DIGITAL PASSENGER EXPERIENCE
April 2016 airportbusiness 39
influence future travel decisions. And of course,
through social media, a single negative post
can create a significant negative impact on
revenue, brand and reputation.
Simply put, improving passenger experi-
ence leads to more passengers and ultimately,
more revenue for the airport. According to 2014
DKMA analysis of publically available data from
airports around the world, shows a significant
link between high passenger satisfaction lev-
els and increased non-aeronautical revenue.
On average, a 20 percent improvement in pas-
senger experience results in a $0.8 increased
spend per passenger. The best airports have
significantly invested in technology solutions to
improve passenger experience. The most inter-
esting example is Singapore's Changi airport.
Rated the best airport in the world for the last
three years, the airport has implemented digi-
tal technologies to engage with their audience
as well as capture passenger opinions (com-
plaints/suggestions/feedback)
at almost every touchpoint to
help build the base of future
improvements and strate-
gies. The result: The airport
services 50 million passen-
gers every year and provides
an experience that attracts
customers not only looking
to fly but also non-travelers
showing up to only shop, eat
and be entertained.
The salient point is that
technology has enabled pas-
sengers to become pivotal
players in the success of the
airport business. Currently
airports play a passive role
in passengers' travel experi-
ence while airlines, business
partners and travel agents are
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