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The Digital Airport Initiative

The Digital Airport Initiative. Digital Airport Initiative. The Digital Airport Initiative is a Public/Private collaboration that transforms the airport into an ultra-high tech communication venue for everything North East Ohio. Digital Airport Initiative. Digital Airport Initiative.

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The Digital Airport Initiative

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  1. The Digital Airport Initiative Barbara Siss Oney Proprietary & Confidential, 2006

  2. Digital Airport Initiative The Digital Airport Initiative is a Public/Private collaboration that transforms the airport into an ultra-high tech communication venue for everything North East Ohio. Barbara Siss Oney Proprietary & Confidential, 2006

  3. Digital Airport Initiative Barbara Siss Oney Proprietary & Confidential, 2006

  4. Digital Airport Initiative The Digital Airport will be: • A dynamic collaboration between public and private sectors across all communities in the region • A unique and distinctive experience that showcases our region to millions of people • Self-sustaining and revenue building for the airport Barbara Siss Oney Proprietary & Confidential, 2006

  5. Collaboration Collaboration Barbara Siss Oney Proprietary & Confidential, 2006

  6. Collaboration • A team of community experts will……. • Partner with the Airport to develop a comprehensive “Experiential” environment throughout the airport which will be • Holistically developed to provide visitors with a comprehensive encounter with the full range NEO assets. Barbara Siss Oney Proprietary & Confidential, 2006

  7. Collaboration The airport in full collaboration with its Northeast Ohio Community Cleveland Hopkins International Airport the HUB, the FRONT DOOR, the PORTAL to our region will provide a way for our community to work together…… Barbara Siss Oney Proprietary & Confidential, 2006

  8. Collaboration A central management team will coordinate the regional groups that specialize in Ad Sales, Technology and Content. Cleveland Hopkins Airport Digital Airport Management: Overall coordination of all aspects between all groups Financial oversight, collections, disbursements Sponsorship Sales and Management Advertising Sales Content Development Technology Local/Regional National Infrastructure Hardware Core Content Edu-tainment Advertising content Maintenance Industry Specific Barbara Siss Oney Proprietary & Confidential, 2006

  9. Collaboration • Regional companies and project advisors will work together to develop the scope of the initiative • Groups and Advisors currently include: • Senator Eric Fingerhut • Michael DeAloia, City of Cleveland • David Yen, Cleveland World Trade Center • Kathy Coakley Barrie, Spy Museum, Rock and Roll Hall • Tom Sudow, Beachwood Chamber of Commerce • David Moss, Cleveland Institute of Art • Micki Byrnes, Channel 3 WKYC • Scot Roark, Mark Ansboury, OneCommunity • Randall McShepard (RPM) • Prashant Chopra, CampusEAI • Micki Tubbs, David Wallace, SchoolOne • Marcus May, IQ Digital • Michael Settoni, Broadcast Media Ideas • Colette Taddy Hart, Cleveland State University • Len Steinbach, Cleveland Museum of Art • Scott Moss, Tenth Floor Barbara Siss Oney Proprietary & Confidential, 2006

  10. Collaboration • And will work with regional organizations for content ideas and sponsor prospects (a sample of target organizations) • NorTech • Team NEO • The Cleveland Marketing Alliance • The Greater Cleveland Partnership • The Convention and Visitors Bureau of Greater Cleveland • Akron Chamber of Commerce • Akron Convention and Visitors Bureau • Magnate Barbara Siss Oney Proprietary & Confidential, 2006

  11. Collaboration And to assist in coordination of efforts among the regions assets such as: • Arts and Culture Institutions • Businesses and Industries • Neighborhoods and Communities • Universities • Philanthropic Organizations Barbara Siss Oney Proprietary & Confidential, 2006

  12. Digital Showcase All coming together to dynamically showcase Northeast Ohio Barbara Siss Oney Proprietary & Confidential, 2006

  13. Digital Showcase Through Experiential Interactive Technology Barbara Siss Oney Proprietary & Confidential, 2006

  14. Digital Showcase Logically and strategically placed throughout the entire airport Barbara Siss Oney Proprietary & Confidential, 2006

  15. Digital Showcase • The visitor is introduced to what makes this region so great: Barbara Siss Oney Proprietary & Confidential, 2006

  16. Digital Showcase Barbara Siss Oney Proprietary & Confidential, 2006

  17. Digital Showcase Barbara Siss Oney Proprietary & Confidential, 2006

  18. Digital Showcase Barbara Siss Oney Proprietary & Confidential, 2006

  19. Digital Showcase Barbara Siss Oney Proprietary & Confidential, 2006

  20. Digital Showcase Barbara Siss Oney Proprietary & Confidential, 2006

  21. Digital Showcase Barbara Siss Oney Proprietary & Confidential, 2006

  22. Digital Showcase Open wall spaces could be rethought without considerable cost or loss of space. Barbara Siss Oney Proprietary & Confidential, 2006

  23. Digital Showcase The digital technology allows for expanded messaging while at the same time increasing advertiser opportunities Barbara Siss Oney Proprietary & Confidential, 2006

  24. Digital Showcase The Meet and Greet area could be a dynamic environment where those waiting learn about our region’s businesses, neighborhoods and all there is to do. It would be a comfortable, entertaining area dressed by products from across the region. Examples could be: Kichler Lighting Moen Water Faucet Fountain Barbara Siss Oney Proprietary & Confidential, 2006

  25. Digital Showcase The Information Area could be a unique compelling array of interactive visual displays that would allow for easy traffic pass-through but compelling engagement. It could be remotely, digitally updated to speak to groups exiting the area, current happenings, transportation communications etc. Barbara Siss Oney Proprietary & Confidential, 2006

  26. Self-Sustaining Revenue Revenue Generating & Self-Sustaining Barbara Siss Oney Proprietary & Confidential, 2006

  27. Self-Sustaining Revenue • How will we generate revenues? Advertising and Sponsorship! • Airport Travelers are extremely desirable consumers and attract very high media fees. • We have a captive audience behind security • We have a captive audience waiting in the ticketing and luggage areas. Barbara Siss Oney Proprietary & Confidential, 2006

  28. Self-Sustaining Revenue Airport Audience per: Arbitron 2004 Upscale consumers 80% more likely to have HH income of $100,000 Avid movie goers and DVD collectors Frequent Flyers 58% of travelers are Frequent Flyers 61% of FF are males 25-54 well educated, sophisticated business people avg 18 flights/yr 230% more likely to have income over $100,000 Avg 2 hours before flights and additional upon arrival Located in prime markets 39% of all Americans using airline travel in past year are concentrated in 10 DMAs 46% of FF are center in 10 markets Barbara Siss Oney Proprietary & Confidential, 2006

  29. Self-Sustaining Revenue Consider Cleveland Hopkins Airport: 11,300,000 -passengers passed through Cleveland Hopkins Airport in 2004 941,600 -passengers per month 31,000 -passengers per day 1.5 hours -wait time between flights in terminal HUB -for Continental Airlines 450 -daily flights 22 -carriers 140 -US domestic cities serviced 46 -daily, one-stop select hub connection to International cities 90 minutes -flight time to 70% of all US Industries and 555 of US population Barbara Siss Oney Proprietary & Confidential, 2006

  30. Self-Sustaining Revenue Revenue Generating & Self-Sustaining • Based on the rate card of a national outdoor advertising company, the following illustrates the range of annual gross billings that could be produced. San Antonio: $2.7 million (6.8 million annual passengers) Cleveland: $__._ million (11.3 million annual passengers) St. Louis: $29.9 million (13.4 million annual passengers) Boston: $193.2 million (26.1 million annual passengers) Barbara Siss Oney Proprietary & Confidential, 2006

  31. Self-Sustaining Revenue • St. Louis • Annual Passengers: 13,384,757 • Monthly Passengers: 1,115,396 • Displays: #/units Cost Cost CPM Billings • 1-2 mo. 3-12 mo. (3-12mo cost) • Dioramas full 21 $87,830 $67,480 $60.5 $17,004,960 • Dioramas half 11 $46,010 $35,350 $31.69 $4,666,200 • Diorama single 1 $4,920 $3780 $3.39 $45,360 • Mini Spectaculars full 8 $85,680 $65,900 $59.08 $6,326,400 • Mini Spectacular half 4 $42,840 $32,950 $29.54 $1,581,600 • Mini Spect. single 1 $12,600 $9690 $8.69 $116,280 • Spectaculars 1 $15,440 $11,870 $10.64 $142,440 • Overhead Spectact. 1 $7,960 $6,120 $5.49 $73,440 • Wraps: wall, soffit, Upon request • escalator, columns • Floor exhibits Upon request • Banners Upon request • Window clings Upon request • TOTAL $29,956,680 Barbara Siss Oney Proprietary & Confidential, 2006

  32. Self-Sustaining Revenue • Cleveland has the potential to deliver up to • $25Million in gross billings annually. • (Assuming the same number of displays as St. Louis and adjusting for slightly smaller passenger number) Barbara Siss Oney Proprietary & Confidential, 2006

  33. Self-Sustaining Revenue • Net Revenue Projections for airport after start-up expenses: $2-$5 million annually (current requirement: $900,000) Barbara Siss Oney Proprietary & Confidential, 2006

  34. Self-Sustaining Revenue Start-up and on-going revenue sources: Start-up: October 2006- September 2007 Foundation Sponsor/Advertiser Pledges Technology Sponsors product donation Start-up Partners 12-month billing deferral Bank Line Year Two: October 2006- September 2008 Multi-year Sponsorships Revenue Advertising Sales Technology Sponsors Product Donation Bank Line Barbara Siss Oney Proprietary & Confidential, 2006

  35. Self-Sustaining Revenue Financial goals/expectations: • There will be heavy start-up costs which should plateau in year two while ad sales will start slowly and should be reaching goal within 2-3 years. Grants, sponsorship and initial advertising will support the launch. • There will be multi-year Corporate sponsorships for key locations (ie concourses, meet&greet, Info. center) • There will be multi-year Technology sponsors. Sponsorships will primarily require partners to supply most cutting-edge products and keep them working and up-to-date • Net profit will be split with the airport and the Digital Airport management. The Digital Airport management intends to maintain a sufficient reserve from profits to oversee upgrades, maintenance etc. However, this should still allow a sizable upside profit to the airport starting in year 3 once the start-up costs are overcome. Barbara Siss Oney Proprietary & Confidential, 2006

  36. The Airport of the Future Barbara Siss Oney Proprietary & Confidential, 2006

  37. Airport of the Future “The Cleveland Airport System exists to serve as an economic catalyst for the City of Cleveland, and the entire Northeast Ohio region.” clevelandairport.com Barbara Siss Oney Proprietary & Confidential, 2006

  38. Airport of the Future Experience Northeast Ohio and you’ll learn…. It’s what’s inside that makes us great… Barbara Siss Oney Proprietary & Confidential, 2006

  39. Airport of the Future The airport of the future is HERE to SEE AT CLE Barbara Siss Oney Proprietary & Confidential, 2006

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