Regional airport business models: The Shannon Group as a case study
Hiney, Noel, Efthymiou, MarinaORCID: 0000-0001-8611-5973 and Morgenroth, Edgar L.W.ORCID: 0000-0002-9442-0561
(2021)
Regional airport business models: The Shannon Group as a case study.
In: Graham, AnneORCID: 0000-0003-0978-8781, Adler, Nicole, Niemeier, Hans-Martin, Betancor, Ofelia, Antunes, António Pais, Bilotkach, Volodymyr, Calderon, Enrique J. and Martini, GianmariaORCID: 0000-0001-9503-4999, (eds.)
Air Transport and Regional Development Case Studies.
Routledge (Taylor & Francis), Abingdon, UK.
ISBN 9780367533144
Regional airports, despite their significant economic and social contribution to the
communities in which they operate, have low profitability and performance. Scholars have
been investigating the connection between ownership models to profitability and performance,
without reaching definitive results. Case studies can contribute to a better understanding of
how structure and ownership is connected to airport performance, by looking into local
specificities. This chapter reviews The Shannon Group, which includes Shannon Airport, and
examines its regionally based business model. Shannon Airport’s strategic position is also
analysed, and future prospects are considered. Finally, the chapter discusses how active
stakeholder engagement and increased local economic activity can contribute to improved
performance and new air routes.