iii. Airport Retail: A new Airport Realit(y) seems to be emerging. Restoring consumers’ confidence to air travel will also entail the restoration of the consumers’ trust to the airport retail. The need for the minimisation of risk, possible introduction of social – distancing measures and the establishment of contactless processes will most probably point the way to major spatial changes in the airport terminals and to the expansion of digital, online platforms. 

From the business perspective, the dire necessity for liquidity and new sources of revenues are inevitably leading to innovative ideas and practices that will establish, at least partially, the non-aeronautical revenues’ non- dependence on passengers’ daily throughput and volumes. 

In the “De-COVIDisation” era, the three main “R’s“of the airport retail reality, ie. Relationship with the consumer, Re-setting expectations and Re-discovering the customer experience will have to be “Reinvented” through the rebuilding of the airport business ecosystem. 

iv. Human Factor – The Repositioning: It has already commenced, abruptly overturning – and, at the same time, modernizing – established practices at the workplace. A new distance office work culture is emerging through the work-from-home digital platforms, interactive dashboards and connected multiple devices. A sense of flexibility and “freedom” is apparent, it seems however that eventually, creative, solid practices and a new “toolkit“ for the reinvention of the work culture that will keep the employees involved in and connected to the company, will be needed. 

In terms of operational efficiency and front-line work, Machine Learning and Robotics will be instrumental. Robots are already hard at work in hospitals, sterilizing rooms, delivering medication and supplies and assisting medical staff to work much safer and more efficiently. Robots are also already in place at airports for passenger assistance, security or cleaning and it seems that the need for contactless processes and minimization of health risks as well as operational efficiency and subsequent cost-cutting gains are pointing the way to further exploitation of this model at the airport’s working environment, changing, at the same time, the end-to-end passenger experience. 

v. Passenger Experience: In the BC era, the airport’s passenger experience “toolkit” had two major components: the operational and the emotional aspect. On the one hand, “seamless” travel was a term used frequently to describe the optimum passenger experience; self – service technology, artificial intelligence, real- time information and data- sharing were some of the “tools” deployed to achieve a seamless passenger experience, while, on the other, additional components would include more “intangible”, yet extremely valuable aspects; hospitality, friendliness and courtesy of staff, entertaining elements and overall ambience were the elements that made an airport experience unique. 

In the “De-COVIDisation” era, Health and Safety will prevail; from social -distancing and protective gear to massive testing, health – certifying processes and additional self- service  equipment, passengers will be willing to give up time and personal details over the “Sense of a totally Safe – in terms of Public Health- Place”. Striking the balance between the new “seamless” and the “intangible” aspects will be the main challenge, ultimately defining the new unique airport experience. 

vi. Airport Branding & Communication: In the BC era, consumer satisfaction and creating unique passenger experiences were key elements of the airports’ branding. The airport’s consumer of products and services being the airlines, retailers, concessionaires and other business partners, the passengers/ visitors and the general public, this multi- dimensional consumer base and the need to cater for their wants and needs in terms of products and services, has led airports to realize that, as in the case of other businesses, creating and communicating the value of their brand is vital, the brand being one of the most important, intangible assets of the  firm. 

During this “De-COVIDization” era and in line with the basic branding principles “Brands live in the minds of the consumers” and “Branding is about delivering promises”, airports are expected to re-construct their brands by building-in all those components that will substantially contribute to the restoration of the consumer’s trust and confidence in air travel, through: 

–  the re-establishment of their identity as “Safe – in terms of Public Health – Places” 

–  the reorientation of their branding and communication strategies aiming at establishing and maintaining a constant ow of open and frank communication to timely inform, facilitate and engage its multi – dimensional consumer base and, by all means, 

–  the even closer alignment with the branding of the destination they serve

vii. Finally, Leadership; at this stage, no one knows how long the De-COVIDisation era will last and what will be the shape of aviation – regulatory and business models, players, operational status – in a couple of months from now, let alone, a year or two.