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首页> 外文期刊>Journal of airport management >Airport city development at mature airports: Structural, strategic and commercial aspects along the path of a massive change process
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Airport city development at mature airports: Structural, strategic and commercial aspects along the path of a massive change process

机译：机场城市发展在成熟的机场：沿着大规模变化过程的结构，战略和商业方面

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Previous discussions have mainly given attention to the different functions in airport cities, which created awareness of what to develop in an airport city development process. This ‘what’, however, needs to be realised too. At the few existing airports planned on a whitesheet of paper and constructed on green fields, the development process is complex but projectable. At organically grown airports, it is less about what to do than how to do it. There is no way to fully divide airside and landside activities without losing genuine airport specific unique sellingpropositions (USPs). Doing so could perhaps lean processes and simplify the reorganising process using other industries’ standards, like those the real estate industry has built. Abandoning the specific airport-features, however, would end up in an exchangeable business location. Thetarget must be to develop an unmistakeable and profiled business location worthy to be called airport city. Airport city development is equal to creating a bunch of cross-linked business models. To be able to do so, mature airports must change their mindset from ‘controlling passengers’to ‘serving clients’.
机译：以前的讨论主要引起机场城市的不同功能，这创造了对机场城市开发过程中开发的意识的认识。这也需要实现这一“什么”。在少数现有的机场，计划在纸张上的彩色表中并在绿色领域构建，开发过程很复杂，但投影。在有机成长的机场，它少了解该怎么做的事情。没有失去真正的机场特定独特的独特卖出（USPS）就无法完全划分空中侧和地面活动。这样做可能是精益的过程，并使用其他行业的标准简化重组过程，就像房地产业建造的那样。然而，放弃特定的机场 - 功能将在可交换的商业地点结束。 TheTarget必须是开发一个不可讨厌和成本的商业地点，值得被称为机场城市。机场城市开发等于创建一堆交联业务模式。为了能够这样做，成熟的机场必须将他们的心态从“控制乘客”为客户的服务客户改变。

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