We are proud to have worked with the following clients:
ACRP: Creative Marketing Techniques to Improve Revenue Generation Partnerships
The Meehan Aviation Group led the research and development of a Guidebook for Airport Cooperative Research Program (ACRP) on the digitalization of the airport to enhance the customer experience and increase revenue. The pandemic’s dire impact on passenger levels resulted in significant revenue loss and has increased the need for non-aeronautical revenue. At the same time, the aviation industry’s shortage of labor, from airlines to concessions, has diminished the customer experience at the airport. Airports recognize that to achieve their goal of exceptional customer experience they must get to know their passengers. An airport’s ability to harness the benefits of personalization can only be achieved by transforming the passenger journey from a series of frustrating interactions to one where each passenger enjoys seamless travel as they navigate the airport. This is the essence of airport digitalization.
As part of the development of the Guidebook, TMAG conducted over 40 interviews with airport personnel, industry organizations and technology companies. From the discussions with airport personnel, TMAG found that the digitalization of airports in the U.S. is at various stages but that it is rapidly evolving. The report provides airports with a much-needed guide that explains the fundamental principles and identifies the benefits of airport digitalization. The guidebook will serve as an informational tool meant to explain the importance of transforming the passenger journey from a series of manual or analogue processes into a seamless journey that improves the passenger experience and generates incremental non-aeronautical revenue.
Virginia Air Transportation System Plan
The Meehan Aviation Group is currently completing work on the Virginia Air Transportation System Plan (VATSP). The Meehan Aviation Group led three key tasks on the plan including the Peer Review, the Aviation Activity Forecasts for both commercial and general aviation and the funding.
- The peer review task was the kick off to the project and guided the Commonwealth of Virginia in best practices and lessons learned from other states. Virginia identified 8 peer states. The Meehan Aviation Group led interviews which each of the 8 state’s department of aviation personnel with an overall goal to understand how each State agency utilizes their airport system plan in the following key categories:
- Goals & Objectives;
- Performance Measures;
- Airport Classifications; and
- Funding Levels and Trends.
- The Meehan Aviation Group completed the Aviation Activity forecasts for the 9 commercial service airports and the 57 general aviation airports. This forecast took into consideration the evolving recovery from Covid-19 in the short-term. The activity forecasts were approved by the FAA.
- Finally, The Meehan Aviation Group is currently finishing the funding task of the VATSP. This task examines both historical funding sources and allocations but also future funding with a focus on the first 5 years to identify any deficiencies that may result from below normal funding due to depressed demand levels due to COVID-19. The results of the funding analysis will establish the affordability of the proposed airport projects.
Chicago O’Hare Airport
TMAG principles worked at the highest level with the City of Chicago on complex airline negotiations as the City negotiated the first new airline use agreement in decades. TMAG played a significant role in helping Chicago understand O’Hare’s true value to its hubbing carriers by estimating the profitability of the airlines’ operations and comparing Chicago’s results to the carriers’ competitive hubs. The City was successful in negotiating an agreement that underwrote a capital investment program in the multi-billions.
TMAG principles were also retained as part of the environmental team examining O’Hare’s Interim Fly Quiet Program.
Ontario International Airport Authority
TMAG was retained in the Summer of 2018 to estimate the demand for Ontario Airport. Ontario is one of six commercial airports that serves the Southern California Region, and is the region’s 4th largest airport serving 4.6 million passengers in 2017. Four of the Southern California Airports – LAX, SNA, BUR, and LGB – are saddled with passenger constraints, while ONT and PSP are currently unconstrained. Southern California’s passenger traffic distribution is highly concentrated at LAX which accounts for 77% of the regions traffic. Despite, having a market area of over 10 million passengers, ONT captures only 45% of that traffic, and leaks nearly as many passengers to LAX as it retains. TMAG’s forecast for Ontario reflected growth in its service area, growth in So. Cal, the ability of the other So. Cal airports to accommodate growth, and the ability of Ontario, the only major unconstrained airport, to retain its own service area traffic and also accommodate the spill from LAX. Three scenarios were estimated.
Los Angeles World Airports
There’s no better example of the TMAG approach to understanding customer need than Los Angeles. The principles of TMAG have worked with senior management at LAWA for almost two decades. Our work has ranged from strategic planning, to economic impact of international routes by world area, to route planning, to hub profitability. Our deep dive into understanding how and why travelers from six different countries made the route choices they did when traveling led to over 40 new airline services. The research we designed and implemented enabled insight into those customers’ wants and needs. Further research of Los Angeles-based travelers and their experiences at the airport was presented to the LAWA Board of Governors.
Miami International Airport
Miami International Airport wanted more non-stop commercial serviceand retained the principles of TMAG almost 20 years ago as their air service development consultants. Miami is now the largest gateway to Latin America and a significant gateway to Europe. With a target of obtaining its first Asian nonstop service, a stakeholder task force was formed with the objective of hosting Asian carriers at MIA and organizing Miami-area companies with close ties to Asia. Most recently, TMAG principles have succeeded in obtaining MIA’s first service to Africa.