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Infrastructure development/investment (why airports invest)
Journal of Airport Management,
10
(3),
266-272
(2016)
Abstract
Airports are capital intensive enterprises and in order to minimize the risk on large capital programs, airport managers should adopt flexible solutions and a stepped approach to capacity increase. Dynamic strategic planning together with a critical alignment of the infrastructure development with the airport business and customers strategy, offer the airport management the possibility to manage more efficiently large capital expenditures.
Keywords: dynamic strategic planning; cost/benefit analysis; capacity management; customer service strategy; investment management
The full article is available to subscribers to the journal.
Author's Biography
Giulio Leucci is Manachester Airports Group (MAG’s) Head of Commercial Bidding with responsibility for developing the long term strategy and process for M&A; bidding and PPP/concessions and contract management. Prior to joining MAG he held executive positions in corporate strategy, corporate development/M&A; and asset management in Europe (Edizione, Benetton Group) and in the consulting industry in USA (Gensler). An industry expert, he is a frequent presenter and lecturer on airport business strategy and asset management for the infrastructure sector. Giulio also chairs MAG’s roundtable on business and corporate strategy with the top leadership from other European airports.
