STRATEGIC PLANNING

Mayor’s Economic Development Public ForumSaturday, September 8, 2007

2007 AIRPORT BOARD

Manny Vela, ChairmanBryan Duffy, Chairman Pro-TemRick LedesmaDr. Bonnie de la Rosa VillarrealJim SolisEd CyganiewiczCarlos CuellarSam Coats

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DISCUSSION POINTS

• Financial• Research• Customer Service

Enhancements• Marketing• Airline Marketing• Cargo Carriers• General Aviation

• Master Plan• Goals Summary

– Air Service

– Logistics & Distribution

– Infrastructure

FINANCIAL

• Revenue Bonds - $22,000,000•Originally sold in 1988 – 1989 for terminal building

•Refinanced in 1999 with pay-off date in 2012

•$1.1 million annual bond payments

•Bond payoff of $4,798,401 accomplished on August 30 – 5 years early

RESEARCH

•Determine the demographic profile

• Determine frequency of use of VIA relative to other airports in the Valley area

• Measure airport preference

• Gain insight into the reasons for airport preference

RESEARCH

•600 Telephone interviews across the Valley–March 2007

–Flown 1 time in last 12 months

–Household income of $50,000 or more

•422 In-terminal passenger surveys–All airlines, all times

FINDINGS

• What passengers like best about VIA– 36% Size and ease of use– 19% Convenience of location and accessibility– 16% Facility amenities and operations– 12% personnel and customer service– 8% Desired airline flies out of VIA– 3% Ambiance

FINDINGS

• Suggested Improvements

– 63% Did not have a suggestion.

– Of those who did have a suggestion:

FINDINGS

• Suggested Improvements– 43% More/better shops and restaurants (especially after security)– 11% Airline and flight related improvements (bring back American, get Delta, more flights to Houston and Austin)– 10% Security – provide bags for liquids, more polite personnel, better info on fruit, check bags after x-ray

NEXT STEPS

•WHAT DO WE DO TO RESPOND?

•HOW DO WE MEASURE RESULTS?

ENHANCED CUSTOMER SERVICE

• The Concept

– To provide exceptional customer service• The Opportunity

– Increased customer satisfaction– Increased demand for service

• The Potential– Increased airline service to satisfy increased demand

CURRENT SERVICES

• Amenities– Food and Beverage by HMSHost

• Starbucks– Gift and News Shops– VIA/VIP Club– Kids Port– Free WIFI– Workstations in gates– Curbside Check-in for Southwest– Secure Parking

CUSTOMER SERVICE ENHANCEMENTS

• Greeters/Customer Assistance

CUSTOMER SERVICE ENHANCEMENTS

• South Padre Island Shuttle

CUSTOMER SERVICE ENHANCEMENTS

• Parking lot shuttle

CUSTOMER SERVICE ENHANCEMENTS

• Concourse Restaurant (Cantina)

CUSTOMER SERVICE ENHANCEMENTS

• Shoe Shine

CUSTOMER SERVICE ENHANCEMENTS

• Charger Station– Rapid charger for cell phones, smart phones, iPods

CUSTOMER SERVICE ENHANCEMENTS

• Flat screen televisions

CUSTOMER SERVICE ENHANCEMENTS

• Annual Operating Cost : $425,000

• Capital Cost : $85,000

Total $510,000

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MARKETING PLAN

Primary Target Audience (based off the research)• Residents of the Rio Grande Valley• Leisure travelers• Persons 35-64• Household income of $50,000+

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MARKETING PLAN

Secondary Target Audience (based off the research)• Inbound and Outbound business travelers• Residents of Texas and Minneapolis

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MARKETING PLAN

• VIA’s central location in the Valley will be reinforced, especially to visitors (this can be done in the airport as well as along major traffic arteries)

• VIA’s relative small size/ambiance will be leveraged (easy to navigate, less hassles), especially inside the airport

AIRLINE MARKETING

•Incumbent carriers–Southwest

•Dallas•Austin•Las Vegas / Phoenix•Chicago (same plane service)

–Continental–Sun Country

•Year-round service to MSP•Additional destinations

•New carriers–Low Cost Carriers (LCCs)

AIRLINE MARKETING

• Develop Airport Ground Handling Services– Use as Incentive for New Carriers

•Create Air Service Incentive Committee (7-9 Members)

– Airport Board– City of Harlingen– Development Corporation– Chambers of Commerce– Others (When appropriate) SPI, TSTC, ULA

CARGO CARRIERS

• FEDEX•Airbus 310 and B-727

•UPS•B-757

•DHL•Cross-border operations•Recently upgraded from DC-9 to B-767

•BAX Global•B-727 (DC-8)

GENERAL AVIATION

• U.S. Customs and Border Protection office for international flight processing•Construction of T-hangars•Expanded aircraft parking area•Gulf Aviation

•Cessna Pilot Center / Service Center•New aircraft for training and rental•Air Taxi

MASTER PLAN

• Airport Master Plan•Last updated in 2000•Board awards contract to URS in May 07•To be completed in summer of 08•Focus on need for runway extension

LOGISTICS AND DISTRIBUTION

• Identified in Harlingen First as a focus industry

•Location•Airport infrastructure

•NAFTA CargoPort•400 acres of green field

•Existing cargo carriers•509 corridor / Free Trade Bridge•Port of Harlingen•77/83 intersection

AIR SERVICE

•Keep VIA a “low cost airport”

•Develop services desired by airlines and which add value to VIA

•Identify viable markets •Identify carriers most suited to serve those markets

•Incumbent •New

INFRASTRUCTURE

•Maintain VIA’s status as the best airport in the Rio Grande Valley

•Continuous improvements to existing infrastructure•Develop, on a pro-active basis, as determined by identifying trends in local environment

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Thank you!

STRATEGIC PLANNING