The main objective of the Department is to maximize the revenues coming from the different lines of business, while meeting the needs and demands of the passengers and helping to fund new investments throughout the entire network of airports under its purview. Commercial revenue increased by 4.14% (24.67 million euros) in 2011 compared to the previous year, up to a total amount of 620.5 million euros. The per-passenger commercial revenue was 3.05 euros, and commercial revenue represented 27.03% of all aviation revenue in 2011. Commercial revenue in 2011 was 620 million, 4.1% more than the previous year The commercial revenue per passenger was 3.05 euros Digital advertising media at the Madrid-Barajas Airport 77
COMMERCIAL REVENUE DistribuTION BY LINE OF BUSINESS The table below shows a comparison of the commercial activities in 2011, grouped by line of business, with respect to 2010: Outside view of the VIP lounge at the Tenerife North Airport The top seven network airports had a remarkable contribution in commercial revenues during 2011: Madrid-Barajas, Barcelona-El Prat, Palma de Mallorca, Málaga-Costa del Sol, Alicante, Tenerife South and Gran Canaria, which represented 76.91% of the total. BUSINESS LINE Chg(%) 2011 /2010 % Total commercial revenues Duty free shops 9.49% 18.94% Car park -6.87% 15.69% Car rental -0.59% 15.48% Food outlets 8.41% 13.11% Shops 6.40% 11.64% Rentals 2.64% 7.56% Business operations 15.02% 5.09% Fuel 12.83% 4.74% Advertising 1.94% 4.56% Consumption 14.57% 2.99% Lounges -2.97% 0.16% Other 30.34% 0.04% The most relevant business lines in the Aena network generating commercial revenue were: retail and duty free shops, parking areas, car rentals, food outlets, property management (rentals), advertising, fuel and business operations. 78
strategies development of new commercial areas One of the main objectives of the and Property Management Department is the optimisation of airport commercial venues by introducing large retail chains and prestigious brands in both shops and food outlets, as the different users of our facilities (passengers, companions, and employees) are demanding according to some studies carried out. Below is a detailed account of the different projects carried out in airports: Alicante Airport After the opening last March 2011 of the new terminal, the commercial and retail surface expanded to a total of 8,500 m², located all throughout the terminal building. A commercial area with transparent shops in which glass and steel take precedence to make maximum use of the light of the Costa Blanca. The new design increased the commercial surface by 46.8%, arranged in 22 new stores offering a wide array of prestigious brands. The new duty-free shop The Shop is emblematic of the Walk-Through store concept. It is located close to the air access, with its surface area of 1,478 m² acting as a hub leading to the boulevard where the rest of the shops and food outlets round out the commercial offering. An additional two duty-free shops opened at the end of the commercial area, a 229-m² Express Store and a 138-m² Arrival Shop. Walk-through shop in the new Alicante Airport terminal 79
La Palma Airport Once the new terminal opened on July 6th, 2011, the surface area of the commercial establishments went from 94 m² to 264 m², resulting in a significant improvement in the commercial offerings. Also, three shops and one food outlet were put out to tender. Thanks to these actions the new terminal will feature three shops and four food outlets. Santiago Airport The new terminal area, put into service in 2011, has a brand new commercial area concentrated on the air side, with the 327-m² duty free shop The Shop being its most notable addition. Bilbao Airport The departures area was remodelled and the duty free shop relocated to build a new, larger facility of approximately 228 m² that combines the concepts of Duty Free and Travel Value. Palma de Mallorca Airport Interior of the new Santiago Airport terminal In module C, five new stores began commercial operations in June 2011. Covering a total surface of 1,700 m², they offer such diverse products as food, clothes and accessories. In July, the duty free shop The Shop with a surface area of 1,587 m² was opened. 80
Commercial revenue control The implementation of a new revenue control system stands out as one of the key strategy issues of the Department. This management tool provides detailed knowledge of the purchasing and consumption habits of the various patrons, enabling us to make more effective decisions to improve our commercial offerings. MARKETING INITIATIVES The creation of Aena Aeropuertos in June 2011 involved changing Aena s commercial image. New colours and the new slogan, choose, taste and enjoy, were designed to spearhead the commercial side of the new company and enhance the playful aspect of the traveller s stay in the airport terminal. With the opening of the new terminal at the Santiago Airport in October 2011, the new Aena Aeropuertos brand was launched for the first time. Huge canvases hanging directly from the structure s roof revealed a varied, attractive, and wide offering of food and retail goods and services. Promotional activities associated with the opening of new terminals in Alicante and La Palma included giveaways for purchases over a certain amount. Well-established promotional activities from recent years, like Book Week, were updated in the month of April time and sponsored under the new brand. Christmas concert at the Madrid- Barajas Terminal 4 81
Our traditional Christmas campaign flooded every terminal of 13 of the network s airports with light, encouraging sales at this special time of year. A new feature of the 2011 Christmas decoration campaign was a performance by students from the Real Conservatorio de Música of Madrid, who offered classical music recitals in the Plaza Comercial of Madrid-Barajas Airport terminal T4. The initiative had a positive response by visitors and workers and enjoyed wide media coverage. SHOPS Given the importance of our Duty Free retail activity, present in 15 Aena airports, the analysis of strategy and conditions of the new bids are being analyzed prior to the termination of the current contract. In 2011 the walk-through store at the new terminal building of the airport of Alicante opened to the public, and the walk-through stores currently located in the terminals of Barcelona - El Prat T2, and Madrid-Barajas Airport T4 were consolidated, in keeping with international trends in the configuration and display of commercial areas in airports. The retail offering was also expanded in the Madrid-Barajas Airport terminals 123. New shops were opened in Module C of the Palma de Mallorca Airport and in the Bilbao and Santiago de Compostela airports. Customer service was improved by installing boarding gate information screens inside the shops to give passengers peace of mind. Sports outlet at the Madrid-Barajas Terminal 3 82
CAR PARKS Car park management initiatives focused on becoming more competitive than other car parks near the airport and managed by other companies. The strategy aims to address different customer price and service needs with a segmented car park service portfolio based on the duration of stay. A communications campaign was also launched to highlight the competitive benefits Aena airport car parks offer compared to those of external operators, in terms of security, quality of service, facilities and proximity. Car park building at the Barcelona-El Prat Airport This commercial strategy led to a more flexible commercialization of the service through new channels, and to encourage the use of new marketing tools. For example, several activities conducted on the Aena Aeropuertos website took on great relevance, focusing on improving communication over different car park choices, and making access to contents easier for users using the Aena Aeropuertos home page and the Infovuelos page. Simultaneously, the online reserve system became operational, and is currently available for long stay car parks, though we are working to have the tool available all car park services in 2012. 83
The car park fee policy addresses different customer price and service needs with a segmented parking service portfolio according to the duration of stay, proximity and additional services. Rotation fees and specific proposals for new products in overloaded airport car parks were also approved. To this end, we started to work on the analysis, proposal and implementation of a pricing system for car parks. In 2011, the number of parking spaces in Aena airports exceeded 160,000. CAR RENTAL Express car park Bilbao Airport Car rental services are provided by national and international operators. The frequency with which this service is used varied due to the growth of low-cost travel, since it is often part of a package deal or arranged at the point of origin. To address this threat, a web channel advertising car rental services was widely promoted to familiarize users with various offers from the moment they first plan their trip. Likewise, in 2011 we opened the long stay, express and low-cost car parks in Madrid-Barajas Airport; also, the express car park in the Bilbao Airport, and the long-stay car park in the Seville Airport. 84
FOOD SERVICES Food services are offered by concessionaires who rely on different concepts to satisfy the wide-ranging demands of all users by offering everything from fast food to restaurants whose chefs have been awarded Michelin stars. In 2010 Aena started the process of renewing the image of airport food services, a process that was expanded across the entire Aena network over the course of 2011. As an innovative strategy, we created a new concept in food service simultaneously adapted to the consumer on different levels and which pays special attention to service quality and price control. Demand from users and customers is heavily influenced by both the environment and the personal and cultural circumstances of each individual; in this respect, the new food service offering can be adapted so as to satisfy each client s specific need. Key factors considered were cultural patterns, economic capacity, available time and consumption habits. Inside view of the La Moraga Restaurant, Malaga-Costa del Sol Airport The substantial investment the company made in infrastructures in the last few years offered a great chance to renew the existing offering by adapting it to the new strategy and introducing novel concepts. Nowadays, Aena network customers and users can choose from among various food service concepts. In 2011, the offering was considerably widened, ranging from the ordinary sandwich to cuisine d auteur, the classical tapa, the set menu or portions. 85
Standard food service concepts were selected for the different airports, with world class brands. The multicultural environment led to the implementation of ethnic food (including English, German, Italian, Asian, Turkish and Mexican cuisine), which was favourably received by our patrons. Holding monthly meetings with food service operators and keeping a strict price control policy so customers will not find price differences in the same food outlet outside the airport were key to the entire improvement process. In recent years, the Spain brand name has received international recognition and prestige, with gastronomy as one of its key values. We have made good use of this situation to introduced a wide range of designation of origin products. Another fundamental and determining factor for customers is time availability, which is why new food service concepts range form takeaway food to more settings with the proper ambiance in which to enjoy a nice after-lunch conversation. We also installed common sitting areas, a space with tables shared by more than one food outlet, allowing a group of users the choice of selecting the food service that best suits their preferences. Another segment of patrons of Aena s airport network services we are catering to is passenger companions The new strategy takes into account the needs of companions by offering a diverse range of quality food services in the free access areas of the facilities. Food service operators are held to high quality standards, like removing food products not sold after three hours of being prepared. These standards made a key contribution to the gradual improvement in the quality perceived by patrons. Madroño Resturant in the Madrid-Barajas Airport 86
In 2011, consumers were able to enjoy four restaurants run by Michelin-starred chefs: In the Malaga-Costa del Sol Airport, we can find La Moraga, a restaurant run by Dani García that offers a revamped version of Malaga s traditional cuisine. In Barcelona-El Prat, Carles Gaig moved his hundred-year-old recipes and the character of the stoves of his prize-winning restaurant in Barcelona s Horta quarter to Porta Gaig, located in the ultramodern environment of the airport s new terminal. Alicante offers the freshness and dynamics of the sushi-bar concept under Quique Dacosta s leadership in his restaurant Aire Tapasbar, which takes the concept of tapas to new heights. In Madrid-Barajas, Beatriz Sotelo brings us a top quality Galician menu in the El Madroño restaurant. The first result of these changes was the high quality service provided. Once these concepts took root in terms of planning and periodic controls, we started working on providing these restaurants with value added service, such as a free wireless system for recharging mobile phones and other electronic devices, and a preparation time guarantee shown right on the menu. PROPERTY DEVELOPMENT (RENTALS) In 2011 a leaseback agreement was signed with CLASA on a 9,346 m² lot of developed land located in the Tenerife North Airport to build a new cargo terminal to foster air transportation and related logistics activities. In June and July, two corporate aviation fixed based operators (FBO) began operations at the Palma de Mallorca Airport. Furthermore, two partnership agreements were signed with the Andalusian Research and Development Agency (IDEA) and the Association of Science and Technology Parks of Spain (APTE) to evaluate and commercialize plots of land by creating two technology parks to in which to locate R&D companies. The first partnership agreement only included Andalusian airports. The second was wider in scope and included every Aena airport. In December a partnership agreement was signed with the Consell Valencià de l Esport of the Valencia Regional Government for the licenced use of the golf facilities at the Valencia Airport. The objective is to enhance airport commercial areas and to continue to introduce large retail chains and prestigious brands in shops and restaurants. 87
AVIATION FUEL In 2011 two contracts were awarded for the aviation fuel supply at the Madrid-Barajas, Barcelona-El Prat, Palma de Mallorca, Malaga-Costa del Sol and Leon airports. In parallel, construction was started to connect the pumping system of the Madrid-Barajas Airport fuel network to CLH s storage tanks in Torrejon. The new pumping system as the Alicante Airport was also placed in operation, and construction was started on a new aviation fuel storage facility at the Seville Airport. Moreover, the Vitoria Airport started with the remodelling of its fuel facility, whereas the Son Bonet opened a new facility. This business line relies on constantly improved facilities, as evidenced by the proposals made in 2011 to extend (Zaragoza Airport) or relocate storage facilities (Palma de Mallorca, Lanzarote and Madrid-Torrejon). ADVERTISING In 2011 state-of-the-art digital displays (full HD) were installed in strategic areas of the airports by advertising companies (video screens, walls, billboards), which attracted advertisers attention for their impact and innovation compared to traditional advertising displays. These displays were installed in Madrid Barajas T4 and in the Malaga-Costa del Sol, Alicante, Gran Canaria, Tenerife South and Palma de Mallorca airports. Advertising activity in Spanish airports will be opened to public tender in 2012, and currently we are analysing the best strategy to follow. The idea is to preserve the advertising value of airport locations, using not only traditional advertising displays but also supplementing them with marketing afor events and shows. Adding new technologies for advertising use in airports really enhances the passenger s travel experience. 88