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Journal of Air Transport Management Volume 8 Issue 4 2002 (Doi 10.1016 - s0969-6997 (02) 00003-0) Graham Francis Ian Humphreys Jackie Fry - The Benchmarking of Airport Performance PDF
Journal of Air Transport Management Volume 8 Issue 4 2002 (Doi 10.1016 - s0969-6997 (02) 00003-0) Graham Francis Ian Humphreys Jackie Fry - The Benchmarking of Airport Performance PDF
Journal of Air Transport Management Volume 8 Issue 4 2002 (Doi 10.1016 - s0969-6997 (02) 00003-0) Graham Francis Ian Humphreys Jackie Fry - The Benchmarking of Airport Performance PDF
Abstract
This paper examines how benchmarking is being used by airport managers as a means of internal performance comparison and
improvement. Drawing on interviews with airport managers and a questionnaire survey of the worlds top 200 busiest passenger
airports, the paper discusses the nature, prevalence and consequences of current benchmarking practices in airports. The authors
also include a review of the literature on airport benchmarking and a discussion of the characteristics and relevance of Best Practice
Benchmarking. r 2002 Elsevier Science Ltd. All rights reserved.
0969-6997/02/$ - see front matter r 2002 Elsevier Science Ltd. All rights reserved.
PII: S 0 9 6 9 - 6 9 9 7 ( 0 2 ) 0 0 0 0 3 - 0
240 G. Francis et al. / Journal of Air Transport Management 8 (2002) 239247
current best performers and further changes are elses best practice effectively. While Wolfram Cox et al.
explored. Where information about these key pro- (1997) describe benchmarking as a mixed metaphor,
cesses is obtained through a co-operative partnership pointing out that theory is insufciently developed to
with specic organisations, there is an expectation of explain the differences between effective and ineffective
mutual benet over a period of time (Holloway et al., efforts. Elnathan et al. (1996) suggest that benchmark-
1999). ing suffers from hidden costs that should be understood,
such as (i) the costs of the time and effort needed to co-
There is a substantial body of literature on the ordinate the process and the inputs of participants in
subject, with the more prominent writers often focussing order to obtain a comparable set of data and (ii) the
on how to benchmark: Camp (1995), Watson (1993) quantication of costs which, while signicant, may be
and Zairi (1996). In this type of literature there are hard to trace or measure, including costs relating to the
ambitious claims made for the potential of benchmark- cultural change required and costs arising from resis-
ing a typical example of which is the denition provided tance to change by those involved and affected.
by Camp (1989):
relation to benchmark standards (Ashford et al., 1995; to assess their usefulness to those who use them has not
Caves and Gosling, 1999). yet been taken.
Airports have traditionally monitored their own One of the earliest publications of measures related to
performance against budgets but some have now started International Tax and Duty free shopping performance
to recognise the potential for comparing their perfor- for shipping lines, ports, airlines and airports began in
mance to benchmarks set against other airports in order the mid eighties and was collected by AB Generation.
to improve their competitive position through the The report collates information on who is selling what,
identication and adoption of best practices (Graham, where and at what price and compares this to industry
1999, 2001; Centre for Airport Studies, 1998). New yardsticks (Bia, 1996). It did not consider how these
measures for airports that reect service quality to indicators were being used by airport management. The
customers, the environment and an increased focus on benchmarking of retail activities on a global scale is in
commercial, and retail revenues have begun to emerge. its infancy but has emerged due to retail being
Airports Council International (ACI) produces an considered as a growing area of importance in the new
annual economics survey that looks at nancial commercial climate at airports. Global airport retail
measures at airports and compares performance on a surveys in 1998 and 2001 cover only 31 airports but are
macro-level across different regions of the world (Air- producing benchmarks for gross retail sales, retail yield
ports Council International, 1998, 1999). European and gross retail sales per square metre. (Cerovic, 1998;
airport nancial performance has been compared by Centre for Airport Studies, 2001; Favotto, 2001).
Graham (2001) through a series of nancial and One of the few examples of airports engaging in Best
business indicators such as: labour cost per WLU, cost Practice Benchmarking with organisations outside the
per WLU, non-aeronautical revenue per WLU, WLU airport eld was BAA plc who benchmarked car
per employee. Such nancial measures have increased parking processes and passenger throughput ow
importance for the full range of stakeholders in the new control by examining the behaviour of Wembley
business context in airports of privatisation and stadium and also Ascot race course. In the wider air
commercialisation. Such measures make an interesting transport context Best Practice Benchmarking activities
starting point from which management can begin to ask by airlines have been reported such as Southwest
questions about airport performance. How far and to (Murdoch, 1997) and Britannia (Francis et al., 1999).
what extent Best Practice Benchmarking activity follows There is also some evidence of benchmarking activity at
performance comparisons is yet to be determined. seaport terminals, particularly with respect to cargo
The rise in the signicance of benchmark comparisons handling rates and the practises; however, much of this
for airports led the International Air Transport Asso- is undertaken within port companies and not widely
ciation (IATA) to produce its rst Airport Monitor published.
publication in 1993. This has given passenger perception Little evidence of formal benchmarking with regard to
ratings of the quality of service delivered by airport the impact of airport operations on the environment
facilities across approximately 60 different airports each exists beyond individual airports, government and
year. This has enabled each participating airport to communities tracking the size of different airport noise
compare their performance with other sample airports footprints over time. The full extent to which environ-
for up to 25 service features. It is based on an airline mental measures are used and whether or not there is
survey and produces some interesting general compar- any benchmarking activity is unclear. First steps to
isons (Hegendorfer and Morris, 2000; Hegendorfer and address this have been taken by the IATA who have
Tyler, 1999; Tyler, 2000). begun work on a study to produce environmental
Some airports have found this survey data to have measures and benchmarks of best practice at airports
limitations for their use and prefer to monitor their (Dobbie, 2001).
operation against internally set benchmarks or use Airport economic regulation has become an increas-
consultants to get like for like comparisons (Airports ingly important activity as governments around the
Council International, 2001). In 2001, IATA allowed world have started to introduce private ownership and
any airport to compare their own service quality operation of airport facilities. Benchmarking has been
performance against the participating airports. The proposed as part of the mechanism for regulating
way in which these benchmark measures are used to airports and is under consideration by the UK Civil
improve performance and their usefulness to airport Aviation Authority (CAA) and Ofce of Fair Trading
managers is not recorded (International Air Transport with regard to it being applied to the regulation of UK
Association, 2001). The International Airports body- airports (Civil Aviation Authority, 2000). Instead of
ACI has used its unique position to survey what quality airports being price capped the CAA is reviewing how
of service measures are used at 120 of its member airports might be compared with best in class to ensure
airports (Airports Council International, 2000a). How- acceptable levels of service and charges are delivered to
ever, the next step to see how the measures are used and the customer.
242 G. Francis et al. / Journal of Air Transport Management 8 (2002) 239247
Table 2 Table 4
Number of passengers handled by the airports responding to the Performance management techniques used by respondents
survey
Technique Percentage used
Passengers Percentage of Percentage of by respondentsa
handled/ million sample airports respondents
Best Practice Benchmarking 46
14a 30 29 Total Quality Management (TQM) 41
59 29 24 Activity Based Costing 36
1019 19 23 Environmental Management Systems 27
20 and above 22 24 (e.g. ISO14000)
a
Balanced Scorecard 25
Only includes up to the 200th busiest airport. Business Process Reengineering 23
Quality Management Systems 23
(e.g. ISO9000/BS5750 or similar)
Table 3 Business Excellence Model/EFQM 12
Ownership structures of airports responding to survey Value Based Management 9
Malcolm Baldridge Award 5
Type of ownership Percentage of Percentage of a
sample airports respondents Note that respondents could use more than one method.
Public 80 67
Private 8 19
Part privatepart public 12 14
Best Practice Benchmarking, where organisations seek
to improve performance by searching for and adopting
best practices, was the most popular technique used by
This high response rate by airports in North America airports, with almost half (46 per cent) engaged in this
may be a consequence of the strong public utility ethos activity. A specic nancial tool, Activity Based Costing
at North American airports with respect to public which aims to improve the airports understanding of its
information provision. cost structure and resource utilisation by trying to
The prole of the total number of passengers handled determine which activities drive costs, was reported to
last year in the sample and the respondents is shown in be used by 36 per cent of respondents. Value Based
Table 2. The prole of the respondents was then Management, which attempts to measure nancial
compared to the prole of the overall sample. The w2 - performance in terms of the creation of shareholders
square test revealed that the prole of the respondents wealth, was used by 9 per cent of respondents. A
was not signicantly different to the prole of the broader measurement system, the Balanced Scorecard
sample at the 5 per cent level (w2 0:77; ns). The prole which tries to create a balance between a range of
of the respondents is a very good match to the prole of nancial and non-nancial performance criteria was
the sample. utilised by one quarter of the airports. Various quality
The pattern of airport ownership amongst the improvement techniques were also frequently used with
respondents is shown in Table 3. The w2 -square test many airports adopting one or more approaches such
revealed that the prole of the respondents is signi- as: Total Quality Management (41 per cent), Quality
cantly different to the prole of the sample at the 5 per Management Systems (23 per cent), Business Excellence
cent level (w2 9:38; po0:05). It can be seen from Table Model (12 per cent) and Malcolm Baldridge Award.
3 that airports in public ownership are proportionally Just over a quarter of airports reported using Environ-
under represented and airports in private ownership are mental Management Systems (27 per cent). A variety of
over represented. methods were used by each airport to collect perfor-
mance measurement data. 95 per cent of those who
responded used surveys, 25 per cent interviews and 20
5. The nature and prevalence of airport benchmarking as per cent used consultants.
revealed by the survey
5.1. What were the determinants of an airports propensity
In order to determine the relative prevalence of a to benchmark
variety of performance measures the questionnaire
asked airport managers which techniques they were When asked if their airport was engaged in any form
using (Table 4). Best Practice Benchmarking was the of benchmarking, 72 per cent of respondents reported
most popular technique used by airports with almost they were, as apposed to the 46 per cent reporting they
half (46 per cent) engaged in this activity. were involved in specically Best Practice Benchmarking
Table 4 shows the range of performance measurement (in Table 4). A variety of factors seem to inuence
and improvement techniques used by the respondents. airports tendency to benchmark. Airports appear to
244 G. Francis et al. / Journal of Air Transport Management 8 (2002) 239247
Table 5
Locating benchmarking experiences
reect the trend found in a broader cross section 5.2. The experiences of those airports which are
of industry that larger organisations are more likely benchmarking
to carry out some form of benchmarking activity
(see Holloway et al., 1999). Airports with more than The focus on benchmarking was with similar airports,
ve million passengers per annum were almost twice of the 72 per cent of respondents who were engaged in
as likely to engage in some form of benchmarking some form of benchmarking most (97 per cent)
activity, than those with less than ve million passengers compared themselves to other airports. Only two
per annum (87 per cent compared to 46 per cent). It airports indicated that data was used from a different
is unsurprising that larger airports have more resources industry sector for a similar function, for example
to benchmark and perhaps have potentially more comparing data on trolleys with large shopping centres.
problems related to airport congestion and terminal One airport compared their performance data with their
management by virtue of their scale. Given this situation own previously collected data. Some 42 per cent of
the potential tangible benets of benchmarking are respondents compared service qualitative data and 50
likely to have more chance of winning support in terms per cent of respondents compared nancial data.
of resources from the Airport Board. The performance The questionnaire invited respondents to locate their
problems faced by airports with less than ve million experience of benchmarking on a series of 7-point Likert
passengers per annum are likely to be different but not scales. These scales are reported in Table 5 which
necessarily any less important to the overall perfor- demonstrate that benchmarking among the survey
mance of the airport. It is not surprising that smaller airports was almost exclusively undertaken between
airports with lower levels of resources engage in similar airports and that it was concerned more with
benchmarking less. It may be worth smaller airports measurement than process improvement. Benchmarking
considering collaboration with each other with a view to was concerned more with nancial than non-nancial
performance improvement and comparison across measures. Experience of internal and external compar-
functions that relate to their economic and resource isons and benchmarking experience related to specic
constrained position. tasks and general practices were more evenly split.
There was a strong tendency for airports that were From the survey response as a whole, airport
fully or part privately owned to be engaged in some managers are making comparisons with similar airports
form of benchmarking activity (88 per cent). In contrast, to their own, a trend that may be consistent with the fact
a smaller proportion airports in the public sector (66 per that 65 per cent of respondents who benchmarked used
cent) claimed to be undertaking some form of bench- it mainly for measurement purposes not process
marking. These ndings are consistent with the sugges- improvement. Given these gures, the respondents
tion in the literature that benchmarking is likely to be a may be able to gain more benets in terms of
higher priority to private airport owners, and a now performance improvement from benchmarking in the
established activity at publicly owned airports. future if they place more emphasis on learning from the
G. Francis et al. / Journal of Air Transport Management 8 (2002) 239247 245
processes that are generating the relative measures of ment, summaries sent to the Board and comparisons
performance. The tendency is to focus on results more made with other airports in the group. Management use
than the underlying processes (Holloway et al., 1999). this as a tool to identify areas that are performing badly
Further benets from benchmarking may be realised if as well as those that are doing well and to start to
managers consider looking for exemplar practices of the question why deviations from performance are occur-
processes they are trying to manage and improve at ring with the aim of identifying what is driving their
dissimilar airports or even generic examples within other customer service delivery. The comparative use of
industries. Looking at the management issues from this standardised measures allows comparison but must
wider perspective may be more risky but can give greater respect the context and its implications for service
benets. quality at each airport.
In a number of comments made by respondents two An interesting development is that airports are
main themes related to airport experience of bench- forging relationships with each other in order to
marking prevailed. Firstly, that benchmarking activity benchmark despite being in competition with each
was Just implemented and a New experience for a other. In response to our work evidence was provided
number of the airports, possibly a reection on the new by the FLAP group3 of airports about how information
commercially focused approach to airport management is shared to help airports cope with trafc congestion,
introducing benchmarking practices. passenger throughput procedures and to help manage
Finally, respondents claimed a wide variety of the interface between operations, the environment and
practical benets as a result of benchmarking activity the neighbouring communities. A key motivation for
such as: We are able to reduce service time and dwell benchmarking between these airports is that as main
time, We use it to drive training programmes, yto hubs in Europe they face similar problems and like for
monitor and manage concession behaviour and to like comparisons are difcult to come by outside their
identify models of best practice. However, as one group.
airport manager reected that in their experience The FLAP group have developed a suite of nancial
benchmarking identies areas for improvement (but measures that reect the new signicance for manage-
does not help on how to improve them!). ment of commercial activities that are now considered
core to the airport business. For example, the FLAP
5.3. Airport relationships group have innovated to benchmark property income
per passenger and property income per WLU in an
Benchmarking was seen as difcult to do particularly attempt to reect the importance of estate/property
with respect to nding comparable data and being able management for airports. Other new measures used for
to do like with like comparisons. The view expressed by benchmarking reect the importance of value added for
one manager captures the feeling of many survey airport management with measures such as; contribu-
respondents that for benchmarking it is, Challenging tion per passenger, contribution per employee; con-
to get needed information and to ensure apples to apples tribution per WLU,4 concession income per passenger,
comparisons. This nding has important implications duty and tax free income per departing international
because global airport groups have begun to emerge2 passenger, trafc income per passenger and commercial
with the potential to not only make like for like income per passenger. Some of the benchmark measures
comparisons but also overcome many of the condenti- were targeted towards understanding in more depth
ality and competitive issues that might face an airport performance related to commercial revenue streams.
which is not part of an airport group. Evidence Global airport groups have access to comparable data
submitted as additional information with the survey and could seize this opportunity to exploit inter airport
return revealed that a major airport group within learning across a variety of geographic contexts. This
Europe compares the quality of customer service at its could be an important source of competitive advantage.
different airports. Performance information was col- This survey has revealed some evidence of this yet how
lected via a standard Quality Service Monitor survey far some airport groups have begun to exploit this is
involving a rolling programme of 150,000 interviews unclear.
that ask respondents to score a range of terminal
services from retail and catering to lounge and trolley
5.4. Other performance measurement issues
facilities. The information is reviewed by senior manage-
2
For example, Frankfurt airport has an ownership/management
Whilst the focus of this paper is on the benchmarking
presence at some 50 or so airport sites, TBI at over 40 airports, Aer of airport performance our study revealed other
Rianta at more than 15 airports and BAA plc owns 7 UK airports and
3
has ownership/management interests in 7 foreign airports, 2 in The FLAP group being Frankfurt, London, Amsterdam and Paris
Australia, 3 in US, 1 in Italy and 1 in Mauritius (Francis and airports.
4
Humphreys, 2001). Contribution being revenue minus variable cost.
246 G. Francis et al. / Journal of Air Transport Management 8 (2002) 239247
performance measurement issues which we feel relevant Benchmarking has the potential to play an increas-
to report here as performance measurement forms an ingly important role in performance management and
integral part of the benchmarking process. Performance improvement at airports given the pressures coming
measures were frequently used to improve performance from changing ownership patterns, increased commer-
of the airport by allowing it to monitor performance and cial business focus, regulation, rapid passenger growth,
allocate appropriate management attention. As airport globalisation of airport ownership, increased concern
managers commented performance measures Give us for the natural environment and technical innovation.
an indication of where to concentrate our efforts. Benchmarking is one performance management tech-
Another airport manager stated performance measures nique that might be used by managers to meet the
Highlight areas of under performance and provides a diverse challenges that they face from the dynamic
basis to undertake investigation into reasons for industry context. Performance improvement can create
variances. competitive advantage and can offer potential to
The questionnaire survey also included questions improve the efciency and effectiveness of airport
about the introduction of new performances measures management across the range of challenges, from coping
and 58 per cent of respondents said their organisations with increased pressure of trafc growth on terminal
had introduced new performance measures in the last 2 facilities to managing community relations.
years. The size of the airport seems to be an important
factor here. Of those airports that handle between one
and twenty million passengers per annum, 50 per cent Acknowledgements
had introduced new performance measures. Of those
who handle more than twenty million passengers per The Performance Management Research Unit, Open
annum 85 per cent had introduced new performance University Business School, has kindly funded this
measures. Airport ownership structure seems to have project. The authors wish to thank all those who took
less impact than size as to whether or not any new part in this survey, Dr. Jacky Holloway, Open
performance measures had been adopted in the last 2 University Business School and Dr. Robert Caves,
years: private (64 per cent), public (57 per cent) or part- Transport Studies Group, Loughborough University.
private part-public (57 per cent). The Balanced Score-
card was the most commonly introduced new measure,
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