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

Nazareno Ventola
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Nazareno Ventola: Aeroporto G. Marconi di Bologna, Italy

Journal of Airport Management, 2010, vol. 4, issue 3, 216-225

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.

Keywords: regional airport; business model; strategic planning; change; airport competition; business dynamics (search for similar items in EconPapers)
JEL-codes: M1 M10 R4 R40 (search for similar items in EconPapers)
Date: 2010
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