The display capacity can become an issue when there are more airline names to list than the static sign has space available. Source: ACRP 03-35 Research Team Figure 3-14. Dynamic airline identification signs and airline terminal map for Los Angeles International Airport. Figure 3-15. Example of digital airline identification signage at Atlanta International Airport International Terminal. Source: ACRP 03-35 Research Team
International Departing Passengers 69 ⢠Dynamic signage will typically cost considerably more to implement up front, but can save money in the long term by making changes to the airline information quickly and efficiently without the need to physically change the signage. Display capacity issues can be addressed by programming the dynamic signs to accommodate additional airlines. As with the introduction of any digital signage project in an airport, the existing conditions, content, and control factors need to be considered. Specifically, with the implementation of departures roadway airline identification signage, display selection becomes the first major deci- sion. Figure 3-15 illustrates a direct view LED display with airline identification information. LED signs are popular in this scenario over a traditional LCD display because they are typically weatherproof and modular-sized, allowing for a wide variety of bar-shaped displays, similar to what customers are used to seeing in the static form. While LCD manufacturers have begun to develop non-traditional bar-shaped displays, few choices are available. Also, LCD displays typi- cally require an additional weatherproof enclosure to protect them from the elements. One ben- efit to a traditional LCD display is its true HD resolution. Depending on the content and physical considerations, this decision likely requires detailed planning and cost analysis. Table 3-4 provides a summary of the implementation considerations for digital airline identi- fication signage. Table 3-4. Implementation considerations for digital airline identification signage.
70 Guidelines for Improving Airport Services for International Customers 3.3.6 Arriving at the Terminal Departures Roadway Segment Evaluation Tool Figure 3-16 provides a summary of the basic requirements and notable innovations described earlier for the arriving at the terminal departures roadway journey segment for international departing passengers. The items are provided in chronological order to give an indication of when or where they should occur in the customer experience for this journey segment. 3.4 Terminal Roadway to Check-In The terminal roadway to ticketing/check-in lobby journey can be an overwhelming experience as customers are provided with myriad information about services, concessions, airline loca- tions, check-in options, and FIDS. While most customers know which airline they are departing on, they may not be as familiar with the arrangement of the facility or the check-in process. 3.4.1 Key Activities The terminal roadway to ticketing/check-in journey segment includes the following activities: ⢠Enter the ticketing/check-in lobby from the terminal roadway ⢠Identify the desired airline location ⢠Seek additional services, such as currency exchange, business center, or baggage shrink wrapping, prior to check-in ⢠Proceed to the desired airline check-in location ⢠Decide between various check-in options ⢠Complete check-in ⢠Proceed toward the security checkpoint 3.4.2 Customer Needs and Expectations From the terminal roadway, passengers will locate the entrance to the terminal (preferably one closest to their airlineâs check-in counters). To assist passengers in locating the correct terminal entrance point, airline identification signs are provided on the terminal roadway. These airline signs must have sufficient letter heights that can be read by drivers from a distance. Source: ACRP 03-35 Research Team Figure 3-16. Arriving at the terminal departures roadway journey segment evaluation tool.
International Departing Passengers 71 Once inside the terminal, passengers can become overwhelmed with visual information from overhead signs and stanchions located to the left, to the right, and straight ahead as they visually scan the hall for the check-in counter associated with their airline. While airlines operating international flights typically offer passengers different options for the check-in process (e.g., self-service or agent), passengers must have their identification and travel documents verified by an airline agent. International flights can accommodate hundreds of passengers, which can create long lines at the check-in counters. Waiting in line is typically a frustrating process and a source of passenger dissatisfaction, especially when check-in counters are understaffed. In the survey, the vast majority of departing passengers were satisfied with the waiting time at the check-in line and the helpfulness of the check-in staff. Only 6 percent expressed dis- satisfaction about the length of time spent waiting and only 4 percent indicated that the check- in staff was not helpful. The two airports with the highest present of dissatisfied customers, 11 percent and 9 percent, had very constrained queuing areas and one was in the process of being reconfigured. 3.4.3 Customer Service Person-to-person customer service in the ticketing/check-in lobby is provided by a wide range of entities, including: ⢠Airport information counter staff ⢠Airline agents ⢠Concessionaires ⢠Service providers Another customer service element is the availability of baggage carts to help customers trans- port their baggage. It is also at this point in the customerâs journey that customers are provided with differentiated facilities and services depending on their class of travel or frequent flier sta- tus. This is an important part of the airlinesâ customer service approach and is typically provided by the airlines. Basic Requirements Airport Information Counter: The airport information counter should be positioned near the center of the departures hall and be highly visible from each of the entries. It should be staffed by customer service representatives who have been provided with responses to frequently asked questions (FAQs), are very familiar with all of the airport facilities, and have a way to look up additional information, such as a computer or tablet, which the customer may desire. The information counter may also provide flight information and other relevant information, such as shopping or dining options, that may be of interest to the customer. As shown in Fig- ure 3-17, the customer service center in the Terminal 3 departures hall at Beijing Capital Airport provides a variety of information in addition to serving as a point of interaction between custom- ers and customer service representatives. Munich Airport has implemented an innovative approach for providing information services at key locations other than the departures hall where departing passengers may need assistance. The InfoGate Counter allows for interaction between customers and customer service person- nel via life-size videoconferencing, as shown in Figure 3-18. These are placed in areas with high volumes of customer traffic that departing customers regularly pass through before they reach the departures hall.
72 Guidelines for Improving Airport Services for International Customers Source: ACRP 03-35 Research Team Figure 3-18. InfoGate counter at Munich Airport Terminal 2. B-59 Source: ACRP 03-35 Research Team Figure 3-17. Airport customer service center at Beijing Capital Airport Terminal 3. Services: International departing passengers may require additional services as compared to domestic passengers due to the length and nature of their trip. The following services should be provided in the departures hall: ⢠Foreign currency exchange ⢠Baggage shrink wrapping ⢠Baggage carts
International Departing Passengers 73 Amenities: International departing passengers typically arrive at the airport earlier than domes- tic passengers due to the guidance from the airlines to arrive at least two hours prior to departure. Also, depending on where the customers are staying, such as a hotel, and the departure time of their flight, they may arrive at the terminal several hours prior to departure. Some airlines, particularly foreign carriers with only one or two flights a day, do not open their ticket counters until two or three hours prior to departure, which leaves passengers waiting in the departures hall with their luggage. Given this potential for long waiting periods prior to check-in, the following amenities should be considered in the departures hall: ⢠Food and beverage outlets ⢠Retail kiosks or shops ⢠Waiting areas with seating and personal technology charging stations ⢠Entertainment options, such as museums, art displays, children play areas ⢠Nursing rooms ⢠Business centers Premium Concierge Services: While some airlines provide concierge services for their most valuable customers as well as to customers who pay for the service, there are many for-hire service providers who will provide meet and greet services for customers. Customers traveling in First or Business Class who do not qualify for airline-provided concierge services may be interested in hiring someone to assist them while at the airport. These services may include the following: ⢠Meet the customer at the terminal curb, assist with their luggage, and escort them to the air- lineâs check-in location ⢠Expedite the customer through security (via premium passenger lanes) ⢠Escort the customer to the departure gate IATA Fast Travel Program: IATA has developed a Fast Travel Program that seeks to improve the customer experience by reducing the time necessary for check-in and reduce costs for the industry. Three components of that program related to check-in are document scanning, bags ready-to-go, and self-service check-in. Document scanning allows customers to scan their travel documents at a self-service kiosk rather than going to a check-in counter to complete the required identification check. Bags ready-to-go enables customers to print baggage tags at a kiosk and deliver their check baggage tagged and ready for acceptance at the check-in counter or bag drop location. Self-service check-in allows passengers to obtain their boarding pass via self-service kiosk, the web, or on their mobile device thereby avoiding long lines at the check-in counters. Implementation Considerations Virtual Information Counter: Virtual information counters, such as the InfoGate Counter at Munich Airport, provides an opportunity for airport customer service staff to interact with customers at key locations without having to staff a traditional information counter at each location. The customer service agents are located in a central control room and have access to a wide array of information that the customer may be interested in. This allows a few customer service representatives to provide face-to-face (via videoconferencing) customer service that would otherwise require several customer service representatives, depending on the number of locations. In addition, once the technology infrastructure is in place, the only additional cost of expanding the service to more locations is the cost of the counter itself. Table 3-5 provides a summary of the implementation considerations for virtual information counters. 3.4.4 Physical Environment The departures hall of most international terminals is a significant architectural statement that reflects the importance of global air travel to the community. They are often large, open
74 Guidelines for Improving Airport Services for International Customers spaces that can become congested during the busy periods but seem grossly oversized and empty outside of those times. Access to the departures hall may be from various points as customers arrive via private vehicle, ground transportation services (likely located on a different level) or enter from the parking garage. Customers are commonly given many choices of services, ameni- ties, check-in options, and routes to the subsequent step in their journey. The primary elements of the physical environment in the departures hall that influence the customer experience include the following: ⢠Natural wayfinding through a clear line of sight ⢠Logical progression from the terminal entrance through the check-in process ⢠The ability to choose the type of check-in process ⢠Sufficient space to allow for unencumbered movement from one step to the next Basic Requirements Natural Wayfinding: The architecture and interior design of the departures hall should facili- tate natural wayfinding by using visual patterns and physical elements to guide passengers from the various entries to the departures hall through the check-in process and then to the security screening checkpoint. Given the myriad decisions that customers have to make in the departures hall, natural wayfinding is important to reduce anxiety associated with not knowing where to go for the next step in the process. Figure 3-19 provides an example of how the interior design guides the passenger flow from the front of the departures hall (left side of picture) through the check-in process (center) and then to the security checkpoint. The lighting in the ceiling and the floor patterns are the primary elements of natural wayfinding in this example. Table 3-5. Implementation considerations for virtual information counters.
International Departing Passengers 75 Logical Passenger Flow: In combination with natural wayfinding, the passenger flow from one step in the process to the next should be logical and not require backtracking or circuitous routes. Many international terminals have ticketing/check-in counters arranged in an island layout whereby passengers flow from the entrance of the departures hall, to the check-in coun- ters located in the islands, and then onward to the security checkpoint, progressing through the departures functions in the same direction of travel. As shown in Figure 3-20, some international Source: Photograph by Chris Cunning Photo, courtesy of Gresham, Smith and Partners. Figure 3-19. Example of natural wayfinding elements at Atlanta International Airport International Terminal. Source: ACRP 03-35 Research Team Figure 3-20. Angled ticketing/check-in counter islands at Hartsfield-Jackson Atlanta International Airportâs International Terminal.
76 Guidelines for Improving Airport Services for International Customers departure terminals utilize angled ticketing/check in counter islands to create a logical passenger flow from the entrance of the departures hall toward the security checkpoint. Airline Check-in Options: Passengers departing on international flights should be given an opportunity to select the type of check-in process that they are most comfortable with: agent-based full-service or self-service. Premium passengers may choose to utilize the full-service counters designated for their class of travel or status because they like the personal attention or they may choose self-service for more expeditious processing. Many overseas airports, especially those in Europe, provide a variety of self-service check-in options, including self-tagging of check baggage. Figure 3-21 illustrates how the various check-in optionsâself-service boarding pass (Step 1), bag- gage drop (Step 2), and full-service (behind the self-service options)âcan be arranged in a logical progression. For most international flights departing the United States, it is necessary for an airline repre- sentative to verify the passengerâs identity and travel documents prior to the kiosk printing the boarding pass and baggage tag(s). This generally limits the placement of the self-service board- ing pass kiosks to the immediate vicinity of the check-in counters or baggage drop locations to reduce the staffing burden on the airlines. Arrangements such as that shown in Figure 3-21 are applicable to U.S. airports and should be considered in the design of new international terminals or significant renovation of existing international terminals. Self-Tagged Baggage: The self-check revolution has evolved from allowing a customer to check into a flight by printing a boarding pass at home or at a kiosk, to offering customers the option to do the same with a permanent checked baggage tag. This has been a popular concept at foreign airports, first implemented by Air New Zealand in 2008, and allows a passenger checking baggage to print a baggage tag at home or at a self-service kiosk, secure it to their bag and bring it to a designated drop-off area at the airport without the help of an airline agent. According to Nicas and Shukla, in 2015 more than a third of global airlines ask fliers to tag their own bags, compared to 13 percent in 2009, and it is estimated that by 2018 more than three-quarters intend to offer the service. TSA has recently made it easier in the United States to offer this service and major airline groups are beginning to take advantage across the country. The next phase in the self-baggage tagging revolution incorporates permanent baggage tags, as shown in Figure 3-22. These baggage tags attach to a customerâs luggage and digitally display Source: Heathrow Airports Limited. Accessed at mediacentre.heathrow.com, copyright protected. Figure 3-21. Airline check-in options at Heathrow Airport Terminal 2.
International Departing Passengers 77 flight information using e-paper (like an e-reader). The information is updated using a cus- tomerâs smartphone via near field communications (NFC) or radio frequency identification (RFID) technology and is powered by an ultra-low power supply that could allow the device to operate up to five years, even with frequent use. The tag displays the destination information and a traditional bar code that any airport in the world can scan as is currently done with printed tags. If the customer has a mid-trip change, the tag can be updated to reflect the new course. Unencumbered Passenger Flow: The size and configuration of the departures hall should facilitate unencumbered passenger flow during the peak periods. While this is commonly iden- tified as the level of service (typically a specified area per person), the intent is to provide clear circulation routes so that passengers who have completed a step in the process can proceed to the next stop without having to fight through a crowd of people moving in different directions. This situation most commonly occurs when the queue for the ticketing/check-in counters spills into the circulation path to the security checkpoint. Planners must accurately determine the queuing requirements based on realistic conditions so that the designers can create distinct areas for the queuing and circulation that minimize or eliminate cross-flows. Sensitivity analysis should be conducted during the planning phase to determine the queuing requirements of various perfor- mance and level of service scenarios to examine the potential conflict of queuing and circulation. Implementation Considerations Self-Tagged Baggage: Self-tagging kiosks are beginning to emerge in the United States (based on new TSA regulations) providing airports that currently offer CUSS kiosks an opportunity to provide this service to their customers. Airlines must still staff bag drop areas because security regulations require airline agents to check the identification and verify the travel documents of international passengers, which according to the TSA, is not likely to change. Table 3-6 provides a summary of the implementation considerations for self-tagged baggage. 3.4.5 Information Dissemination The best wayfinding is based on spaces designed with intuitive, open, and direct line of sight to the destination. However, not every international departure terminal benefits from this design feature. Factors such as the ground transportation operation located on a different roadway than the ticketing/check-in level will necessitate the need for clear signage located at key deci- sion points to help unfamiliar international travelers find their airline in large departure halls. Source: DS Tags website â www.dstags.com Figure 3-22. Example of a permanent baggage tag.
78 Guidelines for Improving Airport Services for International Customers Passengers with disabilities finding their way from the departures roadway to the ticketing/ check-in areas can benefit from several enhancements and strategies. Tactile routes (that use markedly three-dimensional texture designed to be perceived under the feet) lead to key points of interest, such as information desks, that are equipped to provide assistance to passengers with low vision and no vision, as shown in Figure 3-22. Other examples include assistance or a means to request assistance that is available outside the terminal, e.g., curbside check-in, accessible kiosk/call point, or telephone identified by an easily visible and tactile sign. For large departure halls, digital signage provides an efficient way of providing wayfinding information relevant to only the air carriers operating in a given time frame. A static sign would have to show all potential airlines and direction. Simplifying the amount of information reduces confusion (see Figure 3-23). Basic Requirements Flight Information Display Systems (FIDS): Between the departures roadway and check-in, FIDS are the standard for giving passengers the most current information about flight status, departure time, and gate. The industry standard format for FIDS in the United States is alphabeti- cal (by destination), though occasionally an airport will use a chronological display (by departure time). Many foreign airports sort the listings chronologically. Information displays may also show codeshare flights but not all airports are doing this. Figure 3-24 provides examples for both for- mats for FIDS. While it is acceptable to display content alphabetically or chronologically, the first column listed on the FIDS should display the data that sorts the flight information. Table 3-6. Implementation considerations for self-tagging and permanently tagged baggage.
International Departing Passengers 79 Source: ACRP 03-35 Research Team Figure 3-23. Left photo: Accessible tactile route leading to key points like information center and ticket agent. Key touch points for verbal communication at Munich Airport. Right photo: Check-in location signage by airline including accessible check-in counters at Munich Airport. Source: ACRP 03-35 Research Team Figure 3-24. FIDS sorted alphabetically by destination at Miami International Airport and FIDS sorted chronologically at Amsterdam Airport Schiphol.
80 Guidelines for Improving Airport Services for International Customers Location of the FIDS for international travelers is another consideration. Mapping interna- tional customer circulation paths that account for both horizontal and vertical flow within the terminal will help to identify the best overall FIDS location. This can be adjacent to entry points, elevators/escalators that are prior to the check-in area or consolidated after the check-in area but prior to the security checkpoint. FIDS with Alternate Content: FIDS are a key touch point in the passenger journey that cre- ates a natural opportunity to communicate additional alternate content as a means to enhance customer experience. As shown in Figure 3-25, the FIDS at Heathrow Airport confirm flight status and provide check-in zone information; this connects passengers with the large overhead zone designation signage to guide them to the correct ticket counter area. Extra displays are used to educate departing passengers on check-in information relevant to boarding passes, bag drop, and special assistance. This type of information can be especially helpful for international travelers unfamiliar with U.S. airport check-in procedures. Other screens provide security infor- mation and marketing that promotes the Heathrow Airport brand. Directories: For facilities with limited pre-security amenity choices, directories in the depar- tures hall area supply the necessary information that helps customers decide if they want to eat or shop before or after they go through security. Static directories can be a simple but direct, low- cost option versus the higher cost interactive touch-screen directory option, which is discussed in Section 3.5.5. Figure 3-26 shows examples of static and interactive directories. Implementation Considerations FIDS with Alternate Content: Providing passengers with alternate content on an existing digi- tal display used to show other content typically can be accomplished through the CMS by build- ing a template structure for the content, linking the correct data aggregators to the template and scheduling the content within the CMS. The key is to keep the content current and accurate. By using data aggregators and constantly updated data streams, this is easily accomplished. If using static images for events, ensure there is an expiration date for the information and schedule a backup of the content that is not time sensitive. Displaying outdated content is the fastest way to Source: ACRP 03-35 Research Team Figure 3-25. FIDS at Heathrow Airport Terminal 4 departures hall use alternate content (on first and fourth displays) to enhance the customer experience.
International Departing Passengers 81 lose customer trust in all digital content. Table 3-7 provides a summary of the implementation considerations for FIDS with alternate content. 3.4.6 Terminal Roadway to Check-In Journey Segment Evaluation Tool Figure 3-27 provides a summary of the basic requirements and notable innovations described earlier for the terminal roadway to check-in journey segment for international departing Source: ACRP 03-35 Research Team Figure 3-26. Directories in the departures hall (Left photo: JFK International Airport, Right photo: Atlanta International Airport). Table 3-7. Implementation considerations for alternate content at existing digital display locations.
82 Guidelines for Improving Airport Services for International Customers passengers. The items are provided in chronological order to give an indication of when or where they should occur in the customer experience for this journey segment. 3.5 Check-In to Security Checkpoint Upon completing the check-in process, passengers typically proceed directly to the security checkpoint for security screening. This segment of their airport journey should be straight- forward and provide an opportunity for customers to say goodbye to well-wishers and prepare for the security screening process. The security screening process itself can be a stressful experi- ence for passengers, especially those who travel infrequently, have not traveled in the United States since September 11, 2001, or who have very little English language capabilities. 3.5.1 Key Activities The key activities included in the check-in to security checkpoint journey segment include the following: ⢠Utilize post check-in amenities, such as restrooms or nursing rooms ⢠Say goodbye to well-wishers ⢠Enter the queue for the security checkpoint ⢠Undergo security screening 3.5.2 Customer Needs and Expectations After passengers have completed the check-in process, they require directional information to their gate. Along the path to their gate, passengers are required to pass through a security checkpoint. Since an international flight typically includes hundreds of passengers, the length of the queue at security checkpoints is likely to be long during the busy periods. In the survey, three-quarters of departing passengers indicated that short lines at security were very important to them. About one in eight departing passengers expressed some dissatisfaction with each of the following aspects of the security checkpoint screening process: long wait time at security (14 percent), lack of clear explanation of the screening procedure (14 percent), and unhelpful security staff (13 percent). Source: ACRP 03-35 Research Team Figure 3-27. Terminal roadway to check-in journey segment evaluation tool.
International Departing Passengers 83 Research by McIntosh et al. (1998) validates that the security clearance process is one of the more stressful portions of a passengerâs journey. Additional research by Thompson et al. (1996) has also shown that perceived wait time has a greater influence on passenger satisfaction than actual wait time. Therefore, providing information, projecting quality, and managing wait time perceptions and expectations may be more effective than reducing actual wait time. 3.5.3 Customer Service Person-to-person customer service during this journey segment primarily involves interac- tion with the staff managing the security checkpoint queue and the TSA officers conducting the security screening. The security checkpoint queue is commonly divided by class of service (first/ business or economy), frequent flier status, and TSA Preü. The queue manager is responsible for helping customers get into the appropriate line based on their qualification. Basic Requirements Customer Service Staff and Officer Attitudes: The queue manager is typically the first point of contact at the security checkpoint. They should provide customers with the reassur- ance that they are in the proper line and should be able to answer any questions about the screening process that the customers might have. The tone of their voice and attitude should be pleasant and reassuring to minimize the anxiety many customers have about the security screening process. TSA officers have the dual responsibility of ensuring that passengers are not bringing any items that are prohibited into the secure area while at the same time representing the U.S. government. Their attitude must be polite and professional while maintaining orderly operations. Barking orders or using a raised voice to convey instructions should be strongly discouraged as this not only heightens the customersâ anxiety levels but may also be offensive to many foreign cultures. Observations and stakeholder discussions conducted at the overseas airport for the research identified that the attitude of the staff at the security checkpoint has a major influence on the cus- tomer experience. This was especially apparent at Seoul Incheon Airport, an airport renowned for its excellent customer experience, where staff at the security checkpoint used normal voices and had a professional approach to providing instructions and interacting with customers, even in situations where customers were being inconvenienced due to prohibited items or inadmis- sible carry-on baggage. Wait Times at the Security Checkpoint: One of the key measures of customer service in the check-in to security checkpoint journey segment is wait times at the security checkpoint. IATA recommends standards for both wait time and the waiting space (IATA 2014). The IATA standards for economy class wait time are less than 5 minutes for Over Design, 5-10 minutes for Optimum, and greater than 10 minutes for Suboptimum. The wait time standards for business/first class are zero minutes for Over Design, 0-3 minutes for Optimum, and greater than 3 minutes for Suboptimum. The IATA standards for waiting space are greater than 13 square feet per pas- senger for Over Design, 10.8 to 13 square feet for Optimum, and less than 10.8 square feet for Sub optimum. The TSA has informally established wait time targets of 10 minutes for all passengers, which falls in the top end of the IATA Optimum range for economy class pas- sengers. Airport stakeholders and local TSA leadership should work collaboratively to iden- tify staffing requirements, processes, and physical solutions to achieve average wait times of 10 minutes or less for regular customers (excludes Preü or frequent fliers using designated lanes) during the busy periods.
84 Guidelines for Improving Airport Services for International Customers 3.5.4 Physical Environment The physical environment for the check-in to security checkpoint journey segment is an impor- tant component of the customer experience. The route to the security checkpoint should be clear of obstacles and the space where the security checkpoint is located should facilitate passenger processing and provide a sense of calmness. Basic Requirements Restrooms: Restrooms should be located along the route from check-in to the security check- point or at least be within close proximity so that customers can utilize the facilities in advance of security screening, particularly as the queues may become long during peak periods. Security Checkpoint Area Interior Design: The interior design of security checkpoint area creates the context for the security screening process, which commonly involves queuing, verbal and written instructions from TSA officers, the removal of liquids, computers and clothing/shoes, screening, and then collecting the items and recomposing. All of these activities can be quite stressful. Several airports in the United States have created hotel-inspired security checkpoint environments by including furniture, wall art, lighting, music, recorded instruction messages, and custom video content, developed in conjunction with major hotel brands to provide higher levels of comfort and customer service. San Francisco International Airport has incorporated large recompose areas into their terminal design guidelines. As shown in Figure 3-28, these areas are located immediately after the security checkpoint and provide customers with a designated space to place their items into their carry-on baggage and put their clothing/shoes back on. This is especially beneficial for international trav- elers who may be traveling with large groups or several family members and need more space to recompose themselves. Stylish seating and forms of art are used to designate the space and create a calming and relaxing environment after the security screening process. It also allows customer an opportunity to gather their thoughts and plan the rest of their airport journey. Smart Security: Amsterdam Airport Schiphol introduced a new approach to security check- point design, as shown in Figure 3-29, by creating an environment that makes the security Source: San Francisco International Airport Media Collective. Accessed at sfomedia.widencollective.com Figure 3-28. Post-security recompose area at San Francisco International Airport.
International Departing Passengers 85 process as pleasant and efficient as possible. The materials used in the floor and ceiling reflect nature and create a sense of calmness. Even the screening equipment is designed to be more visually appealing. The checkpoint equipment arrangement is based on the smart security initiative, a joint program between IATA and ACI, which seeks to strengthen security, increase operational efficiency, and improve the passenger experience. According to ARUP (2016), the area required for this arrange- ment is approximately 100 percent larger (excluding the queuing and recompose areas) than that for TSA standard security checkpoints in the United States, but the processing rate is anticipated to be approximately 150 percent greater. Figure 3-30 provides a side-by-side comparison of the smart security configuration and the TSA standard security checkpoint configuration. One of the key elements of the smart security configuration is the use of parallel divestment sta- tions or tray loading solutions on the divestiture end of the x-ray rather than the standard single- file line used in TSA checkpoints. The parallel divestment stations approach utilizes designated Source: Amsterdam Airport Schiphol. Accessed at http://www.schiphol.nl/B2B/RouteDevelopment/NewsPublications1 /RouteDevelopmentNews/AmsterdamAirportSchipholNewSecurityControl EnhancesComfort.htm Figure 3-29. Security checkpoint design at Amsterdam Airport Schiphol. Source: ARUP Figure 3-30. Smart Security and TSA standard security checkpoint comparison.
86 Guidelines for Improving Airport Services for International Customers spots for customers to divest their belongings without feeling rushed because they are holding up the line. In conjunction with the automatic bin return system, this ensures that the through- put capacity of the x-ray is fully utilized. Customers who need longer to divest their belongings also feel less stressed because they are not holding up the people behind them. More informa- tion about smart security can be found at: http://www.iata.org/whatwedo/security/Documents/ SMART%20SECURITY_ALL.pdf. Implementation Considerations Smart Security: The smart security initiative involves the same equipment as the standard TSA security checkpointâcarry-on baggage x-ray and advanced imaging technology portalâbut has a different layout and operational process (Table 3-8). The layout requires more width and length per lane than a TSA security checkpoint resulting in an increase in total area of approximately 100 percent. The most significant operational process change is the use of matrix loading on the divestiture end of the screening process versus the TSA standard single-file line. The result however is a 150 percent increase in the processing rate. This could reduce the number of lanes or reduce the waiting time for customers. Fewer lanes could possibly reduce the TSA staffing Table 3-8. Implementation considerations for Smart Security.
International Departing Passengers 87 requirements while lower wait times would give customers more time post-security to shop or dine before their flight. While the TSA Checkpoint Design Guide (Revision 5.1 issued May 7, 2014) does not currently reflect the smart security initiative, airport planners and designers should consider the implica- tions of converting the TSA checkpoint into a smart security configuration at some point in the future. This would likely require providing additional length between the queue and the recom- pose areas and ensuring that the functions on each side of the checkpoint could be converted to additional screening area at a future date with minimal cost impact. 3.5.5 Information Dissemination Airports receive lower customer satisfaction scores at the security checkpoint than many other segment of the customer journey. According to the survey, 64 to 65 percent of passengers rated their satisfaction on wait times, explanation of procedures, and helpfulness of SSCP staff as âvery goodâ or âexcellent.â As discussed previously, an airport can use touch points like their website and alternate content on digital signage to help educate unfamiliar international travelers prior to reaching the security checkpoint about what they can and cannot take through security as well as all other pertinent procedures. Airports wanting to improve the security checkpoint customer experience also can apply research-based design principles that reflect how psychology is a significant element in the security checkpoint queuing experience (de Neufville and Odoni 2003). ⢠Physical environment: A comfortable environment, such as seating availability and tempera- ture, is a central influence on perceptions about delays; passengers will be more tolerant of the situation and have reduced negative reactions. ⢠Information: Customersâ perceptions of wait times are typically longer than the actual wait times; therefore, passengers will be more patient when they are provided real-time informa- tion. This information can be communicated visually on display monitors, and virtually on airport mobile apps or dynamic directories. This information becomes even more relevant at a terminal with multiple security checkpoints when some checkpoints are closed and customers must detour to another checkpoint. When customers feel they are in control of their time, passenger satisfaction increases. ⢠Fairness: Queues management based on a first-come, first-served basis (i.e., single-line queue) promotes a sense of fairness. Unfair waits (i.e., individual queues for each processor) are perceived to be longer than equitable waits. Basic Requirements Security Screening Information: Providing customers with clear, concise, and easy to under- stand directions on the screening process helps improve both customer satisfaction and process- ing times. As outlined in the TSA Security Checkpoint Design Guide, displaying images of what to place in the X-ray bins ensures the passenger throughput capacity remains high. Dynamic signage that displays wait times helps manage customersâ expectations. Providing comfortable seating for reorganizing baggage reduces frustration and in turn stress. Figure 3-31 shows examples of these design principles. The security checkpoint should be identified with clear signage. Most airports offer dedicated lines based on type of passenger (e.g., frequent flier, first class, and economy) as illustrated in Figure 3-32. Clearly identifying which lanes should be used by employees and passengers with disabilities should also be included.
88 Guidelines for Improving Airport Services for International Customers 3.5.6 Check-in to Security Checkpoint Journey Segment Evaluation Tool Figure 3-33 provides a summary of the basic requirements and notable innovations described earlier for the check-in to security checkpoint journey segment for international departing pas- sengers. The items are provided in chronological order to give an indication of when or where they should occur in the customer experience for this journey segment. Source: Dallas/Fort Worth International Airport website â www.dfwairport.com Figure 3-31. Security screening information presented at a security checkpoint at Dallas/Fort Worth International Airport. Figure 3-32. Signage at the security checkpoint indicating different lines (Munich Airport). Source: ACRP 03-35 Research Team
International Departing Passengers 89 3.6 Security Checkpoint to Gate Once through the security checkpoint, departing passengers have many choices for how they spend the remainder of their time before boarding their flight. For international departing passen- gers, this may be a substantial amount of time if they arrived at the airport two or three hours before their flight as commonly recommended by airports and airlines. Many airports recognize this situ- ation and have provided a variety of amenities and services to enhance the customer experience. 3.6.1 Key Activities The key activities included in the security checkpoint to gate journey segment include the following: ⢠Patronize food and beverage outlets, retail shops, and duty free stores ⢠Seek other services such as currency exchange, spa treatments, rest areas, and business centers ⢠Utilize premium lounges (particularly frequent fliers and business or first class passengers) ⢠Proceed to the departure gate 3.6.2 Customer Needs and Expectations After passing through the security checkpoint departing passengers continue to the departure gate holdroom. The wayfinding task at this point is generally straightforward as passengers are generally looking for a gate number and the path is usually linear with few decision points. According to the survey, less than half (40 percent) of all departing passengers said that short walking distance was important. About one in eight departing passengers (12 percent) expressed dissatisfaction regarding the long walking distance from the security checkpoint to the gate. Passengers waiting in the departure holdroom may need to wait an hour or longer for their flight, depending on how early they arrived at the airport and potential unforeseen delays in departure. Based on the survey, 71 percent of departing passengers said that free WiFi was very important and an additional 25 percent said it was somewhat important. By way of comparison, about half as many departing passengers (37 percent) said that access to shopping and restaurants was very important. 3.6.3 Customer Service Customer service during the security checkpoint to gate journey segment is delivered by several entities, including: airport customer service representatives, service providers (including janitorial staff), and the airlines. It is important for these stakeholders to be closely aligned in their approach Figure 3-33. Check-in to security checkpoint journey segment evaluation tool. Source: ACRP 03-35 Research Team
90 Guidelines for Improving Airport Services for International Customers to customer service to create a holistic environment that enhances the customerâs experience. The range of amenities available is another important consideration as international departing passen- gers may have a substantial amount of time before their flight departs and they likely do not want to spend it sitting in the departure gate holdroom. Basic Requirements Airport Information Counters: It is common to provide airport information counters at key intersections in the post-security area. These locations may include: ⢠After the security checkpoint ⢠Near vertical circulation cores to automated people movers that connect to other terminals ⢠Within view of corridors that connect to other terminals Customer Satisfaction Feedback Kiosks: Many foreign airports provide customers with the opportunity to express their satisfaction, or lack thereof, after each major process. Not only does this provide the airport stakeholders with useful information on the customerâs perception, but it also gives customers the impression that the airport and other stakeholders care about their experience. While customer satisfaction kiosks, such as those shown in Figure 3-34, can be placed in a variety of locations, installing them right after the security screening process allows customers to immediately express their satisfaction with one of the most stressful processes of their airport journey. They may also be located near the entrance/exit to the restrooms as cleanliness/operability of the restrooms is another key factor in customer satisfaction. Singaporeâs Changi Airport is well-known for having customer feedback kiosks at almost every location within the terminal where customer satisfaction measurement is important. Customer Service Performance Information: Customer service performance information, as shown in Figure 3-35, is also provided at many foreign airports. This information gives customers a sense of how well the airport is meeting its customer service performance objectives. The criteria shown on the displays may include the following: ⢠Security checkpoint wait times ⢠Security checkpoint customer satisfaction ⢠Cleanliness of the airport terminal facilities Figure 3-34. Customer satisfaction feedback kiosks at Munich Airport. Source: ACRP 03-35 Research Team
International Departing Passengers 91 ⢠Ease of wayfinding ⢠Accuracy and availability of flight information ⢠Departure gate holdroom seating availability ⢠Ease of using the airportâs WiFi Free WiFi: As indicated in the survey, free WiFi is especially important in the post-security area, as customers may need to conduct business or contact family members before a long trip, particularly for foreign visitors who do not have international data plans. All of the airports visited for this Study provided free WiFi for at least a limited amount of time and most provided unlimited free WiFi. Amenities/Services: Airports worldwide provide a wide variety of amenities and services for international departing passengers. The following is a list of the amenities and services that U.S. airport stakeholder should consider for international departing passengers: ⢠Foreign currency exchange ⢠Food and beverage options that reflect the local region as well as cater to the unique cultures of the regions served by the airlines ⢠Duty free retail shops and boutique luxury goods outlets ⢠Local cultural awareness and art exhibits ⢠Multi-religion worship facilities ⢠Quiet areas with comfortable seating and personal device charging stations ⢠Regularly scheduled live entertainment ⢠Nursing rooms ⢠Childrensâ play areas ⢠Indoor parks ⢠Outdoor spaces such as observation decks ⢠Pay-for-use entertainment, such as movies or TV shows ⢠Massage and spa outlets Figure 3-35. Customer service performance information at Heathrow Airport. Source: ACRP 03-35 Research Team
92 Guidelines for Improving Airport Services for International Customers ⢠Smoking areas ⢠Short-stay sleeping pods or private suites where customers can sleep, work or relax ⢠Exercise and meditation facilities ⢠Unique amenities such as casinos, libraries, and museums ⢠Pay-for-access lounges ⢠Small carts for carry-on baggage and purchased items Smoking Areas: Smoking areas were provided in the secure concourse in all of the foreign airports visited for this research. While smoking indoors in the United States has been nearly eliminated in recent years, it is still common in many parts of the world. Requiring customers who smoke to leave the secure area and re-enter through the security checkpoint is an incon- venience. Airports serving regions of the world where smoking is still very much a part of the culture should consider providing indoor smoking areas as an amenity. These areas should be tastefully designed and inviting for customers. 3.6.4 Physical Environment The physical environment of the post-security departures area should facilitate easy identifi- cation of the departure gates and the location of amenities and services. Maintaining reasonable walk distances is important although customers have many options to distract them as they proceed from the security checkpoint to the departure gate holdrooms. The departure gate hold- rooms themselves are also an important part of the customer experience. Basic Requirements Clear Line of Sight: International departing passengers are provided with a variety of shopping, dining, and other amenities between the security checkpoint and their departure gate. The archi- tecture and interior design should provide for clear lines of sight to promote natural wayfinding and present the different choices in a visually organized manner that allows customers to easily navigate through the departures concourse. Airport terminals with amenities such as premium lounges, food and beverage outlets, or other services on a level above the departures concourse should be designed in such a way that a clear visual link can be established between one level to the next, as shown in Figure 3-36. Walking Distances: Walking distances are often a key consideration in the design of inter- national terminals as they can be quite large due to the size of aircraft commonly used for long- haul flights. While the site for the new facility will significantly influence the walking distances, the design should seek to minimize them as much as possible. Where walking distances longer than 1,000 feet are required, mechanical assistance, such as moving walkways and motorized carts, Figure 3-36. Example of a clear visual link between one level to the next at Changi Airport Terminal 3. Source: ACRP 03-35 Research Team
International Departing Passengers 93 should be provided. The moving walkways should be located as close to the key intersection, such as a security checkpoint, as possible to benefit the greatest number of customers, including those whose gate is less than 1,000 feet from the intersection. According to ACRP Report 37, for distances between the security checkpoint and the furthest gate of over 2,000 feet, automated people mover systems should be strongly considered, specifically if the furthest gates are in a remote concourse. Restrooms: International departing passengers preparing for long trips on airplanes with cramped lavatories may desire a place to refresh themselves or change clothes so they are more comfortable on their trip. Restrooms in the post-security departures area should provide spa- like environmentsâsize, interior design, sound, smell, and functionâto help reduce the stress of intercontinental air travel. Customers should be able to enter and exit the restrooms without waiting for someone to pass and should be able to move around freely inside the restrooms even during busy periods. The interior design should evoke a calming environment but should also be functional and easy to maintain. ACRP Report 130: Guidebook for Airport Terminal Restroom Planning and Design, provides detailed guidance on this topic Restrooms should be located adjacent to every other gate (counting only one side of a double- loaded concourse) so that customers have to walk past no more than one gate beyond the gate they are departing from. Based on a range of the wingspan of long-haul wide-body aircraft (212 feet, 5 inches for an A350-800 to 261 feet, 10 inches for an A380-800) plus the typical wingtip separa- tion of 25 feet this would place the restrooms about 250 to 300 feet apart. The restrooms should be sized according to the number and capacity of the aircraft served by the restroom. Departure Gate Holdrooms: Departure gate holdrooms have become much more than seat- ing areas where customers wait for their flight to start boarding. At a minimum, holdrooms should provide a variety of seating types (including accessible seating), personal electronic device charging outlets, and some form of entertainment such as monitors with news broadcasts. As shown in Figure 3-37, several airports have blended the holdrooms with food and beverage outlets to create a more integrated environment where customers can order food while they wait at the gate. This approach also addresses the âgate glueâ tendency of customers to seek out their departure gate before visiting the concession outlets only to remain in the holdroom because the concessions are not within close proximity. International flights on wide-body aircraft can have large numbers of customers in wheelchairs: over 40 for some of the largest aircraft such as an Airbus A380 which seats over 500 passengers. These customers are usually brought to the holdroom by the wheelchair providers far in advance of the flight departure time and are left there until boarding begins. A variety of accessible seating options should be provided and designated using the internationally recognized wheelchair sym- bol. Holdrooms with food ordering services integrated with the seating area also should include accessible seating for passengers in wheelchairs or elderly passengers. Airport terminal designers and customer service staff should consider how to best integrate seating for these customers into the holdroom layout as well as provide equal level of ameni- ties (i.e., access to charging outlets or food and beverage ordering devices). It is recommended practice to locate holdrooms in pairs or groups of four to increase the viability of concessions. The designated location for the customers in wheelchairs should also take into consideration the boarding process so that seating for these customers is within close proximity to the gate podium but out of the way of where other passengers will be queuing. Figure 3-38 provides an example of designated accessible seating located in close proximity to the boarding door. The sizing for gate holdrooms has traditionally been based on applying splits for seated and standing passengers to the projected passengers (load factor times aircraft seating capacity) for the largest aircraft that can be parked at the gate. Additional space is provided for the gate counter and boarding queue area. It is generally recommended that holdrooms be configured in pairs
94 Guidelines for Improving Airport Services for International Customers Source: ACRP Report 109 Figure 3-37. Departure holdrooms with integrated concessions at San Francisco International Airport Terminal 2. Figure 3-38. Departure holdrooms with designated accessible seating at Boston Logan International Airport. Source: ACRP 03-35 Research Team
International Departing Passengers 95 so that there is overflow space when one gate is in the boarding process and the holdroom is at maximum occupancy. The amount of seating area also may be adjusted based on the conces- sion seating provided adjacent to the holdrooms. IATA provides a globally recognized method for determining the size of departure gate holdrooms. However, airport terminal planners and designers should understand the local conditions and work with airport stakeholders to deter- mine the best approach for sizing holdrooms based on the operational objectives at that specific airport. Some of the most important factors to consider include the following: ⢠Boarding process: typically unique to each airline; may involve boarding more than one cabin at the same time via two or three passenger loading bridges. ⢠Peak load factors: historically, average load factors have been used in the holdroom calculation but international departing flights regularly have very high load factors (90 percent or higher) that would exceed the capacity of the holdroom. ⢠Proximity of concession seating: concession seating adjacent to or integrated with the hold- room will affect the timing when passengers show up at the gate and therefore impacts the holdroom size. 3.6.5 Information Dissemination The step following the security checkpoint is an important touch point in this journey seg- ment; as passengers get re-organized and proceed to their departure gate, information should be provided in multiple forms: ⢠Visually through clear directional signage to the gates ⢠Verbally at information counters ⢠Virtually through FIDS and dynamic directories Basic Requirements Clear Line of Sight: Customers should have a direct line of sight to the signage, information counter, and FIDS or directories. As shown in Figure 3-39, the signage, information counter, and directory placement is ideal: all are within the field of view as passengers exit the security checkpoint. Some customers only need to know which way is their gate (i.e., directional signage). Others will want to check their flight status (i.e., FIDS) or determine where to find a service or concession (i.e., directory). Then others may have questions and need a live person to talk with (i.e., information Figure 3-39. Information placement (post-security checkpoint) at Dallas/Fort Worth International Airport. Source: ACRP 03-35 Research Team
96 Guidelines for Improving Airport Services for International Customers counters). The ability to co-locate each of these forms of communication in relevant proximity to each other and in direct line of sight helps ensure all passengersâ needs are met. Specific consideration regarding the multilingual needs of international passengers should also be considered. All of the airports surveyed have information staff with multilingual capability. Directories: Directory maps are useful tools for unfamiliar travelers. Static directories have long been the industry norm, but digital directories offer even more features and benefits. The most important benefit is accuracy. Large airports can have hundreds of static directories that may take weeks to update every time something changes. Digital directories can be controlled and managed from a centralized location that allows instant updates saving time, money, and resources. Digital directories with interactive capability offer a personalized experience and are an excellent means of bridging the language barrier associated with international travelers by offering multilingual fea- tures. Other considerations can include information like artwork that serves as a natural landmark wayfinding tool, as shown in Figure 3-40. Directory Map Scale: Another key element essential to good directory map design is scale. Unfortunately, airport directory maps do not always convey a sense of scale. An important fea- ture of directory maps is the ability to provide walk time or distance information. While none of the directories at U.S. airports surveyed display walk time or distance information, most foreign airports do. Including this type of information can help manage passenger expectations, espe- cially at large airports and/or airports with multiple terminals. Figure 3-41 provides an example of how the universal measure of time is used to communicate scale on both directories as well as FIDS. Time is a universal measure and directories should avoid using feet or meters to convey distance as passengers typically are not able to relate to distance as well as they can to time. Wayfinding Apps: As discussed previously, personal mobile devices have become a tangible means of communicating with the customer. In the gate area airport apps, like the one for Dallas/Fort Worth International Airport shown in Figure 3-42, help passengers search and find amenities, shops, and food within close walking distance of their location. Key elements of way- finding apps include the following: ⢠The maps on the app are visually consistent with airport directory maps. ⢠The content in the gate area is based on the universal scale of time. ⢠The functionality is tailored to meet the needs at a specific airport versus a one-size-fits-all approach. Figure 3-40. Digital directory at Dallas/Fort Worth International Airport that highlights artwork to serve as a wayfinding landmark. Source: ACRP 03-35 Research Team
International Departing Passengers 97 Figure 3-41. FIDS and maps at Amsterdam Airport Schiphol that highlight walk times to a specific gate and gate areas. Source: ACRP 03-35 Research Team Figure 3-42. Dallas/Fort Worth International Airportâs wayfinding app provides information based on the customerâs needs. Source: Dallas/Fort Worth International Airport website â www.dfwairport.com Mobile App with Speech Translator: A notable innovation associated with mobile apps is how Tokyo Narita Airport provides passengers with a speech translator app that can translate 10 dif- ferent languages, as shown in Figure 3-43. For international passengers with LEP, virtual commu- nication tools like the Narita Airport app help bridge the communication gap. Translations can be provided via speech as if talking on the phone, by using the smart phoneâs mic or by inputting text manually.
98 Guidelines for Improving Airport Services for International Customers Interactive Digital Wayfinding Signage: Digital wayfinding signage may be used during many segments of the airport journey; attention should be paid to the content to ensure it is appropri- ate to the location. As mentioned earlier on the terminal roadway to check-in journey segment, customers need to be able to determine the location of amenities and services and the options available to them. Traditionally displayed as a static map, interactive digital airport wayfinding, as shown in Figure 3-44, has become the new standard for world-class airport customer service. Wayfinding is in a unique category of digital signage because it can be displayed and used in all the digital formats as explained in Chapter 2. Source: Narita Airport mobile app Figure 3-43. Narita Airport app with speech translation capabilities. Source: Photograph by Rixon Photography, courtesy of Gresham, Smith and Partners Figure 3-44. Example of digital wayfinding signage at Tampa International Airport.
International Departing Passengers 99 Table 3-9. Implementation considerations for digital wayfinding signage. Implementation Considerations Digital Wayfinding Signage: Many implementation considerations depend on the existing level of digital signage at the airport and the type of signage being considered. A facility that only uses digital signage for typical information display systems (e.g., flight gate, baggage counter, and ramp) will most likely require a program overhaul to incorporate advanced wayfinding functions. The platforms that were used to display information digitally in the early 2000s most likely will not support all the functionality a full-scale digital wayfinding deployment requires. To introduce an advanced CMS into a live environment, an airport has to consider network infrastructure implications, including physical, logistical, and other engineering practices that may be affected. Choosing hardware and software platforms and developing a content strategy are also major components. Finally, developing a digital signage program takes time and careful planning. Aspects that go beyond the initial installation include a responsibility hierarchy, hardware and soft- ware maintenance plan and constant development updates and programming. Appendix B provides additional details about how to implement a full-scale digital signage program. Table 3-9 provides a summary of the implementation considerations for digital wayfinding signage.
100 Guidelines for Improving Airport Services for International Customers 3.6.6 Security Checkpoint to Gate Journey Segment Evaluation Tool Figure 3-45 provides a summary of the basic requirements and notable innovations described earlier for the security checkpoint to gate journey segment for international departing passengers. The items are provided in chronological order to give an indication of when or where they should occur in the customer experience for this journey segment. Source: ACRP 03-35 Research Team Figure 3-45. Security checkpoint to gate journey segment evaluation tool.
