Abstract

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.