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1、ACRP Problem No. 10-03-16 Recommended: No A Comprehensive Strategic Business Model for Airports of the Future ACRP Staff There is some similarity with several other problem statements that intend to examine long-term revenue, privatization, as well as business plans. TRB Aviation Group Aviation Econ
2、omics & Forecasting Cmte: Do not support - the problem statement as written is poorly focused, overly ambitious and a bit laden with buzz words. Panel for Future Finance & Business Strategies Emphasis This problem statement was considered among the most important and timely topics for the emphasis a
3、rea. Well written scope and worth doing alone even if another project addresses alternative revenue strategies. Scope should examine cost reduction strategies and assess trends for airline business models. Collect innovative strategies for financing and revenue. Should include ties to strategic plan
4、 and performance metrics. Product needs to be a flexible, realistic business model that does not attempt too much scope just to hit every possibliity, for example environmental sustainability and NextGen are best left off scope. Emphasis Area: Future Finance and Business Strategies A AC CR RP P Prob
5、lem Number Problem Number 10-03-16 FY2010 Focus Area Research Results Digest (RRD) 5 Topics: Title Page Airport Viability During Economic Downtown 6 Airport Privatization 6 Business Model, Reliever Airport 9 Business Model, General Aviation 9 Human Resource Outsourcing 16 I. PROBLEM TITLE A Comprehe
6、nsive Strategic Business Model for Airports of the Future II. RESEARCH PROBLEM STATEMENT The ACRP has done a tremendous job in a relatively short time of guiding the development of near-term solutions to issues facing airports. In fact, there is an overwhelming amount of research available, leading
7、to numerous synthesis projects. Relevant to this Fiscal Year 2010 program, a thorough job was done in canvassing the airport community to develop the Research Results Digest 5, compiling the 58 current and emerging issues facing the industry. Together with the strategic target focus area of Future F
8、inance and Business Strategies, there is no shortage of problems to be addressed. The challenge is the interrelationship. Key issues such as innovative finance, ideas for alternative revenue sources, technology advancements, airport operations, and privatization have mostly been addressed independen
9、tly, along with the increasing role of the airport as a service provider. What doesnt exist is a logical path or model that integrates these new ideas and approaches into an actionable business strategy. Airports need to be prepared for a challenging and uncertain future. Just as the current air tra
10、ffic control system cannot support the future, current airport business models are likely insufficient for the challenging and changing environment. A comprehensive strategic business model that incorporates solutions to key issues is needed to transition airports from current business models to new
11、 ones required for the future environment. Simply put, we need a starting point and a path towards business models that lead to viable, sustainable airports ensuring their future. III. OBJECTIVE The objective of this research would be two-fold. First, would be to provide an outline for a Comprehensi
12、ve Strategic Business Model that leads to a viable, sustainable airport for the future, reflecting the increasing role of airports as service providers. Second, is to then provide initial steps and suggestions for how to begin implementing by taking small steps forward that are relatively easy to im
13、plement and can provide near-term benefits to all stakeholders. Information to be incorporated in the model includes: Page 1 Emphasis Area: Future Finance and Business Strategies Utilizing innovative financing Establishing alternative sources of revenue Exercising partial privatization Examples of N
14、extGen technology as revenue generators Lessons learned with emphasis on global experiences Associated time and resources Associated cost Expected benefits Simplified financial model to test viability IV. RESEARCH PROPOSED Interview(s) with airport directors will be conducted along with literature s
15、earches on national and global best business practices regarding innovative financing, revenue generation, and partial privatization. The intent of the project would be to fully leverage existing research, best practices, and lessons learned in US and internationally. Evaluation would be conducted o
16、f FAA and JPDO plans for the Next Generation Air Transportation System (NextGen) to determine potential scenarios and implications on airport business models. The project would build a simple financial model and run a simulation on the sustainability of the airport from a business perspective. A nec
17、essary extension that is envisioned but not included in this project, would be the incorporation of environmental sustainability into the strategic business model. V. ESTIMATE OF THE PROBLEM FUNDING AND RESEARCH PERIOD Recommended Funding: $500,000 Research Period: 18-months VI. URGENCY AND PAYOFF P
18、OTENTIAL Urgency Many airports are facing the need for large expenditures of capital resources in the next several years. Airports Council International North America (ACI-NA) estimates airports capital development costs for 2007-2011 at $87.4 billion or an annualized amount of $17.5 billion. The cu
19、rrent level of uncertainty about future oil prices poses significant challenges to airport development. Unknown is the effect of sustained, long-term high fuel prices on airlines and airports. Effects on general aviation are unknown as well. The increased complexity, changing environments and econom
20、ic challenges in the airport industry are continuing, while the role of airports as a service provider is growing. The recent downturn in commercial passenger and cargo activity has had a negative financial impact on airports. When taken together, the growth of complexity and downward trends create
21、a sense of urgency in the airport operating environment. Payoff This project could assist airport management in making the best decisions on airport finances. For example, if an airport can provide services more cost-effectively than its tenants or a third-party contractor, then providing the servic
22、e represents a potential new revenue source to the airport. Page 2 Emphasis Area: Future Finance and Business Strategies Page 3 This project should provide options for airports to optimize available resources for the expansion of the infrastructure to accommodate forecast growth over the long term.
23、The project will help enable airports to provide effective delivery of public services by, for example, using an appropriate mixture of innovative financing and new sources of revenue. VII. RELATED RESEARCH As stated, a multitude of research exists on the topics that would be integrated into a compr
24、ehensive business model. VIII. PERSON(S) DEVELOPING THE PROBLEM David P. Hayzlett Vice President, Aviation Account Executive Serco Inc. 1818 Library Street, Suite 1000 Reston, Virginia 20190 Telephone: (703) 939-6596 Facsimile: (703) 939-6001 IX. PROCESS USED TO DEVELOP PROBLEM STATEMENT This submis
25、sion draws on the practical experience of Serco Group plc - International, the Serco Institute- Global and Serco, Inc.-North America, who used an informal committee approach for its development. The majority of experience related to delivering public services, innovative finance and privatization ar
26、e drawn from the United Kingdom, in part because over the past two decades, that country has led the world in the development of public service markets. X. DATE AND SUBMITTED BY April 11, 2009 David P. Hayzlett Vice President, Aviation Account Executive Serco Inc. 1818 Library Street, Suite 1000 Reston, Virginia 20190 Telephone: (703) 939-6596 Facsimile: (703) 939-6001