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Point of View

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

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.


Escalating oil prices triggered unprecedented airline losses in 2008. support a high fixed-cost business model. International Air Transport Association. 1 . From airlines and their global alliances. with losses forecast to continue well into 2010. decreasing demand has driven prices down.3 Airports. 1. carriers have incurred the most dramatic losses because they compete in the world’s largest. as IATA forecasts. Cisco IBSG Copyright © 2009 Cisco Systems.S. new corporate governance requirements. 2008.1 Airlines that hedged their bets by buying future supplies as prices increased found themselves holding vast quantities of overpriced fuel when prices suddenly dropped. while still profitable. 3. and emerging and maturing communications technologies are driving new travel patterns that will require innovative business models and strategies. as fuel costs rose from 10 percent of operating expenses to more than 30 percent. The International Air Transport Association (IATA) forecasts a 3 percent drop in passenger traffic during 2009. Air Transport Association Passenger Airline Cost Index. the worsening economy caused businesses and individuals to curtail travel. Inc. to airports and megahubs. but hubs and origin/ destination airports will experience a steep decrease in passenger traffic as both business and leisure traffic continue to decline. Ibid. while cargo will suffer a more dramatic 5 percent decline.2 The revenue outlook is perhaps the worst in aviation history. slumping demand. Impact on airports will not be uniform. exacerbating the glut of capacity created by intense competition among too many airlines for too few travelers. most competitive market—in a country that has experienced the biggest declines during the economic downturn.4 radical shifts in the market will likely produce enduring and irrevocable changes. Ibid. and the worldwide financial crisis are converging to fundamentally reshape the aviation industry. 2. Few airlines remain unscathed. All rights reserved. aviation’s wide ecosystem of partners is being forced to implement new strategies to survive today’s economic realities. 2008. Shifting demographics. While costs have skyrocketed. carriers suffering nearly 80 percent of the damage. so the precipitous drop in passenger numbers will produce substantially lower revenues and markedly lower profits. IATA predicts that airlines will experience net losses of more than US$9 billion in 2009.Point of View Smart Airports: Transforming Passenger Experience To Thrive in the New Economy Volatile fuel prices. with U. 4. Meanwhile.S. While traffic and demand may eventually return in the next three to four years. U.

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

0: Agile Airports Airport 2. London Heathrow Airport. and business units are likely to be highly siloed. without the need to deploy and maintain their own technology solutions. Hong Kong International Airport. smart airports significantly improve operational efficiencies. with little ability for information sharing and centralized management without costly and often suboptimal systems integration. Broad process integration among airlines. seaport. IP telephony. Inc. Singapore Changi International Airport. the airport business units and tenants procure and implement technologies in a stovepipe fashion. Tenants take advantage of services such as managed communications.0 comprises “smart airports” that fully exploit the power of emerging and maturing technologies. Examples of the agile airport include Toronto Pearson International Airport. concessionaires. including the airport. making it difficult for different entities to collaborate across business boundaries. From a business value perspective. faster set-up times for tenants. All rights reserved. an airport-wide. but pay insufficient attention to passenger experience. caterers. agile airports often preclude tenant deployment of single-use and proprietary technologies. Technology-enabled collaboration is highly evolved throughout these airports and is implemented across business units and functional silos. Operations. and other ecosystem partners creates new benefits along the entire value chain. The digital grid is the airport’s nervous system. touching and managing every point of interaction (see Figure 1). authorities. with advanced and pervasively deployed sense-analyzerespond capabilities. retailers. while airlines. and McCarron International Airport (Las Vegas). Instead. Airport 2.0: Smart Airports Airport 3. and improved passenger experience. converged. Wi-Fi. and airport-wide process integration. passenger services.0 features “agile airports” that adapt well to a changing environment and fast-paced operational tempo. 3 . airport city. and advanced security capabilities. By enabling the exchange of real-time information. often carrier-class IP network that enables high-speed broadband traffic throughout the entire ecosystem. the agile airport offers advanced operational efficiencies. Business entities and ecosystem partners share information quickly and seamlessly. airlines. Cisco IBSG Copyright © 2009 Cisco Systems. 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. and video surveillance at competitive market prices. broadband. While there is always an airport-wide master strategic plan. enabling agile airports to respond rapidly to environmental and operational changes.Point of View model. and other parties. enabling faster turnaround times for airlines. and other tenants design and implement their own business environments. where the airport/landlord provides the real estate. Airport 3. converged network architecture offers shared services on a common services platform. fuel providers. Systems are built around a “digital grid”: a single. By employing a centralized and shared services strategy. systems. logistics. Airports exhibit highly evolved operational efficiencies. deep cross-silo collaboration.

Airports may also reach beyond their physical boundaries to enhance the experience for passengers at all stages of their trip. and Skills Ground Staff Mobility Smart Safety and Security Enhanced Safety and Security Levels Digital grid enables real-time operations and process integration. to help passengers plan their departure time and make choices about parking and other services. airports should offer information on the status of roads and parking. Value-Added Services Generating Revenue Real-Time.0 technologies. Value Smart airports will usher in a new era for both airport operations and passenger experience. concessionaires. and improved passenger experience. processors. and partners will use Web 2.0 and 3. Instead. Real-Time Collaboration. 4 Cisco IBSG Copyright © 2009 Cisco Systems. Passenger touchpoints will no longer be defined by key information interchanges at check-in. security check. 2009 Smart Airports Enhance Experience. these conversations will be personalized. and other service providers—to engage the passenger with relevant and compelling information and offers. World-Class Passenger Experience e nd Asset Tracking Personalized Services o sp Transparency. Operational Excellence. operations. a pervasive and persistent connection to the passenger will permit continuous. Operations. Airports. Source: Cisco IBSG. Such capabilities will enable all airport stakeholders—airlines. Smart Airport Vision •S e n se • R Digital Grid Seamless. For example. airlines. anywhere. Flexibility Smart Services Innovative. . based on predefined parameters. and Reliability World-Class Shared Services Facility Analy ze Multi-Business. sensors. or boarding. real-time communications anytime.Figure 1. and always-on communications to produce a new. Seamless Information Sharing and Collaboration Workforce Productivity. As capabilities evolve over time. All rights reserved. foundational framework. enabling real-time sense-analyze-respond capabilities. Visibility. security. new revenue streams. media-rich. and value-laden. Inc.

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

6 Cisco IBSG Copyright © 2009 Cisco Systems. The service portfolio will include traditional horizontal services such as IT. or airport city cluster (see Figure 2). Figure 2. Inc. and facilities management. This next generation of airport services will spawn new revenue streams for the airport operator. and can extend to vertical services targeting specific sectors such as intelligent transportation. however. retail. advertising. declining airline economics have required airports to become more reliant on non-aeronautical revenues. 2009 The Opportunity: Transform Business Models To Create New Revenue Streams Non-aeronautical income from parking. 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. All rights reserved. offices • Multimodal transportation Airports as Infrastructure Providers • Megacities. real estate. traffic management. with many airports deriving more than half of total revenues from such sources. . human resources. and the role of “service innovation” will become increasingly central to airport operations. Recently. 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. and food-andbeverage providers has been an important component of an airport’s revenue mix for decades.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. and lean retail. airport city.

providing personalized services that increase revenues. 2006 Cisco IBSG Copyright © 2009 Cisco Systems. Origin and destination airports generate a far larger share of revenues from parking than hub airports. in turn. Airports Council International Aviation Insight.” Greg Principato. As airports develop these revenue sources. Airports are mixing creativity with good business sense…and new financial profiles are emerging that include revenues from cogeneration plants. multimillion dollar retail developments. airports and airlines can up-sell and cross-sell to the passenger. This.Point of View “The industry is experiencing a revenue renaissance of sorts. whose passengers simply transfer from one aircraft to another. All rights reserved. With an integrated value chain. There are significant regional differences in revenue streams for retail and car parking/rental. 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. expansive industrial parks. Smart airports can boost these revenue opportunities by offering innovative services that elevate the overall passenger experience. Figure 3. Winter 2007 Figure 3 offers additional details about non-aeronautical revenues and relative success of non-aeronautical strategies based on airport geography. Inc. 7 . customer satisfaction. making the airports more competitive in attracting air service for travelers. benefits the whole community. Non-Aeronautical Revenue as Percentage of Total. President. airline fees can stay lower. and golf courses. and wallet share.

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

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. and at my destination? Airports. Hospitality. 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. These should be tied to a reward system built on combined airport and airline spend. integrated passenger experience will become the key differentiator for both airlines and airports. raising appeal and—where there is choice—improving passenger loyalty. 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. end-to-end journey relative to passenger touchpoints (see Figure 4).Point of View Figure 4. Airports and airlines have a significant opportunity to build an integrated. In creating this unified customer journey. 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. services. Services. 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. A superior. 9 . on to journey’s end. 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. Flight Information. There is often little attempt to manage and enhance the overall. high-value experience for travelers— from booking the reservation. enriching the passenger journey as a key ecosystem partner. passengers have an increased expectation for personalized services. Source: Cisco IBSG. All rights reserved. airlines. Airport. and Alerts Passenger Decision Points How do I prepare for check-in and security? Which route. in flight. the airport’s role must evolve from passive landlord to active participant. As airport/airline roles and service models evolve. Inc. Cisco IBSG Copyright © 2009 Cisco Systems. to traveling to and through the airport. airport. not just airline spend.

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

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

and applications fully integrated into the network as the platform.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. The high-level reference architecture shown in Figure 5 supports the needs and opportunities in each airport “domain”—including airside. data. end-to-end passenger experience. These smart and shared services include enablers across airport functions and business units to provide a complete. They address all aspects of the journey in concert 12 Cisco IBSG Copyright © 2009 Cisco Systems. All rights reserved. Figure 5. 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. In the highest layer. An integrated approach incorporating every touchpoint on the passenger’s journey enables airports to offer the richest and most consistently satisfactory passenger experience. Inc. the terminal. . the Smart Airport vision addresses needs and opportunities to enable a transformed passenger experience. and the larger airport and airport city environment—with capabilities.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.

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

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