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1 Home-work 2 Assignment Report one airport case study article of Airport Business web-site to descript the case how to manage and operate in physical.

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Presentation on theme: "1 Home-work 2 Assignment Report one airport case study article of Airport Business web-site to descript the case how to manage and operate in physical."— Presentation transcript:

1 1 Home-work 2 Assignment Report one airport case study article of Airport Business web-site to descript the case how to manage and operate in physical operations and management Case Assignment –Dependent on Student No. ( 55 articles as follows ) Format –Content Format (make point to descript the case ) –E-File: Power-point (10-15 pages) Submission and Report Dateline –10 th week Monday Proposal

2 2 Airport Business -Airport Case Studies Articles No. Issue dateThe article of airport case study 1 January, 2011Copenhagen Airport adapts to low-cost market with new pier 2 January, 2011 DAA unveils Dublin ’ s new Terminal 2 3 January, 2011 Montr é al-Trudeau: A champion of sustainable development 4 January, 2011GTAA investment driving growth at Toronto Pearson 5 January, 2011YVR: Incentives boost competitiveness and growth 6 January, 2011 GMR embarks on Mal é modernisation 7 January, 2011KLIA: The Next Generation Hub 8 October, 2010Enhancing the passenger experience 9 October, 2010Tourism boom inspires Muscat Airport development 10 October, 2010 Bordeaux ’ s low-cost terminal experiences early success 11 October, 2010 Russia ’ s forest fires disrupt Moscow air traffic 12 October, 2010 Swift growth continues at Istanbul Sabiha G ö k ç en 13 July, 2010Durham Tees Valley to receive compensation for bmibaby withdrawal 14 July, 2010 Allg ä u Airport Memmingen: Bavaria ’ s high-flyer 15 July, 2010Italian airport infrastructure subject to major investment 16 July, 2010DAA defies the downturn as Terminal 2 nears completion 17 July, 2010 Heavy investment prepares M á laga for rapid future growth 18 March, 2010Proactive DAA continues to incentivise traffic recovery 19 March, 2010 ACSA ’ s airport developments nearing conclusion as World Cup approaches 20 March, 2010Middle East airports continue developments

3 3 No. Issue dateThe article of airport case study 21 March, 2010Eastern European airports prepare for further growth 22 March, 2010 Malta Airport ’ s commercial investment already proving its worth 23 March, 2010 Hall D caters for Toulouse ’ s 2020 vision 24 December, 2009Progressive AdR-SEA collaboration to boost economic growth 25 December, 2009 Hermes Airports consortium delivers two ‘ world class ’ airports in four years 26 December, 2009 Helsinki-Vantaa ’ s ‘ via Helsinki ’ strategy 27 October, 2009 New charges agreement strengthens Copenhagen ’ s future as a hub 28 October, 2009New Fraport boss sets agenda 29 October, 2009Munich West thrives off low-cost travellers 30 October, 2009 Investing in capacity: Munich ’ s drive to compete as a leading European hub 31 June, 2009BAA remains industrious despite order to sell three airports 32 June, 2009 MAG ’ s agenda for growth 33 June, 2009 NDIA – an effortless passenger experience 34 June, 2009Abu Dhabi Terminal 3 fully operational 35 March, 2009 East Line ’ s strategy to grow cargo and international traffic at DME 36 March, 2009 Sheremetyevo ’ s vision to be a leading transfer hub and gateway to Russia 37 March, 2009 Vnukovo ’ s vision to become ‘ highly competitive ’ hub 38 March, 2009Pulkovo vies to become international hub by 2025 39 March, 2009Airport Plaza opening completes New Hamburg Airport 40 January, 2009Visionary airport alliance to increase competitiveness and efficiencies Airport Case Studies Articles

4 4 No. Issue dateThe article of airport case study 41 January, 2009 That LFV edge – reducing charges, stimulating traffic 42 January, 2009 Delhi ’ s strategy to modernise for 2010 Games 43 January, 2009 New Pafos terminal heralds ‘ a new era for tourism in Cyprus ’ 44 October, 2008Emotion as iconic Tempelhof closes 45 October, 2008The challenges of setting airport charges 46 June, 2008 Fiumicino ’ s new Terminal 5 gives long-haul passengers more space 47 June, 2008 Lyon investing € 210m in dual growth strategy 48 June, 2008Sheremetyevo aims to regain premier status in Russia 49 May, 2008 T5 to enable Heathrow ’ s transformation 50 May, 2008 Alitalia ’ s MXP withdrawal ‘ a window of opportunity ’ for SEA restructuring 51 May, 2008 T3: Dubai ’ s latest infrastructural marvel 52 May, 2008 New Hyderabad: India ’ s first A380-capable airport 53 February, 2008 Ljubljana expanding to achieve goal of being region ’ s leading airport 54 February, 2008Ryanair announces 25th base at Birmingham International 55 February, 2008Verona expansion to increase retail space by 70% Airport Case Studies Articles

5 5 Copenhagen Airport adapts to low-cost market with new pier Reporter: your name student no. Assignment 2 Example

6 6 Content Introduction ( 前言 ) Unique price differentiation approved( 差異化 單一價格 ) The passenger experience( 旅客的經驗 ) Industrial, yet colorful look( 產業的外觀設計 ) Green on a budget( 有預算的綠能 ) Growing trend for LCC facilities( 低成航空公司 設施成長趨勢 ) Conclusion( 結論 )

7 7 Introduction 1.LCCs initially focused on secondary airports, the business model has matured and shifted focus, resulting in a major share of today’s development taking place in primary airports 2.However, most airports have not adapted to the needs of the new customers. A ‘one size fits all’ mentality has prevailed, where business fundamentals such as market segmentation have been ignored because of the scale of investment required. Instead, all airlines have been offered the same product at the same price, no matter which facilities they have a need for. 3.At Copenhagen Airport, the decision was made to target both types of airlines, satisfying the needs of both network and low-cost airline business models. For the low-cost segment, the result is the brand new pier CPH Go, an investment of 200 million Danish kroner (€27 million), which went under the working name CPH Swift during planning and construction. Rather than being a stand-alone terminal, CPH Go is connected with the international terminals with which it shares check-in facilities, security and shopping areas. Split operations would have driven costs up and the airport reasoned that it has already achieved efficient operations in, for example, its common security area. 4.Copenhagen Airport was able to ascertain what operational requirements the new facility should be designed to accommodate. A basic, scaled-down concept was developed, which its customer airlines must comply with in order to use the facility. The airline must be able to accomplish 30-minute turnarounds and must not require baggage transfer facilities. At least 90% of passengers must either check-in online, via mobile phone or use airport self-service kiosks, which have been installed in the CPH Go check-in area to limit the number of check-in desks needed. Also, the airline must accept that the check-in area is CPH Go-branded, which better utilises the desks, but leaves no room for the individual airlines’ own brands.

8 8 前言 1. 低成本機場之營運核心以二級機場為主,日漸成熟之日 亦轉移其營運至主要機場。 2. 商務基礎也因投資規模需要取代之市場區隔,航空公司 統一機型、單一價格也不需要機場設施。 3. 哥本哈根機場的目標市場也要滿足路網、低成本航空兩 類型的商務,在低成本航空商務方面, CPH Go 投資 270 百萬歐元在單一航廈及連接國際航廈的共用報到櫃台、 購物及保安設施等。 4. 哥本哈根機場新的設施可以在 30 分鐘的週轉時間內完成 行李搭機服務, 90% 的旅客可以在網路、手機或 kiosks 自我報到,這將取代 CPH Go 在櫃台報到的需要。

9 9 Unique price differentiation approved 1.A major hurdle for the airport was the need to have a price differentiation between the full-service terminal facilities and the new CPH Go in order to attract LCCs to the new pier. Importantly for the airport’s many full service carrier clients, there would be no discrimination, but a clear distinction between the two products. “You get what you pay for,” 2.Copenhagen Airport’s fees are subject to state regulation and the passenger charge for using CPH Go is DKK 20 (€2.7) lower than for international passengers in the airport’s other piers. However, as the airport’s charges are lowered overall, the fee for CPH Go is in fact 35% lower than what previously has been offered. 3.With the number of low cost passengers higher than ever at CPH, there is a raison d’être for CPH Go. A very large part of the low-cost traffic growth seen during the past 18 months has come about exactly because we had announced the opening of CPH Go. Easy Jet is the launch customer and grew by 60% at Copenhagen Airport in 2009. In 2010 this growth will be around 30% driven by the two new routes to Paris and Basel. These routes are specific examples of the importance of CPH Go as a strategic move by the airport, since it is unlikely that they would have become a reality without differentiated facilities and price.”

10 10 差異化的單一價格 1.CPH Go 為了吸引低成本航空來,與完全服務設 施的價格理應差異化,的運送者是沒有差別, 但兩種產品很清楚是有差距的。 2. 哥本哈根機場費的收取是低於其他機場。 3. 哥本哈根機場 2009 年 Easy Jet 成長 60%, 2010 年增加 Paris 和 Basel30% ,這些航線則是因無 差異化設施與價格成為 CPH Go 策略參考例子。

11 11 The passenger experience 1.Passengers bound for CPH Go need to go through Pier D, after which the moving walkways and wooden floors end and are replaced with a more basic 310m elevated walkway to reach CPH Go. The five to six-minute walk leads to steps, escalators and lifts that take passengers down to the ground level, where CPH Go spreads out along the apron. 2.The location of CPH Go is not a coincidence. The six aircraft stands in front of the pier already existed and used to be in use as bus gates.The pier itself has three gates for intra-Schengen flights, one non-Schengen gate and two gates that are flexible and either let passengers through from the pier’s main lounge or from the area behind passport control. In addition to these six primary gates, there are two bus gates, one Schengen and one non-Schengen. These are not scheduled to be used, but provide additional capacity in case of operational irregularities that mean all other stands are taken.

12 12 旅客的經驗 1. 旅客前往 CPH Go 搭機需要經由由 D 區,走自動走道或 木梯盡頭,或由 310 公尺的電梯或昇降梯就可到達 CPH Go , 5 至 6 分鐘的走路搭電梯或昇降梯就可到地面層 CPH Go 停機坪。 2.CPH Go 有 6 個停機坪 (Stand) 與 2 個巴士門 (Gate) ,有 3 個門是給 Schengen 間班次使用,有 1 個門是給不是 Schengen 的班次使用,另外兩個是給經由主要航廈進 出或護照管制彈性使用的門。

13 13 Industrial, yet colorful look 1.With the number of low-cost passengers higher than ever at CPH, there is a raison d’être for CPH Go. A very large part of the low-cost traffic growth seen during the past 18 months has come about exactly because we had announced the opening of CPH Go.” 2.Nelson and his colleagues wanted to find a style that matched the character of the low-cost carrier concept, something that expressed efficiency, no frills and quick turnarounds. They took inspiration from warehouses that have been converted into modern, trendy offices. While the pier’s epoxy floor and exposed ventilation pipes in the ceiling were entirely taken from industrial architecture, the glass walls and colorful graphics have been added to brand the concept. 3.Nelson realised the potential of the selected location, which is right before the aircraft stands and near to the airport runways. Making use of these spectacular view opportunities, the whole front wall is glassed, creating an engaging passenger experience. The walls within the building are also all made of glass, not limiting any light or views. In order to keep the front of the building close to the aircraft clear and open, offices, toilets, heating and ventilation systems, whose location is non-essential, were deliberately kept behind the back wall, which is covered in colorful artwork

14 14 產業的外觀設計 過去 18 個月來哥本哈根機場旅客量成長很迅速 長堤區 (Pier) 從倉庫轉換成玻璃牆、現代辦公建築 樣式,以提升 CPH Go 的品牌。 由建築物的玻璃牆可透視外面的停機坪、室內辦 公室及廁所等系統一目了然,完全是自由開放的 設計,沒有一個空間是不需要的。

15 15 Green on a budget 1.CPH Go is the first project at Copenhagen Airport to make use of a groundwater heating system. In summer, the water is pumped up to cool the building, whereas the water heats the building in winter. This system, which in time will be connected with the rest of the terminal building, greatly reduces energy consumption. 2.“We have been green on a budget,” Nelson explained. He and his team have made numerous calculations on environmentally friendly ideas. If the green investments were commercially viable, they were incorporated into the plan, however, some ideas had to be dropped at the drawing board. An example of a discarded idea was rooftop solar panels, which – if incorrectly angled – would have caused glare on the aircraft. 3.CPH Go is a cornerstone in the ‘dual airport’ strategy of Copenhagen Airport, whereby it differentiates between the needs of point-to-point low- cost carriers and full-service network airlines. CPH Go is tailor made to the needs of low-cost airlines. The lower charges of CPH Go form the basis for many new routes and a substantial improvement in Denmark’s international accessibility, and the charges structure means that Copenhagen Airport will strengthen its position in the intensive competition among the major European airports

16 16 有預算的綠能 1.CPH Go 規劃地下水地熱系統,於夏天時可以讓 Pier 這棟 建物溫度下降涼爽,冬天可以讓建物溫暖,這套系統亦可 以降低能源的耗損。 2. 於 Pier 此棟建築物的屋頂使用太陽能板。 3.CPH Go 為哥本哈根機場奠定路網航空業者與點到點低成 本業者等雙核 (dual) 機場需要差異化策略的基石,可藉由 CPH Go 低收費形成新航線與擴大丹麥國際的可及性,增 強哥本哈根機場在歐洲主要機場密集競爭的地位。

17 17 Growing trend for LCC facilities 1.The opening of CPH Go continues the trend for dedicated LCC facilities, capitalising on the growth of low-cost traffic. mp2 – the dedicated low-cost terminal at Marseille-Provence – opened in 2006 and has subsequently provided a benchmark for the success that can be achieved by such facilities. It played a significant role in helping Marseille-Provence weather the economic crisis – low- cost traffic now accounts for 23% of the airport’s traffic, with a 61.8% increase in passenger numbers at mp2 last year. 2.Bordeaux’s low-cost ‘billi’ terminal has been similarly successful since its inauguration in June 2010. It is currently used by easyJet and Ryanair and also handles 23% of the airport’s traffic 3.Other dedicated LCC facilities include Terminal 3 at Lyon-Saint Exupéry, Terminal 2 at Milan Malpensa and Pier H at Amsterdam Airport Schiphol. Further afield, Singapore Changi and Kuala Lumpur International Airport have also opened facilities exclusive to LCCs

18 18 低成本航空公司設施成長趨勢 1.Marseille-Provence mp2 於 2010 年旅客成長 61.8% , 低成本航空旅客佔該機場的 23% 。 2.Bordeaux’s low-cost ‘billi’ terminal 也是成功的, easyJet 與 Ryanair 旅客量佔該機場的 23% 。 3. 其他 Lyon-Saint Exupéry 機場的 Terminal 3, at Milan Malpensa 機場 Terminal 2 與阿母斯特丹史基博 Amsterdam Schiphol 機場 Pier H ,新加坡樟宜機場 Singapore Changi and 吉隆坡國際機場 Kuala Lumpur International Airport 也將開放設施給專有的低成本航空 公司使用。

19 19 Conclusion( 結論 ) 本篇主要敘述哥本哈根機場為吸引與開闢低成本航空公司 國際航線,新建了一長堤區 (pier) ,並對低成本航空公司 採取低收費。除了採用綠能建築以節省能源,建築物牆面 也採用玻璃牆面提供旅客更具現代的、開放的與自由的視 覺設計,在作業效能方面也指出 CPH Go 提高旅客自我報 到的比率與旅客搭機步行時間的效率。 本篇可作為臺灣國際機場增加國際低成本航空公司航線市 場,航空站規劃空間設計與配置理念之參考。 最後一段亦列出目前著名的低成本機場的進展,值得進一 步討論這些機場成功關鍵因素。 Please show your concepts after reading the article

20 20 CPH Go Pier You also can provide the data or figures to clarify some questions

21 21 10 things you should know about CPH Go 1.CPH Go is the first low-cost facility with differentiated prices in a major European airport. Low-cost traffic at Copenhagen Airport has increased significantly since the plans for CPH Go were announced two years ago 2.EasyJet is the first airline to fly from CPH Go with up to ten daily flights 3.CPH Go characteristics: –flights are deboarded, handled and boarded within 30 minutes –at least 90% of passengers check in online, via mobile phone or at a self-service kiosk –there is no transfer traffic 4.It takes 5-6 minutes to walk the 310 metres from Pier D to CPH Go 5.CPH Go has six flight gates without jet bridge and two bus gates CPH Go will be the first building to benefit from the airport’s new groundwater cooling system 6.CPH Go focuses on low energy, saving 75% compared with other parts of the airport 7.Construction costs for CPH Go amounts to about DKK 200 million 8.CPH was designed by Vilhelm Lauritzen Architects, who has been an architect for CPH since 1939. 9.The pier has been designed in an industrial look with large glass panels, that provide a fantastic view of the aircraft landing and taking off 10.The name ‘Go’ implies an encouragement to travel, to Go

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