We are able to provide research and consultancy services in all aspects of air transport management including:

  • Airline business model success
  • Air traffic forecasting and financial modelling
  • Analysis of air transport markets
  • Benchmarking of airport performance
  • Benchmarking of airport user charges
  • Benchmarking airline productivity and performance
  • Pilot productivity
  • The impact of aviation on the environment.

Organisations often require professional or management development training programmes that are designed to suit their needs and market conditions. We can develop single-client programmes that:

  • are designed for different levels of management from senior directors to new recruits;
  • can incorporate both general and more specific subject areas;
  • can be delivered on Cranfield campus or at a location that is more convenient for the client;
  • are delivered using different teaching and learning formats (lectures, workshops and business simulation exercises).

The Centre for Air Transport Management provides tailored dedicated programmes to individual clients and also short courses (from one day up to one week) open to all industry delegates. Please contact us to discuss your tailored course requirements.

By way of example, below are two case studies:


Highlands and Islands Airports Limited

The business

Highlands and Islands Airports Limited (HIAL) manages 11 airports across the Scottish Highlands and Islands. These airports provide a platform for travel connectivity that is essential to the social and economic development of the communities that they serve. Like other airport operators worldwide, HIAL has to cope with a range of significant operational and business challenges, some of these quite unique to the region that it serves. The challenges include, for example: maintaining the safety of its infrastructure and systems to the highest possible standards, improving customer service, managing efficient and cost-effective airport operations, and meeting the needs and expectations of airlines, passengers, employees and local stakeholders. 

Why Cranfield University

In late 2015, HIAL contacted the Cranfield Centre for Air Transport Management in recognition of our previous experience of working with airport clients in remoter regions. We were invited to manage a one-day strategy workshop in 2016, hosted in Edinburgh, that involved both the board of directors and senior management team.  

Our approach

We managed a group learning exercise based on the "world café" method, where participants engaged in conversations around an agreed set of important and emerging themes. We worked with HIAL to ensure that by the end of the workshop participants agreed a set of important and necessary actions that could be taken to the next stage in the development of their long-term strategy.

 

Kenya Airports Authority

The business

Kenya Airports Authority (KAA) manages 18 airports and employs around 2000 people. While having to face the many challenges of managing a very disparate airport system, KAA is confident that there are significant opportunities for growth and performance improvement, given the pace of the country’s development in recent years. According to the World Bank, Kenya is one of the fastest growing economies in Sub-Saharan Africa. Informed leadership is essential in times of change and opportunity. Many of the senior managers and its board of directors were relatively new to the aviation industry, with limited appreciation of some of the important business and operational drivers.  

Why Cranfield University

In early 2017, KAA contacted the Cranfield Centre for Air Transport Management in recognition of our experience in delivering both masters-level education and customised executive education programmes for the airport industry. We were invited to manage a three-day Global Airport Business seminar that involved both the board of directors and senior management team.  

Our approach

In May 2017, we delivered a programme of sessions around relevant themes in airport business process and operations management. This included, for example: managing airport-airline relationships, achieving excellence in passenger customer experience and understanding the impact of security on business operations. In particular, we had some really engaging conversations around airport retail and commercial activities in general and the scope that exists at the international airports for further growth and development.

We also organised a group activity where participants were invited to play the roles of different airport service providers and how they would respond to a series of incidents that are typically experienced in many of today’s large airport passenger terminals. The intention behind the exercise was to foster an increased level of appreciation and understanding of airport terminal operations from the perspective of the wider business partner and stakeholder community.  

Feedback from participants was very positive and we have been asked by KAA to deliver more Global Airport Business seminars.