Strategically depositing into your ‘Goodwill Bank’: An important and necessary asset for airports

Abstract

Airport managers are in the business of safely, effectively and efficiently operating airports. Amid the daily work of airport operations, negative and potentially damaging issues can arise in very public ways. How does an airport manager navigate these issues in the most positive manner possible? Do stakeholders in the community stand in support of the airport because of the community trust in the organisation? Or, does the community present obstacles and perpetuate negative feedback when less-than-positive issues arise? The airport’s relationship with its community is important. The airport’s customers have the power to derail important projects, impact operations, erode community trust and impede the airport manager’s ability to operate as effectively as possible. However, the public’s trust and perception of the airport can be an amazing asset. This paper focuses on the concept of airports purposefully establishing and building their Goodwill Bank, and the strategic importance of public goodwill. Specifically, the paper will discuss a suggested structure to develop airport-specific strategies and a case study involving a plan that Asheville Regional Airport implemented.