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Point of View

Smart Airports:
Transforming Passenger Experience
To Thrive in the New Economy

Authors
Dr. Amir Fattah
Howard Lock
William Buller
Shaun Kirby

July 2009

Cisco Internet Business Solutions Group (IBSG)

Cisco IBSG

Copyright © 2009 Cisco Systems, Inc. All rights reserved.

.

while cargo will suffer a more dramatic 5 percent decline.4 radical shifts in the market will likely produce enduring and irrevocable changes.Point of View Smart Airports: Transforming Passenger Experience To Thrive in the New Economy Volatile fuel prices. and emerging and maturing communications technologies are driving new travel patterns that will require innovative business models and strategies. exacerbating the glut of capacity created by intense competition among too many airlines for too few travelers. 3. support a high fixed-cost business model. with losses forecast to continue well into 2010. 2008.3 Airports. International Air Transport Association. IATA predicts that airlines will experience net losses of more than US$9 billion in 2009. 1. while still profitable. as fuel costs rose from 10 percent of operating expenses to more than 30 percent. aviation’s wide ecosystem of partners is being forced to implement new strategies to survive today’s economic realities. Shifting demographics.S. Few airlines remain unscathed. but hubs and origin/ destination airports will experience a steep decrease in passenger traffic as both business and leisure traffic continue to decline. Cisco IBSG Copyright © 2009 Cisco Systems. All rights reserved. carriers suffering nearly 80 percent of the damage. decreasing demand has driven prices down.S. 4. slumping demand. and the worldwide financial crisis are converging to fundamentally reshape the aviation industry. to airports and megahubs. 2. Inc. Impact on airports will not be uniform. The International Air Transport Association (IATA) forecasts a 3 percent drop in passenger traffic during 2009. most competitive market—in a country that has experienced the biggest declines during the economic downturn.2 The revenue outlook is perhaps the worst in aviation history. with U. Meanwhile. Ibid. 1 . Air Transport Association Passenger Airline Cost Index. U. 2008. Ibid. as IATA forecasts. carriers have incurred the most dramatic losses because they compete in the world’s largest. From airlines and their global alliances.1 Airlines that hedged their bets by buying future supplies as prices increased found themselves holding vast quantities of overpriced fuel when prices suddenly dropped. the worsening economy caused businesses and individuals to curtail travel. so the precipitous drop in passenger numbers will produce substantially lower revenues and markedly lower profits. While traffic and demand may eventually return in the next three to four years. Escalating oil prices triggered unprecedented airline losses in 2008. new corporate governance requirements. While costs have skyrocketed.

departures. with increasingly complex operations. attitudes.0: Basic Airport Operations In the Airport 1. they have honed their capabilities to focus on effectiveness rather than mere efficiency. and special offers. and competitive positioning. While sharing of passenger data by airlines appears to be an anathema. The Cisco Internet Business Solutions Group (IBSG) believes this will create a significant opportunity for revenue. Inc. Rearchitecting the passenger experience will not come easily. unfettered access to resources and information. Airport Evolution Airport operations and business models have evolved dramatically over the last two decades to support the explosive growth of the global airline industry. airports focus on capabilities necessary for safe and efficient management of landings. It will require discipline. who are accustomed to sophisticated. including check-in. They have grown to expect painless self-service and instant. Over the past two to three decades. They offer basic passenger services. diversity. They demand streamlined processes for check-in. spanning the entire journey rather than being confined to an airport’s boundaries. transit. security.Further complicating this industry turmoil are the escalating expectations of passengers. airlines. these airports operate in a landlord 2 Cisco IBSG Copyright © 2009 Cisco Systems. boarding. Typically. airports evolved in parallel to create massive networks of hubs and feeder systems. Hubs and O&D airports have very different operating profiles that influence strategies. Regulatory reform and deregulation ushered in a new aviation era in North America. cheaper. passengers expect better. . and want increasingly higher levels of personalized services. They want real-time information about flight delays. investment. Deeper collaboration among airlines and airports could create a stronger. and as origin and destination (O&D) airports. food. it will give both entities greater insight into passenger needs and help them design and deliver new services and products for which passengers will be willing to pay. and needs. Asia. which together created an efficient air transportation ecosystem. Today. and businesses in the surrounding “catchment” area. in terms of demographics. As airlines refined their operating models to align growth to efficiency. growth. as well as in Europe. gate changes. and other aircraft operations. and moderate retail. more complete value proposition for passengers. and faster services from airlines and airports. and boarding. and emerging countries. business models. and choice for airline passengers. In so doing. Let’s take a closer look at how airports have evolved. too many airlines and airports fail to deliver superior customer experience. and a deeper understanding of passengers. Airport 1. and beverage services. airports have gained more stakeholders. This kind of collaboration depends on sharing of passenger data by the airlines with airports. behaviors.0 phase. including tenants. Like customers in other industries. to segment their customer base in meaningful ways. All rights reserved. baggage pick-up. and produced dramatic traffic growth. and ecosystem partners. and to invest wisely in future service models and solutions. Airports today are typically classified as global or regional hubs. fast-changing technology environments at home and at work.

smart airports significantly improve operational efficiencies. concessionaires. London Heathrow Airport. Broad process integration among airlines. Airport 3. Singapore Changi International Airport.0: Smart Airports Airport 3. All rights reserved. deep cross-silo collaboration. 3 . fuel providers. and video surveillance at competitive market prices. Technology-enabled collaboration is highly evolved throughout these airports and is implemented across business units and functional silos. They also take passenger experience to new heights by delivering a range of personalized services enabled by seamless exchange of passenger data to anticipate needed services. converged network architecture offers shared services on a common services platform. and other tenants design and implement their own business environments.Point of View model.0 comprises “smart airports” that fully exploit the power of emerging and maturing technologies. Inc. airlines. Instead. the airport business units and tenants procure and implement technologies in a stovepipe fashion. logistics. with little ability for information sharing and centralized management without costly and often suboptimal systems integration. faster set-up times for tenants. From a business value perspective. without the need to deploy and maintain their own technology solutions. By enabling the exchange of real-time information. and improved passenger experience. Operations. and other ecosystem partners creates new benefits along the entire value chain. Cisco IBSG Copyright © 2009 Cisco Systems. Hong Kong International Airport. seaport. Examples of the agile airport include Toronto Pearson International Airport. airport city. often carrier-class IP network that enables high-speed broadband traffic throughout the entire ecosystem. agile airports often preclude tenant deployment of single-use and proprietary technologies. an airport-wide. Systems are built around a “digital grid”: a single. the agile airport offers advanced operational efficiencies. Airports exhibit highly evolved operational efficiencies. Business entities and ecosystem partners share information quickly and seamlessly. enabling agile airports to respond rapidly to environmental and operational changes.0: Agile Airports Airport 2. passenger services. Wi-Fi. and advanced security capabilities. caterers. authorities. enabling faster turnaround times for airlines. and McCarron International Airport (Las Vegas). While there is always an airport-wide master strategic plan. where the airport/landlord provides the real estate. IP telephony. systems. The digital grid is the airport’s nervous system. touching and managing every point of interaction (see Figure 1). and business units are likely to be highly siloed. broadband. while airlines. and airport-wide process integration.0 features “agile airports” that adapt well to a changing environment and fast-paced operational tempo. making it difficult for different entities to collaborate across business boundaries. and other parties. By employing a centralized and shared services strategy. with advanced and pervasively deployed sense-analyzerespond capabilities. retailers. but pay insufficient attention to passenger experience. Tenants take advantage of services such as managed communications. converged. Airport 2. including the airport.

Operational Excellence. media-rich. a pervasive and persistent connection to the passenger will permit continuous.0 technologies. airlines. processors. and Skills Ground Staff Mobility Smart Safety and Security Enhanced Safety and Security Levels Digital grid enables real-time operations and process integration. Airports may also reach beyond their physical boundaries to enhance the experience for passengers at all stages of their trip. Passenger touchpoints will no longer be defined by key information interchanges at check-in. Such capabilities will enable all airport stakeholders—airlines. these conversations will be personalized. World-Class Passenger Experience e nd Asset Tracking Personalized Services o sp Transparency. and value-laden.0 and 3. For example. sensors. 4 Cisco IBSG Copyright © 2009 Cisco Systems. Seamless Information Sharing and Collaboration Workforce Productivity. and improved passenger experience. Value-Added Services Generating Revenue Real-Time. All rights reserved. Real-Time Collaboration. enabling real-time sense-analyze-respond capabilities. based on predefined parameters. and partners will use Web 2. Instead. concessionaires. or boarding. Source: Cisco IBSG. to help passengers plan their departure time and make choices about parking and other services. and other service providers—to engage the passenger with relevant and compelling information and offers.Figure 1. security. 2009 Smart Airports Enhance Experience. operations. real-time communications anytime. new revenue streams. As capabilities evolve over time. foundational framework. Operations. and always-on communications to produce a new. Smart Airport Vision •S e n se • R Digital Grid Seamless. Airports. airports should offer information on the status of roads and parking. anywhere. Flexibility Smart Services Innovative. security check. . Value Smart airports will usher in a new era for both airport operations and passenger experience. Inc. Visibility. and Reliability World-Class Shared Services Facility Analy ze Multi-Business.

Inc. and airports—often before information is available through official channels. weather. and journeys into consideration. these companies are able to enhance the services they offer. At every stage of her journey. and taxi companies receive alerts on travel delays and make adjustments to their operations in real time. a mega-airport city—or “aerotropolis”—may have a significant impact on urban development for an entire region. While this is a somewhat modest initiative. They require an extended approach to customer experience that takes these different customer segments. and transportation based on her travel status. Seasoned and tech-savvy travelers use Twitter and other Web 2. For example. Cisco IBSG Copyright © 2009 Cisco Systems.0 services. ecosystem partners inside and outside the airport receive real-time updates on the progress of her journey. smart airport capabilities enable new business models. services. All rights reserved. a view to the end-to-end customer experience is even more important. and logistics companies. including passengers. The surrounding catchment area—the “airport city”—will generate an increasing portion of the airport’s revenue. and are able to offer goods. retail and hospitality tenants. Smart airport cities target many customer segments. experience levels. a logistics company located in the airport city. or free-trade zones. real-time information to create a completely seamless experience from the airport to her lodging and place of work. These new. Accordingly. smart airports will extend their value chain beyond traditional airport borders into the airport city. where they can create innovative services that enable value creation among partners in information-intensive businesses such as logistics or maintenance-repair-overhaul (MRO) services. In some cases. car rental. flights. 5 . imagine a business traveler arriving at an airport on an inbound flight. Hotel. BWI’s efforts mirror social networking behavior already permeating air travel. she is offered personalized. integrated solutions. the Baltimore Washington International (BWI) Airport is using Twitter to alert passengers of changes to airport.0 capabilities to share real-time information about traffic. With visibility into the passenger’s end-to-end journey. Using smart. and proceeds to visit her client. For example. citybased ecosystem of companies and organizations that interact in a meaningful way with the airport. This emerging breed of airport is attracting new segments of commercial customers and may even develop a unique brand identity as it offers smart services for various industry clusters. and to improve passenger satisfaction. and flight status. including better integration with the broader. Thus.Point of View Some airports are already experimenting successfully with Web 2. She checks into an airport hotel.

and can extend to vertical services targeting specific sectors such as intelligent transportation. The service portfolio will include traditional horizontal services such as IT. human resources. offices • Multimodal transportation Airports as Infrastructure Providers • Megacities. urban development • Adjacent region as catchment area • Branded destination on its own • Vertical clusters with top companies • Free trade zones Airports as Service Providers Services Evolution Source: Cisco IBSG. Airports Becoming Virtual Service Providers Regional Residents Industrial Companies Smart Airport City Cluster Customers Office Parks Airport City Logistics Companies Visitors Passengers Aviation Companies Extended Airport Terminal • Arrival and departure • Hotel • Retail • Parking • Significant non-aviation commercial activities • Mall. Figure 2. and facilities management. however. Inc. and the role of “service innovation” will become increasingly central to airport operations. or airport city cluster (see Figure 2). advertising. traffic management. and lean retail. All rights reserved. with many airports deriving more than half of total revenues from such sources. Recently. and food-andbeverage providers has been an important component of an airport’s revenue mix for decades. airport city. This next generation of airport services will spawn new revenue streams for the airport operator. 2009 The Opportunity: Transform Business Models To Create New Revenue Streams Non-aeronautical income from parking. real estate. . 6 Cisco IBSG Copyright © 2009 Cisco Systems. declining airline economics have required airports to become more reliant on non-aeronautical revenues.The airport service portfolio will change as airports evolve into “virtual service providers” (VSPs) that offer an integrated value proposition for different customer segments throughout the airport. retail.

airports and airlines can up-sell and cross-sell to the passenger. in turn. Origin and destination airports generate a far larger share of revenues from parking than hub airports. 7 . airline fees can stay lower. This. Non-Aeronautical Revenue as Percentage of Total. Figure 3. With an integrated value chain. Airports Council International Aviation Insight. customer satisfaction. Inc. benefits the whole community. and golf courses. President. As airports develop these revenue sources. multimillion dollar retail developments. There are significant regional differences in revenue streams for retail and car parking/rental. Winter 2007 Figure 3 offers additional details about non-aeronautical revenues and relative success of non-aeronautical strategies based on airport geography. Airports are mixing creativity with good business sense…and new financial profiles are emerging that include revenues from cogeneration plants. Smart airports can boost these revenue opportunities by offering innovative services that elevate the overall passenger experience. providing personalized services that increase revenues. by Source and Region Major Sources of Non-Aeronautical Revenue 100 Other Advertising Property Car Rental Car Parking Retail 80 60 Percentage 40 20 0 Non-Aeronautical Revenue as Percentage of Total Revenue 60 50 40 30 20 10 0 or W ld id w a ic er e ag Am er in at Av /L e an st Ea a e ic er Am be th ib ar C or N fic dl id ci /M Pa ca a i As ri Af pe ro Eu Source: ACI and University of Westminster. making the airports more competitive in attracting air service for travelers. whose passengers simply transfer from one aircraft to another.” Greg Principato. and wallet share. All rights reserved. expansive industrial parks.Point of View “The industry is experiencing a revenue renaissance of sorts. 2006 Cisco IBSG Copyright © 2009 Cisco Systems.

or hospitality services in the event of a delay • Additional retail revenue through destination-specific shopping offers and pretrip information designed to move “High Street” shopping into the terminal. for both airlines and airports: • Greater ability to up-sell and cross-sell personalized services based on realtime information and status of the travel environment. ability to provide trusted travel advice and preferential treatment based on passenger segmentation 8 Cisco IBSG Copyright © 2009 Cisco Systems. and changed gates. at least for their high-value customers. including way-finding to move people through an airport at an optimum rate to maximize spend and minimize delay. Inc. onboard amenities as well as premium airport lounge services. To truly maximize the value of these services. There are clear benefits from developing an end-to-end passenger experience framework. personalized passenger experiences. but it is likely to create headaches for passengers at the gate and during boarding. and seasonal trends over time to model the future and improve the travel experience • Creation of intelligent. for example. however. traffic. for example. by offering enhanced. location-based services. missed connections. offering loyalty discounts and information on availability of merchandise especially suited to the passenger’s destination or travel purpose • Ability to use integrated passenger information linked to events and conditions such as weather.An End-to-End Framework for Passenger Experience Airports can grow non-aeronautical commercial revenue simply by expanding services in areas such as retail. hospitality. however. The trend toward larger aircraft may produce more efficient airline operations. Heightened security measures mean that passengers may have to deal with long lines. and real estate. . All rights reserved. A few leading airlines provide innovative. airports need to find ways of partnering with airlines to create an end-to-end passenger journey. offering valet parking to travelers arriving late for a flight. have taken their toll on the quality of the travel experience for most passengers. Declining economics and intensified security requirements. Since airlines largely own passenger relationships today. parking. airports need to adopt a customer-centric approach focused on enhancing the passenger experience.

Flight Information. All rights reserved. the airport’s role must evolve from passive landlord to active participant. In creating this unified customer journey. passengers have an increased expectation for personalized services. 2009 Airlines’ customer relationship management (CRM) initiatives typically focus on frequent-flyer programs and narrow up-sell and cross-sell features in various flight classes. As airport/airline roles and service models evolve. end-to-end journey relative to passenger touchpoints (see Figure 4). and airline do I choose? Customer Loyalty Have my experiences changed my future travel and purchase choices? Which transport options do I choose? Transport and Parking How do I get to my destination? Where do I go next? Am I on time? Do I need special services? Which Route. in flight. Services. The End-to-End Passenger Journey Airport and Journey Flight Home Transit Research Taxi Check-In Food Gate Retail Immigration Banking Taxi Hotel Booking Car Baggage Retail Boarding Catering Baggage Retail Hire Car Resort Payment Metro/Train/Bus Passports Check-In Parking Security Departure Transit Arrival Customs Entertainment Destination Metro/Train/Bus Banking Retail Dining Way-Finding. 9 . on to journey’s end. Airports and airlines have a significant opportunity to build an integrated. raising appeal and—where there is choice—improving passenger loyalty. and Entertainment Where can I go to get the best retail or hospitality options? Where are my bags? Do I need to register lost bags? What entertainment do I need now. high-value experience for travelers— from booking the reservation. and at my destination? Airports. A superior. to traveling to and through the airport. Inc. These should be tied to a reward system built on combined airport and airline spend. Source: Cisco IBSG. Cisco IBSG Copyright © 2009 Cisco Systems. services. Airport. airlines. not just airline spend. There is often little attempt to manage and enhance the overall. enriching the passenger journey as a key ecosystem partner. and Alerts Passenger Decision Points How do I prepare for check-in and security? Which route. Hospitality. and other stakeholders can provide a superior passenger experience by taking an integrated approach to every touchpoint along the passenger’s end-to-end journey. integrated passenger experience will become the key differentiator for both airlines and airports.Point of View Figure 4. airport. and Airline Do I Choose? What do I do as a result of delay or cancellation? Do I buy at the airport or somewhere else? Retail.

enhance operational excellence.1 million 10 Cisco IBSG Copyright © 2009 Cisco Systems. and can even be used for product testing. tourism. flight purpose (business. etc. and flight status. Smart Transport and Parking Services Real-time travel services keep passengers informed of any travel problems and offer premium services. These services use emerging technology capabilities and advanced web technologies to improve customer experience. and the passenger’s reason for travel. Various stock management solutions can improve stock flow for limited storage formats. location within the airport. Intelligent advertising allows destination. retail revenues tend to be critical for hub airports. allowing retailers to increase sales while reducing wait times and abandoned shopping baskets. airports can raise revenue. or via an airport kiosk. Inc. it can operate as an e-boarding pass as well. Telepresence rooms within the airport offer high-end. Each airport’s priorities will depend on its specific business model. Gartner predicts that high-definition video meeting solutions will replace 2. . can track a traveler via a GPS-enabled smartphone and provide pre-trip travel information. It can also provide location-based services and alerts to help passengers through the terminal to the gate. route advice based on traffic conditions. life-size virtual conferencing on a per-hour basis to enable “face-to-face” business meetings around the world. or vital information in the event of an emergency. By delivering high-quality customer experiences in any or all of these five areas. They can also display travel information. 1. 2. A trip concierge provides details and flight status of all trip stages on a smartphone.Smart Services Enhance Both Airport Revenues and Passenger Experience As examples of portfolio expansion. All rights reserved. Value-added services such as porters and nearby or valet parking can be offered to passengers based on their loyalty and on-time travel status. and meet performance targets. such as valet parking or route switching. Digital signs can display ads for various local services. and Entertainment Services Passenger-specific retail and hospitality offers can be provided to the passenger’s mobile phone based on customer information gathered by the airport. When accessed on a mobile phone. a location-sensitive version of this solution. and improve security. plus personalized hospitality and retail offerings. if the passenger is at risk of being late. For example. or destination.or status-specific messages to be displayed based on flight stage. reduce costs. recreation. Lean retail solutions help minimize lines.). create new revenue streams. These offers can be tailored to passenger demographics. Cisco IBSG has identified five “smart-service” categories that airports can build on top of a converged smart airport infrastructure. and parking may be more important to origin and destination airports. Intelligent transport services. Hospitality. Smart Retail.

real-time flight information throughout the airport city. and security services. 5. this allows passengers to check in and leave their bags at a hotel or other remote location. Smart Workplace Services Equipment telematics solutions use radio frequency identification (RFID) to keep track of movable equipment to improve equipment availability and utilization. enabling them to go straight to security and boarding when they arrive at the airport. along with location information and terminal zones. These include traffic and facilities management.5 Airports and airlines need to establish a business model and smart services portfolio to quickly capture this revenue opportunity. emergency. Smart Airport Processes Location-based services use passenger entry and destination details. there is an opportunity to implement smart supply-chain and MRO services. 11 . and security staff. Smart Business-to-Business Services Smart airports and airport cities have the opportunity to provide a variety of valueadded services to airport-city commercial customers. maintenance. to direct people through the airport in a way that reduces stress. in airport cities that are heavily focused on logistics providers. enabling staff to quickly and effectively deal with airport problems that impact the passenger. making it easier to find misplaced or missing bags and provide up-to-date location information to passengers. Building-related services include digital signage for advertising. monitoring. Cisco IBSG Copyright © 2009 Cisco Systems. and increases retail sales. minimizes queues. 2009. remote check-in at a hotel. Additionally. 4. No-queue check-in solutions speed passengers through the airport to their flights by using RFID-tagged boarding passes or mobile.Point of View airline seats annually. an airport can track wheelchairs with RFID to help reduce the wait for incoming passengers requesting wheelchair support. When combined with remote bag-drop capabilities. office. RFID baggage tagging enables airports to detect luggage at a distance or out of sight. This includes customer relations. 3. A mobile worker and expert locator can deliver the right information to the right person at the right time. All rights reserved. Gartner. and way-finding information. and centralized building automation. For example. 5. and energy optimization to enable a sustainable airport city with optimized carbon footprint. Linking equipment location to operational information also improves maintenance timing.5 billion per year. or other building. smart-code-enabled phones. Inc. costing the travel and hospitality industry US$3.

data. An integrated approach incorporating every touchpoint on the passenger’s journey enables airports to offer the richest and most consistently satisfactory passenger experience.A High-Level Architecture for Smart Airport Operations Smart services supporting efficient airport operations and the end-to-end passenger journey experience require an end-to-end Smart Airport architecture. These smart and shared services include enablers across airport functions and business units to provide a complete. the Smart Airport vision addresses needs and opportunities to enable a transformed passenger experience. and applications fully integrated into the network as the platform. In the highest layer. Inc. The high-level reference architecture shown in Figure 5 supports the needs and opportunities in each airport “domain”—including airside.0 • Retail Solutions: –In-Store Mobility –Secure Store –Lean Retail Customer Intelligence • Shared Concierge • Location-Based Services • Asset Lifecycle Management • Real-Time Asset Tracking Data • Smart Video Surveillance and Access Control • Smart Building Services • Communication and Collaboration • Emergency Response Corporate Data Operational Data Applications Core Applications Content Management Next-Generation Web Business Applications Noise Abatement Fee Management Performance Management Gate Management Business Intelligence Collaboration Integration Infrastructure: Cloud-Ready Network as the Platform Endpoint Devices • Sensors • Tags • IP Phone • Videoconferencing Virtualized Computing and Storage Real-Time Communication Application Delivery Security Management Mobility Transport The Capabilities layer depicts the main categories of enablers to meet the needs and opportunities in each airport functional domain. All rights reserved. end-to-end passenger experience. Smart Airport High-Level Reference Architecture Domains: Needs and Opportunities • Parking • Fuel • Cargo and Flight • Maintenance • Catering Airside • Air Traffic Managment • Ramp Services • Resources Management • Security • Check-In • Customs • Retail • Boarding Gates • Security Terminal • Concierge • Building Operations • Baggage Handling • Food and Beverage Landside • Parking • Third-Party Providers • Access Roads • Mass Transit • Perimeter Security • Airport City • Car Rental • Tolls • Security Capabilities: Smart and Shared Services • Personal Travel Assistant • Workforce Mobility • Mobile Resource and Workflow Management • Context-Aware Mobility Web 2. and the larger airport and airport city environment—with capabilities. . Figure 5. They address all aspects of the journey in concert 12 Cisco IBSG Copyright © 2009 Cisco Systems. the terminal.

The Data layer also taps into the vast and organically growing sources of Web 2. sense. The foundation for the above layers relies on the hardware. New applications and data can be added quickly. such as social networks and web services covering topics of potential relevance to the end-to-end passenger journey. With an approach adopting the network as the platform. airport-related applications. In recent years. This layer includes airport operational and corporate data. and highly scalable foundation upon which to build and evolve the Smart Airport vision. making the airport an effective virtual service provider. fee management. Core applications include: • A portfolio of next-generation web applications and tools empowering a rich passenger interaction experience • Collaboration applications that enable real-time personal interaction among all stakeholders • Content management to orchestrate the impending avalanche of rich media • Business intelligence to support continuous improvement of the Smart Airport experience by tapping both traditional sources of intelligence and newer realms such as social media • A set of integration applications. cost-effective. hosting. The infrastructure can be implemented through a variety of approaches. rising costs and a surplus of capacity have taken their toll on both aviation profits and passenger experience. touchpoints. and channels throughout the passenger journey. devices. All rights reserved. performance management. as well as information collected about the passenger from all angles.Point of View with airport-related services available anytime. Inc. The Data layer outlines the main categories of information and content supporting the capabilities. perspectives. including an Intelligent Interaction Manager that can foresee. as well as internal and external cloud services. or a combination that best suits the needs of stakeholders. anywhere. robust. Illustrative examples are noise abatement. and service-level software that constitute the underlying infrastructure. new developments in consumer technology have fueled passenger expectations for unfettered access to real-time information and personalized services. the infrastructure layer provides an open. agile. At the next layer are the applications that manage the data and support the capabilities. 13 . enabling new capabilities and even expanding the domains in which the Smart Airport solution transforms passenger experience and airport operation. At the same time. Getting Started Airports are on the threshold of a bold new era that offers unprecedented opportunities for transformation and growth. including traditional in-house delivery. and respond to passenger needs in ways that surprise and delight Business applications include existing.0 data. outsourcing. and gate management. Cisco IBSG Copyright © 2009 Cisco Systems. integrated seamlessly.

(0907R) CGo/LW15760 0709 . Flip for Good. MediaTone. PIX. Ltd. Internet Quotient.com/go/offices. SenderBase. ProConnect. CCNP. Play. Spectrumconsulting Expert. iPhone. Catalyst. PCNow. MeetingPlace. Flip Video. airport managers should think about new strategies in the following areas: New airport value chain: Expand the value chain by considering passenger experience in an integrated. CCIE. Flipshare (Design). New services: Define and develop innovative services based on customer segments. CXOs and public the WebEx logo are registered trademarks of Cisco Systems. sector leaders transform their organizations—first by designing innovative business processes. and fax numbers are listed on the Cisco Website at www. This will lead to innovative services on a continuous basis across all stakeholders. thus broadening the value chain to more players and increasing non-aeronautical revenues. Linksys. Event Center. the Cisco Certified Internetwork Expert logo. (afattah@cisco. PCNow. CCIP. the Cisco Systems logo. Flip Channels. IronPort. IronPort. and other stakeholders. Experience architecture: Explore concepts and enablers for the end-to-end passenger experience architecture. PIX. Cisco Lumin. Cisco Eos. Cisco HealthPresence. EtherFast. and the WebEx logo are registered trademarks of Cisco Systems. Networking Academy. Passenger experience focus: Make targeted investments in experience. Evaluate current guest and passenger experience and identify top priorities for improving it. StackWise. Aironet. Cisco TelePresence. EtherSwitch.com/go/ibsg Americas Headquarters Cisco Systems. EtherFast. iPhone. MGX. Network Registrar. iQuick Study. partner does not imply a partnership relationship between Cisco and any other company. Americas Headquarters Cisco Systems. MediaTone. WebEx. Cisco has more than 200or offices worldwide. tenants. Ltd. IOS. the Cisco logo. businesses in the airport city. end-to-end framework that includes the airport. integrated approach San Jose. CCENT. Cisco WebEx. CA Asia Pacific Headquarters Cisco Systems (USA) Pte. and Flip Gift Card are service marks. TransPath. Cisco IronPort. Aironet. preferences. Cisco IronPort. address key CXO For further information about IBSG. Flip for Good.com) in fax Cisco IBSG. the Cisco logo. CCDE. Cisco TelePresence. and Welcome to the Human Network are trademarks. the global strategic arm of Cisco. CCDE. TransPath. and experience. CCSI. (0907R) advanced technologies visionary roadmaps that owners. FormShare. StackWise. SenderBase. Live. Collaboration Without Limitation. GigaDrive. and Flip Gift Card are service marks. WebEx. Changing the Way We Work. and Access Registrar. the IronPort logo. Singapore Europe Headquarters Cisco Systems International BV Amsterdam.Point of View Airports should invest in an integrated operations and information infrastructure that enables them to have an end-to-end view of the passenger experience. Cisco Press. concessionaires. Bringing the Meeting To You. Collaboration Without Limitation. and Learn. Cisco Nurse Connect.cisco.. LightStream. PowerPanels. Flip Video. MeetingPlace Chime Sound. CCIE. Flipshare (Design). Cisco StackPower. DCE. Networking Academy. ScriptShare. Cisco Nurse Connect. IOS. Cisco Store. and/or its affiliates in the United States and certain other countries. visit http://www. Cisco Unified Computing System. CCNA. DCE. and The Cisco Business Solutions Group (IBSG). Cisco Systems. CCSP. the IronPort logo. Cisco HealthPresence. Cisco IOS. Catalyst. MGX. governments. NetworkInternet Registrar. Cisco Systems Capital. Cisco. CCDP. Cisco Nexus. GigaDrive. EtherSwitch. Changing the Way We Work. Cisco Store. Live. and/or its affiliates in the United States and certain other countries. Inc. the Cisco Certified Internetwork Expert logo. CCNP. The Fastest Way to helps Increase Your Internet Quotient. Cisco Systems. contact Howard Lock (hlock@cisco. All other trademarks mentioned in this document or website are the property of their respective owners. and Access Registrar. Cisco Lumin. and numbers are listed on the Cisco Website at www. San Jose. CCIP. Flip Mino. SMARTnet.com/go/offices. Inc. phone numbers. Cisco Nexus. Networkers. CCVP. ProConnect. MeetingPlace Chime Sound. AsyncOS. the Cisco Systems logo. SMARTnet. Flip Video (Design). and Learn. iQuick Study. ScriptShare. The use of the word partner does not imply a partnership relationship between Cisco and any other company. Flip Mino. Cisco Press. Cisco StackPower. and then by integrating All other trademarks mentioned in this document orinto website are the property of their respective The use of the word concerns. Flip Video (Design). LightStream. HomeLink. Cisco Unified Computing System. Cisco StadiumVision. Fast Step. CCSP. Flip Ultra. HomeLink. Inc. Europe Headquarters Cisco Systems International BV For more information about enhancingSingapore airport revenues through anAmsterdam. CCDA. More Information Follow Me Browsing. Cisco Unity. Play. The Fastest Way to Increase Your Internet Quotient. CCENT. Fast Step.cisco. Cisco StadiumVision. Spectrum Expert. and Welcome to the Human Network are trademarks. Networkers. To begin this process. Inc. Cisco Unity. Governance model: Establish a governance model to manage the innovation process throughout the airport and airport city. CCDP. CA The Netherlands to passenger experience. Cisco Systems Capital. MeetingPlace. Follow Me Browsing. CCVP. CCDA. Linksys. AsyncOS. Cisco IOS. PowerPanels. The Netherlands Cisco has more than 200 offices worldwide.cisco. Addresses. Bringing the Meeting To You. Cisco. CCNA. Flip Channels. phone numbers. Event Center. airlines. Cisco WebEx. Cisco Eos. Asia Pacific Headquarters Cisco Systems (USA) Pte. FormShare. Internet Quotient. CCSI. Flip Ultra.com) Amir FattahAddresses. Consider a service provider model for airport infrastructure and application services to tenants.