Marco Polo, in name and in fact
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Marco Polo, in name and in fact

THE AIRPORT OF VENICE IS AMONG THE THREE ITALIAN INTERCONTINENTAL HUBS. ITS BOCCONIAN CEO EXPLAINS THE SECRET

He’s the top player of the Northeastern airport system. Enrico Marchi, Bocconi alumnus, is President and CEO of SAVE, the group that manages the Venice Marco Polo and the Treviso Canova airports, 11 million yearly passengers altogether. In 2014, the company acquired a 40% shareholding of the airports of Verona and Brescia and owns a 27% stake of the Belgian airport of Charleroi. “The latter is a source of pride since our forefathers had emigrated to those lands to work in the mines of Marcinelle”.
The National Airport Plan puts Venice in the small group of Italian intercontinental gates along with Rome Fiumicino and Milan Malpensa. How did that come about?
Fifteen years ago we realized that regional airports could have been connected with international flights. The number of passengers was growing and larger aircrafts like 767 and 777 would have made flights more economic and not necessarily based on large hubs such as Paris or Frankfurt. Moreover, while others were skeptical, we were the first to introduce low cost routes in Italy. Now Ryanair is coming back to Verona and Brescia has an excellent outlook in the express couriers sector because of the rise of the e-commerce.
Does it make any sense to talk about airports’ specialization?
Specialization is overrated. There is not an universal model. You have to analyze traffic in a certain area and then look for the companies that meet the air travel demand.
Can medium-sized airports create an alternative network that connects small-to-medium cities?
It’s an important factor. To meet the demands of a certain area you have to segment the market and prevent cannibalization between low costs and carrier networks. The former open routes that may become interesting for the latter.
To what extent do regional airports depend on strategic choices and performances of air carriers?
In some ways, we have witnessed an opposite phenomenon to what is traditionally taught in universities. Theoretically, the airport is a natural monopoly and the air carrier operates in a competitive environment. When a carrier covers over 80% of an airport traffic, the monopolist is the company and the airport negotiates in a weak position.
Is it a dynamic market?
It is when 20% of all routes change every year. We do not aim to maximize the number of passengers by distorting the market with cheap rates. We aim at a long lasting, steady, and sustainable growth.
How about the economic importance of airports? Do they contribute to the welfare of a region?
That’s an underestimated topic. Today an airport is almost a precondition for the development of a territory, it boosts people and goods mobility, feeds tourism and business. Airports Council International Europe estimates that a million passengers create 1,000 direct and as many indirect jobs.
Is customer experience important for medium-sized airports?
It’s essential. We are devoting huge resources to it. A year ago we have launched a customer experience program in partnership with McKinsey and Walt Disney. The success of an airport depends on a large quantity of small details.
 

by Claudio Todesco

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