These three tools come from us, but they are used by the airport employees and us together in order to develop a sustainable next-generation business model.

... links historical data like financial results, traffic data, economic data and infrastructure information to identify all relations that are necessary to assess the future performance of the business under different economic and market conditions. Having a clear map of the  current situation is also the prerequisite to analyse various development options. 

Understanding every aspect of an airport, what are the success factors and resources of the different business units, what are the trade-offs, what drives the market and how do we set up a business case, what determines the value of a company and who are the  stakeholders and what do they expect? How are airports operated all over the world and how does the airport perform compared to  others? The better the employees understand the airport’s business model in a global context the better they will contribute to the  airports business performance.

... bringing in the people into the process. Making all their experience and know how available to the business modelling and development process and creating an environment that makes the joint development of options possible. The business model framework  accompanies the process providing valuable assessment and analysis work. Besides the model and the management of the workshops  we provide additional information (benchmarks, best practice, case studies) and organise study tours.