On November 1, 2017, world-leading executives of airports, retail operators and brands met for the three-day Trinity Forum Conference in Bangkok, Thailand. The world's leading global airport commercial revenues conference brought together professionals from around the world to improve the dialogue and mutual understanding of all parties to benefit the traveling consumer.
One of the highlights of the event was the panel discussion "Driving and combating disruption – positive and negative – in airport commerce." AOE CEO Kian Gould set the stage for lively debate with a thought-provoking presentation on disruption, digitalization and the future of airport non-aviation commerce.
Adil Raïhani, Co-Founder and Partner of The Blueprint Partnership moderated the panel. Other panelists included Changi Airport Group Airside Concessions Division, Online Division, Online Retail General Manager, Nicole Foo; Fraport Vice President E-Commerce, Jens Paul; and Auckland Airport General Manager Retail and Commercial, Richard Barker.
One of the major challenges all stakeholders face is the dramatic turnaround in traveling customer purchasing behavior. “Where impulse purchases amounted to 65 to 70 percent in the past, we are now seeing less than 30 percent in impulse purchasing and around 70 percent in planned purchasing,” says Kian Gould. According to Gould, the single-biggest disruptor in the retail environment, including travel retail, is the mobile device.
Combine these two factors and you realize that all players need to rethink the business of generating and growing non-aviation revenues. The only solution for this challenge is for airports to adapt to the changing consumer environment, evolve into a digital ecosystem and collaborate with service providers that think outside the box, Gould concludes.
Please check out the videos below for an in-depth look at the topic of digitalization in airport commerce, answers to key questions that currently move the industry and Kian’s keynote address.
Not all questions concerning digitalization at airports could be answered at the Trinity Forum. Kian Gould answers the open questions in the following video.
From major FSCs to small LCCs, digitalization provides the most effective, low-cost path to new levels of operational efficiency and revenue recovery to all airlines. Kian Gould, Chairman of digital revenue innovators Omnevo, explains 5 reasons why. Let’s start on the bottom line: any airline – including everything from flagship FSCs to small regional LCCs – can now cost-effectively digitalize their attack on the recovering market and seize the digital route to recovery. Let me explain why.
Frankfurt, July 14th, 2021 - Omnevo, leading provider of revenue-increasing digital platform solutions for airports and airlines and part of the AOE Group, and Fraport AG, owner and operator of Germany's largest airport, announced today that Frankfurt Airport goes live with the latest advanced version of Omnevo's award-winning omnichannel e-commerce solution. Additionally, the two companies announced that they have extended their long-term partnership for another five years to further develop the digitalization of the airport's range of products and services for the almost 70 million passengers (before COVID-19) who travel through Frankfurt Airport each year. With go-live, the existing digital solution platform, which Omnevo’s parent company (AOE) had originally developed for Fraport, was migrated to the latest Omnevo product version. Through its original partnership with AOE Fraport utilized the OM³ digital platform (now known as Omnevo) to become the world’s first omnichannel airport focused entirely on omnichannel both before and, especially, during the pandemic. The newly enhanced Omnevo cloud solution enables the operation of a complete airport marketplace solution for all travel retail sales at a fraction of the costs previously required for such a leading ecosystem, creating new revenue opportunities for crisis-hit airports of any size. Thanks to the highly flexible SaaS solution, Fraport has also effectively future-proofed its digital strategy by integrating directly in the Omnevo product roadmap, enabling it to benefit from Omnevo’s strategy of continuous improvements to the solution.
The past year has been extraordinary in so many ways and, while the tragic impact on lives takes precedence, we’ve also had to deal with the huge changes in our working life too. As the crisis developed early last year, I was busy planning in my new role as CEO of Omnevo - AOE’s new specialist product division - positioned as a digital solution pioneer in the travel industry, launching in early 2021. As the crisis grew, this became the most challenging experience of my career, but I’ve been surprised to find that it’s also become one of the most instructive and rewarding experiences too. Creating and launching any new company is always a huge challenge but we suddenly faced extraordinary new barriers as the way we do business had to be transformed. Much of 2020 was spent planning the new company and today, still operates almost exclusively remotely. Many of us, including some of the founders, worked together for almost a year but have still not actually met in person! Yet we already operate successfully in a global network and are scaling and winning new business. Omnevo is a truly virtual organization; this is how we were born and that is how we thrive. In this short time, we’ve already made our mark on this industry, with a culturally diverse, agile and highly committed team working alongside customers of all sizes around the globe. We’re gaining a lot of attention because we are recognized as game changers - and that innovative spirit is integral to our team spirit. We are committed to being the digital challengers and innovators in the travel and mobility industry – an ethos drives us every day. And it’s working. But what is the glue behind this, what makes us successful? Why is it working and, in these bizarre working conditions, how did we manage to get the team so well and engage with our customers so quickly? I’m obviously proud of what we’ve achieved but I want to share my personal perspective on how we made this happen and hope that it will resonate with others in the industry - and, hopefully, help you with your management challenges too.