Airport Marketing Exchange: Thinking differently with Warsaw Chopin #AirportMarketingX
Editor’s Note: This is a re-post of the Airport Marketing Exchange column from Oct/ Nov Issue of Airport World magazine. Airport Marketing Exchange is a new regular column by SimpliFlying to elucidate key issues and address how airports can plan their marketing and communications strategy to affect and measure results. In alternate issues, a special report will feature a Q&A exchange – between David McMullen, VP, Airports (SimpliFlying) and a senior executive from the airport – to continue to question, inspire and reinvent global airport brands.
Maximising airport social media potential
In the first of a regular series of exchanges, David McMullen catches up with Przemysław Przybylski of Warsaw Chopin Airport (WAW) to exchange ideas and explain why maximising the social media potential of your airport begins with having a clear plan.
Most airports now recognise that social media opens a two-way conversation with passengers. But how many airports can claim a competitive advantage over their neighbouring airports in this sphere? Or, for that matter, how many are driving ancillary revenues from customers who are broadcasting their location in the terminal? Which airports are committed to developing engaging strategies that accomplish overall business goals?
The Airport Marketing Exchange column seeks to discover the answers to these questions, along with many more insights through a series of discussions with senior airport executives who are leading the way in this new age of marketing.
Knowing your business goals and your market
Compared to Modlin Airport, WAW is focused on the business segment and frequent flyers. For example, it has services like VIP Line and Executive Lounges. However, the recent expansion of LCCs in the terminal shows that WAW is also open and attractive to them.
The marriage between route development and marketing
Airports are increasingly competing to attract passengers from nearby airports and continue competing for airlines. This often means competing against other European destinations rather than airports within the same catchment.
Hence, in order to become the preferred airport for passengers, airport marketing needs to evolve alongside route development strategy. Yet, in most cases, there tends to be a clear separation between commercial marketing and aviation marketing. Speaking of which, how is marketing structured in WAW?
At WAW, airport aviation and non-aviation services – such as marketing – overlap, even though they are separated in the airport operator company structure. This overlap is most visible at the annual Warsaw Chopin Airport gala, which awards best airlines as well as best partners from the non-aviation segment.
Airport marketing – online or offline?
Traditional channels are still important for us. Barter agreements with high-end magazines are particularly useful. These allow WAW to improve passenger experience with more offerings in executive lounges and VIP lounges, and, at the same time, advertise our business services in magazines.
At one end, people are saying traditional, offline marketing is dead. At the other end, airports such as Changi are investing in ever more unique experiences, such as an Enchanted Garden. What is your take on this?
At WAW, we look into developing projects that enhance passenger experience. For example, we cooperated with Warsaw Art School in promoting young talent by presenting their artwork to WAW passengers. What do you think are some key advancements in airport marketing?
In recent years, digital marketing has had a real impact due to its accountability and the ability to measure campaign performance. This led to a rapid cut in traditional marketing budgets. Airports are beginning to realise that ‘digital’ is not just another channel. It requires a new approach to marketing and a new understanding of customer behaviour.
While we are seeing a revival of traditional methods to support social and online marketing initiatives, we’re also seeing airports investing more in technology and in their social presence. Web analytics software, CRM, content management systems, email platforms and social media monitoring tools are areas of continued investment.
Extending interaction with passengers beyond the physical realm
We know that your social activity gives you direct contact with your stakeholders – passengers, aviation enthusiasts and local residents. Do you see social media contributing more to business goals such as loyalty and advocacy?
We try not to bombard our fans with promotional adverts since this is frowned upon by the online community, but we do inform our passengers of special offers. We occasionally offer discount vouchers for the airport’s duty-free shops, available only to our Facebook fans.
We want to build a community by involving our fans in a debate about the role of the airport, sharing ideas on how to improve the quality of passenger service and celebrating important events together, rather than through advertising and promotion. This may not be reflected in our sales figures, but to us, social media is a means to build our community and image, not a sales channel. For instance, we have information for plane-spotters on our Facebook page.
While free Wi-Fi has been welcomed in general, some passengers – mainly international travellers are happy to have free Internet while others complain about the collection of identification data during sign-up, which we must collect according to Polish regulations.
What goes into social media success for WAW?
Social media can be very useful for direct communication with passengers, particularly during crises. The severe winter of 2010 – widespread disruption to air traffic around Europe due to heavy snow – and the wheels-up landing of LOT’s B767 in November 2011, following the failure of its landing gear, are two of many examples.
There is no dedicated social media team. One full-time person runs our Facebook page while I run Twitter. Colleagues from the PR department help us if necessary. We don’t offer a 24-hour service, instead we work on a ‘stand-by’ basis, especially
Start with a strategy. Ask yourself: why do I enter this world, what do I want to achieve and how? Further, cultivate your community, inspire it and meet its needs. But it’s not easy and success doesn’t come quick. Work hard and be patient.
Join in the #AirportMarketingX conversation!
Have a burning question that you’d like to ask about airport marketing?
Have an airport or executive in mind that you’d like to see in our series of ideas exchange?
We welcome your feedback and questions! Just tweet us at @simpliflying with the hash tag #AirportMarketingX, or leave us a comment on this blog post. The age of the connected traveller will be an exciting period not only for airlines but airports as well. Join us in the discussion today!