Defining a new framework for a regional airport in an unstable business environment: The Bologna Airport experience

Abstract

Bologna Airport has recently undergone a radical change in its business strategy and value proposition thanks to two main driving forces: first, the appointment of new management in 2007, which brought with it a new strategic plan that redefined the airport's competitive positioning and strategic objectives; and secondly, the industry-wide paradigm shift that saw growing competition between airports at both local and global levels, the increasing role of low-cost carriers, and the difficulties, especially in Italy, of the flag and legacy carriers. After a thorough strategic analysis and a deep review of longstanding practices, the company published a new vision for its business based on three ‘pillars’ — one based on aviation and two based on non-aviation factors — leveraging the core strengths of the airport's catchment area to achieve sustainable development for the company and its stakeholders.