The National Academies Press

Currently Skimming:

Pages 213-217

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.

From page 213... ... Developing a Customer Research Program Introduction Parts I and II of the guidebook have presented general and specific guidance for conducting research at airports. In contrast, Part III concerns the organizational context in which the research is conducted. Read the entire page →
From page 214... ... 214 16.1 Introduction In airports with mature research programs, the development and use of research findings are part of the organizational culture. Managers at all levels recognize the power of research to inform decisions, and there are established procedures for conducting and using monitoring and ad hoc or targeted studies. Read the entire page →
From page 215... ... Developing an Airport Customer Research Program 215 The main downside to setting numeric goals is that the airport may lose sight of the core issue or the research strategy and focus strictly on the metric itself. This both diverts people from what is truly important and sets up the temptation to distort the measurement in some way. Read the entire page →
From page 216... ... 216 Guidebook for Conducting Airport User Surveys and Other Customer Research • Examples of designs and reports that can be vetted by in-house staff or by vendors recommended by other airports that are not in competition for this position; • Reports that clearly demonstrate the ability to draw logical and reasonable conclusions and recommendations from whatever information is acquired, not merely to present a lot of quantitative data or qualitative text; and • The ability to discuss results, conclusions, and recommendations in clear, non-technical language. If there are appropriate consultants locally, it may be wise to give them particular consideration, although certainly not to the exclusion of these issues. Read the entire page →
From page 217... ... Developing an Airport Customer Research Program 217 This year's strategic focus was on the "end-to-end passenger journey." The goal was to identify what is most important to the customer. They called this the "Three W's": washroom (cleanliness) Read the entire page →

From page 213...

... Developing a Customer Research Program Introduction Parts I and II of the guidebook have presented general and specific guidance for conducting research at airports. In contrast, Part III concerns the organizational context in which the research is conducted.

Read the entire page →

From page 214...

... 214 16.1 Introduction In airports with mature research programs, the development and use of research findings are part of the organizational culture. Managers at all levels recognize the power of research to inform decisions, and there are established procedures for conducting and using monitoring and ad hoc or targeted studies.

Read the entire page →

From page 215...

... Developing an Airport Customer Research Program 215 The main downside to setting numeric goals is that the airport may lose sight of the core issue or the research strategy and focus strictly on the metric itself. This both diverts people from what is truly important and sets up the temptation to distort the measurement in some way.

Read the entire page →

From page 216...

... 216 Guidebook for Conducting Airport User Surveys and Other Customer Research • Examples of designs and reports that can be vetted by in-house staff or by vendors recommended by other airports that are not in competition for this position; • Reports that clearly demonstrate the ability to draw logical and reasonable conclusions and recommendations from whatever information is acquired, not merely to present a lot of quantitative data or qualitative text; and • The ability to discuss results, conclusions, and recommendations in clear, non-technical language. If there are appropriate consultants locally, it may be wise to give them particular consideration, although certainly not to the exclusion of these issues.

Read the entire page →

From page 217...

... Developing an Airport Customer Research Program 217 This year's strategic focus was on the "end-to-end passenger journey." The goal was to identify what is most important to the customer. They called this the "Three W's": washroom (cleanliness)

Read the entire page →

Key Terms

← Previous Chapter Skim

Next Chapter Skim →

This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More information on Chapter Skim is available.