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AvPORTS – A COMMERICAL AVIATION PIONEER
• Founded in 1929 as the Airport Division of Pan American World Airways
• Pioneered several aviation industries including: – Private Airport Management – Air Service Development – Airport Marketing
• One of the longest continuously operating aviation facility operators in the world
• Headquartered in Dulles, Virginia with regional offices in: – Allentown, Pennsylvania – Lincoln, Nebraska – Newburg, New York – Orange County, California – Roanoke, Texas – Teterboro, New Jersey
• Shares common ownership with AFCO (Aviation Facilities Corporation)
MEET YOUR TEAM
Thomas Reich Director of Air Service
Development
Susan Kittle Director of External Affairs
Barry Clark Senior Consultant
Fredrick Davis Senior Consultant
Oswin Moore President and Chief Executive Officer
John Harden Executive Vice President Chief Operating Officer
Brian D’Amico Air Service
Development Analyst
Charles Kurtz Vice President, Engineering and Development
Passenger Development Services
Bruce Tarletsky Director of Airport Marketing Project Manager
MEET YOUR PROJECT MANAGER
Bruce Tarletsky – Director of Airport Marketing
• Over 30 years of total marketing experience, with the past 20 years in the aviation/airport industry both a nationally and globally. Recent industry focus has been in the niche leisure carrier arena.
• As an air service marketing professional Mr. Tarletsky: – Assists communities with air service and airport marketing, developing strategies to attain new or
improved air service and identifying regional traffic and revenue leakage.
– Provides support to airport clients in all aspects of community outreach and airport marketing to stimulate new passenger demand and secure new air service.
• Specializes in a wide-range of air service related skills including: – Catchment Area Analysis
– Market Assessment
– Route Forecasting & Proposals
– Marketing and Advertising
– Strategic Planning and Implementation
– Establishment of Air Service Incentive Plans
ACI-NA National Leadership Award: – In recognition of outstanding leadership and exemplary service on behalf of the United States’ Region
Airports, Airports Council International-North America.
AIRPORT CLIENT PORFOLIO
Allentown
Albany Rhode Island Airports
New Haven
Newark (Terminal A) Teterboro
Scranton
Long Beach Ontario
Sonoma
St. George
Ogden
Provo
Ft. Collins/Loveland
Colorado Springs
Lincoln
Wichita
Atlanta South Regional Airport
Harlingen
Gulfport/Biloxi
Tulsa
Austin
El Dorado
Parkersburg
Charleston
Indianapolis Moline
Harrisburg
Newport News
Atlantic City
Farmingdale Newark (Terminal A)
Scranton White Plains
Stewart
Airport Management & ASD Clients
AvPORTS ASD Clients
Airport Management Clients F. Davis & B. Clark ASD Clients
AvPORTS/THE SATTELITE AIRPORT SPECIALIST
Long Beach Ontario
Ogden
Provo
St. George
Near LAX & SNA
Near LAS
Near SLC Sonoma
Near OAK & SFO
Harlingen
Colorado Springs
Gulfport/Biloxi
Lincoln
Near MSY
Near BRO & MFE
Near DEN Near OMA Ft. Collins/Loveland
Newport News
Youngstown
Near CLE & PIT
Near ORF & RIC
Atlantic City
Near EWR, LGA, JFK & PHL
White Plains Stewart New Haven
Near BDL
Allentown
WHAT MAKES AVPORTS UNIQUE
SATELLITE AIRPORTS ARE OUR SPECIALTY
• AvPORTS longest standing airport contract is at the Westchester County Airport (HPN) located less than 30 miles from New York City. We have been managing ever aspect of the airport since de-regulation in 1978.
• Over half of this team’s air service development client airports (18 of 30) are satellite airports to larger hubs, the highest number of any air service development firm.
• Our techniques for growing satellite airports are tried and tested, we’re not practicing air service development, we’ve crafted it to a science.
UNDERSTANDING YOUR AIRPORT IS PART OF OUR DNA
• AvPORTS is more than just air service development, we manage airports, FBOs and other aviation facilities.
• We can speak your language like no other firm because we walk in your shoes every day.
• No matter your problem, we can always get you the answer. We have the largest and most diverse airport focused staff in the nation.
21 DIFFERENT
146 NEW & EXPANDED ROUTES FROM 21 DIFFERENT AIRLINES SINCE MARCH 2007
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New Service
Expanded Service
Upgraded Service
One-Stop Service
Client Airport
William S. Swelbar MIT International Center for Air Transportation
“Isn’t It Interesting?” The US airline industry is marginally profitable when……
– Economic trends are weak – Consumer confidence is anything but – Manufacturing activity showing little to no expansion – Passenger traffic up; cargo traffic is in decline – European economic activity troubled – Premium travel trends are exhibiting little growth
“IN THE AIRLINE INDUSTRY – IT’S ALWAYS SOMETHING”
Crude Oil Vs. Jet Fuel Cost (Per Barrel)
Source: ACI-NA Economic Bulletin, July, 2012 & U.S. Energy Information Administration
Aeronautical Vs. Non-Aeronautical Revenue for U.S. Airports
Source: ACI-NA Economic Bulletin, & FAA ASS-400: CATS: Report 127
Airport Costs as a Percentage of Airline Operating Expenses
Source: ACI-NA Economic Bulletin, & Diio Mi
Airline actions to ensure sustainability run contrary to airport interests – None more so than capacity cutting
– Consolidation is a second order effect negatively impacting airports
-Airports need to establish more passenger development strategies
-Airports need to continue shifting the revenue share away from Airline dependent revenue
-Airports need to identify international connection passenger opportunities, especially with beyond markets with alliance carriers
-Airports must continue to build alternative risk abatement programs with their communities
Concluding Thoughts
Concluding Thoughts
Airline winners and losers are being identified – Airport winners and losers less understood although the
market is at work • Seasonal capacity adjustments are likely to be a bigger part
of the vernacular
GENERAL OVERVIEW OF ENGAGEMENT AND DELIVERABLES OBJECTIVE
• To assist FNL in the development and implementation of a comprehensive Air Service Development & Marketing Strategic Plan that will give direction and recommendations to the Fort Collins/Loveland communities to regain commercial passenger air service.
• The Plan will make the recommendation that FNL will re-position its service area, through in-depth market research, and be the Airport of choice for Northern Colorado, Southeastern Wyoming and Southwest Nebraska. Furthermore, will assist FNL to promote new commercial air service by creating a detailed new air service development, communications, and marketing plan focused on attracting out-bound business passengers and in-bound leisure passengers.· Will also work to improve the quality of air service for residents of the Fort Collins – Loveland Municipal Airport (FNL) catchment area by studying and developing a wingless flight program that allows FNL to serve as an offsite location for ticketing, check-in, and security screening for flights originating at Denver.
GENERAL OVERVIEW OF ENGAGEMENT AND DELIVERABLES OBJECTIVE
• To assist FNL in the development and implementation of a comprehensive Air Service Development & Marketing Strategic Plan that will give direction and recommendations to the Fort Collins/Loveland communities to regain commercial passenger air service.
• The Plan will make the recommendation that FNL will re-position its service area, through in-depth market research, and be the Airport of choice for Northern Colorado, Southeastern Wyoming and Southwest Nebraska. Furthermore, will assist FNL to promote new commercial air service by creating a detailed new air service development, communications, and marketing plan focused on attracting out-bound business passengers and in-bound leisure passengers.· Will also work to improve the quality of air service for residents of the Fort Collins – Loveland Municipal Airport (FNL) catchment area by studying and developing a wingless flight program that allows FNL to serve as an offsite location for ticketing, check-in, and security screening for flights originating at Denver.
FNL WORK PLAN
OCT NOV
Phase
1 Initial Project Survey Planned Start
Planned Finish
Duration Status
1.1 Kick-off Meeting with FNL Officials 10/23/2012 10/25/2012 2 Started 1.2 Initial Defining of Catchment Area 10/17/2012 11/2/2012 12 Started
1.3 Acquisition of Global Point of Sale GDS Data & Other Needed Data 10/26/2012 11/30/2112 26 Started
1.4 Initial Discussion of Action Plan with FNL Stakeholders 11/12/2012 11/16/2012 3 Started
1.5 Updated Overall Project Schedule 11/12/2012 11/16/2012 3
Started
PROJECT WORK PLAN – PHASE ONE – INITIAL PROJECT SURVEY
PHASE ONE - COMPLETED
PROJECT WORK PLAN – PHASE TWO – STRATEGIC ANALYSIS
Phase 2 Strategic Analysis
11/5/2012 12/3/2012 29 Started
2.1 SWOT Analysis 11/5/2012 11/23/2012 19 Started
2.2 Inventory of Airport Assets and Issues as they relate to International Revenues 11/5/2012 11/16/2012 12 Started
2.3 Assessment of Airport's Current Performance and Trends 11/12/2012 11/16/2012 5 Started
2.4 Assessment of Airport's Competitive Position as it Relates to Passenger Demand Opportunites in Northern Colorado 11/19/2012 11/27/2012 9
Not Started
2.5 Preliminary Point of Sale Analysis (International & Domestic) 11/19/2012 12/7/2012 19 Started
2.6 Updated Overall Project Schedule 12/10/2012 12/13/2012 4
Not Started
PROJECT WORK PLAN – PHASE THREE – REALISITIC AREAS OF INTEREST
Phase 3 Formulating Realistic Areas of Interest 12/5/2012 1/3/2012 26 Started
3.1 Re-Evaluation of Original Interest Areas (Air Service, Wingless Flight Initiative, Contract Tower, In-Bound Destination Strategy) 12/5/2012 12/10/2012 5 Started
3.2 Identification of Target International & Domestic Revenue Markets and Global Point of Sale Activity 12/7/2012 12/17/2012 8
Not Started
3.3 Identification of Achievable Objectives 12/14/2012 12/20/2012 5 Not
Started
3.4 Preliminary Marketing Strategies Overview 12/14/2012 12/20/2012 5 Not
Started
3.5 Development of a Corporate Outreach Program Designed to Support Efforts 10/31/2012 11/08/2012 7 Started
3.6 Initial Community & Business Research (Field Interviews) 1/3/2012 1/25/2013 19 Not
Started
3.7 Establish Corporate/Community Out Reach Task Force Blue Print 10/31/2012 11/08/2012 4 Started
Updated Overall Project Schedule 12/27/2012 12/31/2012 3 Not
Started
PROJECT WORK PLAN – PHASE FOUR – PLAN DEVELOPMENT
Phase 4 Plan Development 1/4/2013 2/8/2013 26
Not Started
4.1 Draft of Preliminary Top International Connecting Revenues to Pursue 1/4/2013 1/8/2013 3
Not Started
4.2 Draft of Preliminary TopDomestic Revenues (markets) to Pursue 1/4/2013 1/8/2013 3
Not Started
4.3 Draft of Preliminary Targeted Corporations Based on Field Research & GDS Global Point of Sale Data 1/4/2013 1/11/2013 5
Not Started
4.4 Marketing Concepts and Proposals 1/8/2013 1/14/2013 5 Not
Started
4.5 Recommendations for Business Growth/Retention Incentives 1/8/2013 1/11/2013 3
Not Started
4.6 Recommend Next Steps for Securing Financial Resources 1/14/2013 1/18/2013 2
Not Started
4.7 Strategic Air Service Development Plan 1/14/2013 1/31/2013 13 Not
Started
4.8 Updated Overall Project Schedule 2/1/2013 2/5/2013 3 Not
Started
COMMERCIAL AIR SERVICE ROR ON INVESTMENT – WICHITA CASE STUDY
Prepared by Center for Economic Development and Business Research W. Frank Barton School of Business Wichita State University Janet Harrah, Director Kasey Jolly, Regional Economic Analyst Wichita State University, 1845 Fairmount St., Wichita, KS 67260-0121 Telephone: (316) 978-3225 Fax: (316) 978-3950 www.wichita.edu/cedbr
Economic and Fiscal Impact of AirTran Airways on the Wichita MSA February 2008
Good airline service is an important factor in urban economic development. Frequent service to a variety of destinations at competitive rates are reflected in a high level of passenger enplanements, which facilitates easy face-to-face contact with businesses in other cities, attracting new firms to the metro area and stimulating employment at established companies. Recognizing the importance of air service to the area’s economic growth, business and government leaders spearheaded the development of the FairFares program in the spring of 2002. As a joint public/private initiative between the city of Wichita and local businesses, the FairFares program was designed to attract and retain new low-cost carriers to Wichita’s Mid-Continent Airport through the use of subsidies.
COMMERCIAL AIR SERVICE ROR ON INVESTMENT – WICHITA CASE STUDY
Prepared by Center for Economic Development and Business Research W. Frank Barton School of Business Wichita State University Janet Harrah, Director Kasey Jolly, Regional Economic Analyst Wichita State University, 1845 Fairmount St., Wichita, KS 67260-0121 Telephone: (316) 978-3225 Fax: (316) 978-3950 www.wichita.edu/cedbr
Economic and Fiscal Impact of AirTran Airways on the Wichita MSA February 2008
Low-cost carrier AirTran Airway’s, entrance into the Wichita market generated positive economic and fiscal impacts for the Wichita MSA. The economic impact of low-cost air service occurs in a number of ways including: • Increased sales, wages and employment generated by business activity.
In the case of this analysis, the operations of AirTran were analyzed including the firm’s Wichita employment, payroll, and expenditures of AirTran flight crews on overnight stays.
• Increased airport activity measured by enplanements and increased airport spending, such as increased concession and parking revenues.
• Decreased ticket prices as a result of increased competition, benefiting all Mid-Continent passengers whether flying AirTran or not.
Taking into account multiplier impacts, the average annual number of Wichita metro area jobs attributed to low-cost carrier AirTran Airways’ entrance into the Wichita market totaled 9,720 during the six-year analysis period from 2002 through 2007. The average annual payroll for these jobs totaled $283.4 million.
COMMERCIAL AIR SERVICE ROR ON INVESTMENT – WICHITA CASE STUDY
Prepared by Center for Economic Development
and Business Research W. Frank Barton School of Business Wichita State University
Janet Harrah, Director Kasey Jolly, Regional Economic Analyst Wichita State University, 1845 Fairmount St., Wichita, KS 67260-0121
Telephone: (316) 978-3225 Fax: (316) 978-3950 www.wichita.edu/cedbr
Economic and Fiscal Impact of AirTran Airways on the Wichita MSA February 2008
PROJECT WORK PLAN – PHASE FIVE – PLAN OF ACTION
Phase 5 Plan of Action 1/11/2013 3/7/2013 40 Not
Started
5.1 Marketing Strategies (Short and Long Term) 1/11/2013 1/15/2013 5
Not Started
5.2 Marketing Tools Identification and Recommendations 1/11/2013 1/15/2013 5
Not Started
5.3 Development of an Airline Presentation Packages Based on Plan Recommendations 1/18/2013 1/25/2013 6
Not Started
5.4 Final Draft of Document 1/25/2013 2/8/2013 11 Not
Started
5.5 Final Document 2/11/2013 2/20/2013 8 Not
Started
5.6 PowerPoint Plan Presentation 2/25/2012 2/27/2012 3 Not
Started
5.7 Next Step Recommendations with Airline Targets and Meetings 2/25/2012 2/27/2012 3
Not Started