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For airport commercial teams and car park operators, understanding customers goes far beyond tracking completed bookings. Transaction data tells you who bought what and when, but it doesn’t reveal why they made those decisions, why others didn’t convert, or how you can better serve both groups to maximise revenue potential. 
Whether you’re managing non-aeronautical revenue at a medium-sized airport or operating car parks across multiple airport locations, gaining deeper insight into passenger behaviour can transform both revenue performance and operational efficiency. However, the challenge lies in knowing where to look, what questions to ask, and how to turn insights into actionable strategies that justify investment to senior management. 
To help address this challenge, here are five practical approaches for building a more complete picture of your demand patterns and customer behaviour. 
<h2>1) Look beyond transaction data to understand the complete customer journey</h2>
While your booking system captures successful transactions, it represents only a fraction of your potential market. For commercial directors accountable for revenue growth and car park operators seeking to maximise conversion rates, the customers who didn’t complete their purchase often provide the most valuable insights for improving commercial performance. 
For instance, website behaviour analysis reveals critical conversion barriers that impact your bottom line. How many visitors view your parking options versus how many actually book? If 1,000 people browse your offerings but only 100 complete purchases, this may indicate a fundamental disconnect between your pricing structure and perceived value, or technical barriers in your booking process that particularly affect the growing online booking segment. 
In the same way, search pattern analysis helps identify what customers prioritise when evaluating your services. Are they comparing prices across different parking products, checking availability for specific dates, or seeking detailed information about location and shuttle services? By understanding these search behaviours, commercial teams can identify which value propositions resonate most with different customer segments and where marketing messages should focus. 
Equally important, booking abandonment point analysis pinpoints exactly where potential revenue is lost in your conversion funnel. High abandonment at the payment stage might indicate technical issues or payment method limitations, whilst early exit during product selection could suggest confusing pricing structures or inadequate product descriptions. For car park operators managing multiple sites, these insights become crucial for identifying system-wide improvement opportunities.
Moreover, return visitor pattern tracking reveals customer decision-making processes that affect your pricing strategy. Multiple return visits before booking might indicate comparison shopping behaviour, price sensitivity, or uncertainty about value propositions. This intelligence suggests opportunities for targeted remarketing campaigns or clearer value communication that could capture these hesitant prospects. 
As Mathilde Burtin-Bell, Commerce Director &#8211; Commerce Division at CAVU, explains:
<blockquote>Transaction data is useful, but it doesn&#8217;t show the full picture. You also need to track customer behaviour. For example, how many people are searching, viewing, or abandoning a price?
If 1,000 people view an offer but only 100 book, something may be wrong with the pricing. Layering in CRM data and other touchpoints helps build a complete view of customer behaviour and improves your ability to tailor offers.</blockquote>
<h2>2) Segment customers by trip purpose and operational behaviour patterns</h2>
Not all passengers demonstrate identical needs, budget constraints, or price sensitivity levels. Therefore, for airport commercial teams managing diverse revenue streams and car park operators serving varied customer bases, creating clear customer segments enables targeted approaches that optimise revenue across different market segments. 
Consider, for example, the differences between business and leisure travellers. Business passengers often book closer to departure dates, prioritise convenience and proximity to terminals over cost considerations, and demonstrate higher tolerance for premium pricing during peak periods. 
Leisure travellers, by contrast, typically plan further ahead, show greater price sensitivity, and may accept longer transfer times for better rates. By recognising these distinct behaviours, commercial teams can develop pricing strategies that capture value from both segments without alienating either. 
Segmentation also applies to stay duration. Short-stay customers typically demonstrate different price sensitivity levels and product preferences than extended-stay parkers. Business travellers on day trips behave differently from families on week-long holidays. Each segment requires tailored pricing approaches and service offerings that match their specific needs and willingness to pay. 
Travel frequency analysis further deepens this picture by helping identify your most valuable customer segments and loyalty programme opportunities. Regular business travellers from your catchment area develop different expectations and demonstrate different loyalty patterns compared to occasional holiday travellers. Understanding these groups informs both pricing strategies and service investment decisions that maximise lifetime customer value. 
In addition, geographic segmentation based on customer origin reveals important market dynamics for strategic planning. Passengers from your immediate catchment area may have different ground transport alternatives and price expectations compared to those travelling longer distances to reach your airport. This intelligence becomes particularly valuable for car park operators considering expansion into new airport markets or commercial teams evaluating competitive positioning. 
Finally, booking timing behaviour patterns often correlate directly with price sensitivity and service priorities. Customers who consistently book months in advance typically demonstrate different value priorities than those who book last-minute. Taken together, these patterns provide crucial intelligence for dynamic pricing strategies and capacity management decisions.

<h2>3) Analyse seasonal and event-driven demand variations</h2>
Your demand patterns reflect complex interactions between airline schedules, local events, and broader economic factors. By understanding these external influences, commercial teams managing budget forecasts and car park operators planning capacity investments can identify opportunities for strategic pricing optimisation and resource allocation. 
Take the school holiday impact analysis as an example. These periods reveal predictable but significant demand variations that require specific operational responses. Family travel patterns create sustained demand surges with characteristics distinctly different from business travel periods. Families often book further in advance but demonstrate greater price sensitivity, whilst simultaneously valuing convenient, family-friendly facilities. Understanding these patterns helps optimise both pricing strategies and facility investment priorities. 
Similarly, local event and conference impact assessment can dramatically affect demand forecasting and pricing strategies. Major sporting events, concerts, or business conferences bring customers with different needs, budgets, and booking patterns than typical airline passengers. For medium-sized airports, these events can represent significant revenue opportunities when properly anticipated and priced, whilst car park operators can optimise capacity allocation across their portfolio based on event calendars. 
Seasonal airline schedule variations add another layer of complexity. They affect not just passenger volume but also the fundamental mix of business versus leisure customers using your facilities. These shifts impact optimal pricing strategies, facility utilisation patterns, and staffing requirements. Commercial teams need this intelligence for accurate revenue forecasting, whilst car park operators can use it for strategic capacity management across multiple airport locations. 
Weather-related demand patterns also come into play. Seasonal variations in weather conditions can significantly affect customer willingness to pay for premium services such as covered parking or proximity to terminals. This presents pricing optimisation opportunities that many operators overlook. 
Finally, broader economic cycles influence your specific catchment area, affecting both travel frequency and price sensitivity among local customers. By understanding these economic influences, commercial teams can develop pricing strategies that remain competitive during downturns whilst maximising revenue during growth periods.
<h2>4) Map your competitive landscape and modal share</h2>
Your parking revenue operates within a broader transport ecosystem that continues to evolve rapidly. For commercial directors developing long-term strategies and car park operators planning business expansion, understanding competitive dynamics and transport trends provides crucial intelligence for sustainable growth. 
Ground transport alternative analysis helps quantify the competitive pressure facing your parking business. Ride-sharing service expansion, public transport improvements, and new taxi services all affect passenger transport choices and price sensitivity. As modal share evolves, parking demand patterns and optimal pricing strategies must adapt accordingly. 
Competitor pricing and positioning analysis extends beyond simple rate comparisons. It involves understanding value propositions and market positioning strategies. Nearby airports, off-site parking providers, and alternative transport options each offer different combinations that attract specific customer segments. Analysing these dynamics helps identify market gaps and positioning opportunities for your services. 
At the same time, catchment area demographic and economic analysis reveals potential growth opportunities and competitive threats. Understanding where your customers originate highlights underserved areas for targeted marketing whilst pointing to regions facing increased competitive pressure. This intelligence becomes particularly valuable for car park operators evaluating expansion opportunities or commercial teams developing partnership strategies. 
Infrastructure development monitoring is another critical factor. New road connections, public transport links, or commercial development in your area can shift customer behaviour patterns and competitive dynamics. Proactive monitoring enables strategic preparation rather than reactive responses to market changes. 
Finally, evaluating future transport trends ensures you can anticipate longer-term pressures and opportunities. Electric vehicle adoption, evolving work practices, and emerging transport technologies will all influence parking demand. Those who prepare early will position their businesses advantageously for future market conditions.

<h2>5) Use systematic customer feedback and market research</h2>
While data analysis reveals behaviour patterns, direct customer feedback explains the motivations and decision-making processes behind those patterns. For commercial teams accountable for customer satisfaction metrics and car park operators building long-term relationships, systematic research provides context that pure data analysis cannot deliver. 
Post-booking satisfaction surveys, for example, provide actionable insights into customer priorities and service improvement opportunities. Simple questions about booking experience, product expectations, and satisfaction levels reveal gaps between customer expectations and service delivery that directly impact repeat business and word-of-mouth recommendations. For medium-sized airports with limited marketing budgets, positive customer experiences become crucial for organic growth. 
Customer service interaction analysis also captures pain points and unmet needs that may not appear in booking data. Your customer service team handles questions, complaints, and requests that can highlight common operational issues. Analysing these interactions systematically provides valuable intelligence for both service improvement and pricing strategy development. 
In addition, price sensitivity and value perception research helps optimise pricing strategies and product development priorities. Understanding what customers value most enables more targeted service investments. Some prioritise convenience, others focus on value for money, and many seek specific combinations of features and pricing that create compelling propositions. 
Competitive comparison feedback provides another layer of insight by showing your market position from the customer’s perspective rather than internal assumptions. Understanding what alternatives customers considered and why they chose your services informs competitive positioning and value proposition development. This becomes particularly valuable for car park operators competing across multiple airport markets. 
Finally, future needs assessment helps anticipate changing customer requirements and identify new revenue opportunities. Understanding how expectations evolve enables proactive service development rather than reactive responses, creating competitive advantages through early positioning. 
<h2>Transform customer intelligence into commercial results</h2>
Customer insight only creates value when it informs strategic and operational decision-making. By analysing behaviour, segmenting customers, and acting on feedback, commercial teams and car park operators can optimise pricing, focus investment where it delivers the most value, and enhance operational efficiency. 
Building these capabilities consistently allows your team to make data-driven decisions that capture revenue opportunities, improve customer experiences, and create a sustainable competitive advantage.
<h2 data-start="132" data-end="179">Take the first step toward smarter pricing with our in-depth guide</h2>
Your pricing strategy could be costing you more than you think.
Coming on 18th October, our comprehensive guide, <a href="https://ca.vu/insights/pricing-guide/">Why Your Pricing Strategy Is Costing You Revenue – and What to Do About It</a>, shows you how to move from missed opportunities to measurable results.
Inside, you’ll discover:
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<li data-start="449" data-end="525">
Why pricing is one of the biggest commercial levers for smaller airports
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<li data-start="526" data-end="586">
Why flat pricing models no longer work in today’s market
</li>
<li data-start="587" data-end="647">
What a smarter, more dynamic pricing approach looks like
</li>
<li data-start="648" data-end="699">
The four foundations of revenue-driving pricing
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<li data-start="700" data-end="743">
How to overcome common pricing barriers
</li>
<li data-start="744" data-end="787">
Quick wins you can implement right away
</li>
<li data-start="788" data-end="853">
How to build the foundation for long-term, sustainable growth
</li>
</ul>
<a href="https://signup.ca.vu/pricing-guide-signup/?_gl=1*1i7mxo8*_ga*NzIwNTc0MjUuMTc2MDk2ODA3OQ..*_ga_QDM2BXW96D*czE3NjA5NzE3MTMkbzIkZzEkdDE3NjA5NzM3OTMkajM1JGwwJGgw">Download the guide today</a> and stop leaving revenue on the table.
<a href="https://signup.ca.vu/pricing-guide-signup/?_gl=1*1i7mxo8*_ga*NzIwNTc0MjUuMTc2MDk2ODA3OQ..*_ga_QDM2BXW96D*czE3NjA5NzE3MTMkbzIkZzEkdDE3NjA5NzM3OTMkajM1JGwwJGgw">Get Your Copy</a>

Unlock revenue growth by understanding your demand partners with 5 practical strategies for airports and car park operators.

Tim Smurf TS8kaOh96xs Unsplash

5 ways to better understand your demand partners

If you&#8217;re managing commercial operations at an airport or running a car park business, there&#8217;s a good chance you&#8217;re leaving money on the table. Not through poor service or inadequate facilities, but through something much more fundamental: your pricing strategy. 
Most airports still rely on flat pricing models that treat all demand as equal, all customers as identical, and capacity as unlimited. For car park operators, these models often stem from simple drive-up rates that get copied online without considering digital customer expectations. Yet none of these assumptions hold for airport operations, and the results speak for themselves: missed revenue opportunities, operational strain, and customer experiences that fail to meet expectations. 
The pressure is mounting. Airport commercial teams face increasing demands to maximise non-aeronautical revenue whilst car park operators compete against ride-sharing services like Uber and Lyft that have fundamentally reshaped ground transport behaviour. 
Meanwhile, stringent procurement processes require clear ROI justification, and lean teams struggle with manual pricing updates across multiple channels. 
For medium-sized airports, the challenge is finding the sweet spot between operational efficiency and commercial opportunity, whilst car park operators need straightforward solutions that work across their entire portfolio.
<h2 aria-level="2">Why you need to reconsider a one-size-fits-all approach to pricing</h2>
For commercial directors and car park operators, flat pricing creates a false sense of security that masks significant revenue losses. When you charge the same rate regardless of demand, seasonality, or customer willingness to pay, you&#8217;re essentially capping your revenue potential during the times when passengers are most willing to spend more. 
During school holidays, major events, and peak travel periods, passengers demonstrate natural price tolerance when seeking guaranteed parking spots. They&#8217;ve planned their trips, booked flights, and need certainty. Yet flat pricing prevents you from capturing this additional value, leaving money on the table precisely when demand is highest. 
Operational strain without financial reward becomes a recurring problem when fixed pricing attracts high volumes of short-stay traffic during busy periods. Your team works harder managing increased turnover and capacity pressure, but your revenue doesn&#8217;t reflect that additional effort. 
For medium-sized airports trying to scale, this creates unsustainable pressure without the financial return to justify additional personnel. For car park operators, churn increases pressure on staffing, reduces space availability, and lowers average transaction value across your portfolio. 
The absence of behavioural incentives means you lose valuable tools for demand shaping and operational planning. Without price signals to encourage booking during quieter periods or off-peak travel, you can&#8217;t influence customer behaviour to spread demand more evenly or improve cash flow predictability. 
This particularly impacts car park operators trying to manage multiple sites, where coordinated pricing strategies could significantly improve portfolio-wide performance.

<h2 aria-level="2">The real cost of ignoring customer behaviour</h2>
The impact of flat pricing extends beyond simple revenue loss to create operational and strategic challenges that build over time. For airport commercial teams accountable for revenue targets and car park operators seeking business expansion, these costs create significant competitive disadvantages. 
Underpricing during peak demand: Underpricing during peak demand represents the most direct revenue loss. By using fixed pricing, you&#8217;re essentially subsidising high-demand customers who could afford higher rates, reducing the revenue available for infrastructure investment or business expansion. 
Lack of product differentiation: Product differentiation failure occurs when flat pricing treats all parking products equally, ignoring the premiums that passengers place on convenience, proximity to terminals, or enhanced services.
For example, customers understand that covered parking near main terminals offers more value than surface parking requiring shuttle buses, yet flat pricing fails to capture this difference in perceived value. 
Conversion friction: Conversion friction develops when pricing doesn&#8217;t reflect customer segment needs. Business travellers may view short-stay rates as reasonable, whilst finding long-stay options expensive, whilst leisure passengers might see the opposite. This mismatch reduces booking conversion across both segments, limiting total volume growth and creating customer satisfaction issues that impact repeat business. 
Lack of strategic planning: Strategic planning limitations emerge when flat pricing provides no mechanism for gathering actionable demand intelligence. Without pricing tools to test customer price sensitivity, you can&#8217;t develop the market insights needed for strategic decisions about facility investment, service expansion, or competitive positioning. 
<h2 aria-level="2">How does dynamic pricing solve these challenges? </h2>
Dynamic pricing doesn&#8217;t require complex algorithms or constant price changes. At its core, it means aligning pricing with real customer behaviour and demand patterns to optimise both revenue and operational efficiency. 
Revenue optimisation: Revenue optimisation becomes systematic when prices adjust to reflect demand levels and customer willingness to pay. During peak periods, rates increase to capture additional value from customers who prioritise certainty over cost.
During quieter times, competitive pricing maintains volume whilst optimising utilisation. This approach matches price to genuine customer value perception and market conditions. 
Demand shaping: Demand shaping transforms pricing from a passive revenue tool into an active operational management system. Early booking incentives improve cash flow predictability and operational planning whilst reducing last-minute capacity pressure.
Peak period pricing helps manage capacity constraints without requiring additional infrastructure investment. These tools become particularly valuable for medium-sized airports where operational flexibility is crucial for managing seasonal variations. 
Differentiated products: Product differentiation becomes financially viable when dynamic pricing supports tiered offerings that reflect genuine value differences.
Premium locations near terminals, covered parking, flexible cancellation terms, and additional services can command appropriate premiums when pricing reflects their enhanced value proposition. This enables car park operators to justify facility investments and create sustainable competitive advantages. 
Enhanced operations: Operational efficiency improves when pricing signals influence customer behaviour to reduce complexity and improve resource utilisation. Spreading demand more evenly across time periods reduces peak-time staffing pressure and makes better use of capacity during quieter periods, improving overall operational productivity and customer experience.

<h2 aria-level="2">How to get started – without overwhelming your team </h2>
The transition from flat to dynamic pricing doesn&#8217;t require immediate system overhauls or complex technology investments. Many successful implementations begin with manageable changes that deliver measurable results whilst building internal confidence and expertise. 
Use rules-based pricing: Rules-based adjustments provide immediate impact through simple rate modifications during predictable demand periods. Seasonal increased pricing can be implemented manually or through basic system updates, whilst small premiums for last-minute bookings capture additional value from time-sensitive customers.
These approaches work particularly well for car park operators managing multiple sites who need straightforward implementation across their portfolio without heavy reliance on external development teams. 
Segment products: Basic product segmentation creates revenue opportunities through clear differentiation between parking options.
Separating premium locations, covered spaces, and flexible booking terms into distinct product tiers allows appropriate pricing for each value level. For airports, this might mean clearly differentiating terminal-adjacent parking from off-site options requiring shuttle services. 
Price based on season: Seasonal pricing variations reflect natural demand patterns through different rate structures for peak and off-peak periods. This becomes particularly manageable for medium-sized airports where quicker decision-making processes allow for more agile pricing responses. 
Incentivise your customers: Early booking incentives encourage advance reservations during lower-demand periods, improving cash flow predictability whilst spreading operational workload more evenly. For car park operators, these incentives can drive direct bookings rather than relying entirely on third-party distribution channels. 
<h2 aria-level="2">The strategic choice facing your business </h2>
The airports and car park operators that thrive in competitive markets understand their customers&#8217; behaviour patterns and price accordingly, using pricing as a strategic tool for revenue optimisation, demand management, and customer experience enhancement. 
Your current flat pricing model may feel safe and predictable, but it&#8217;s likely costing you more than you realise. Every peak period where you could capture additional value, every opportunity to shape demand through pricing signals, and every customer segment that values premium services differently represents unrealised revenue potential that competitors using dynamic approaches are capturing. 
The question isn&#8217;t whether you can afford to move away from flat pricing. It&#8217;s whether you can afford the opportunity cost of maintaining pricing approaches that don&#8217;t reflect market reality or customer behaviour.<span data-ccp-props="{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;201341983&quot;:0,&quot;335551550&quot;:1,&quot;335551620&quot;:1,&quot;335559685&quot;:0,&quot;335559737&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240,&quot;335559740&quot;:279}"> 
The industry landscape is continuing to evolve as new transport options emerge, and customer expectations change. Those who adapt their pricing strategies to match these realities will build sustainable advantages, whilst those maintaining outdated approaches will find themselves increasingly disadvantaged in the market. 
<h2 aria-level="2">Unlock the revenue potential hidden in your pricing strategy </h2>
Download our guide, <a href="https://ca.vu/insights/pricing-guide/">‘Why your pricing strategy is costing you revenue – and what to do about it&#8217;</a>.
You’ll discover why flat pricing limits revenue, how dynamic pricing and product segmentation can transform results, and the four foundations of revenue-driving pricing: understanding demand, segmenting products, pricing for value, and introducing simple rules. 
The guide also highlights quick wins you can implement immediately and tips for building long-term growth.
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Learn how to replace flat rates with dynamic pricing to capture demand, boost bookings, and unlock hidden revenue potential.

Engin Akyurt CTsI2OuMYaM Unsplash

The hidden cost of flat pricing (and how dynamic pricing helps)

In our webinar, <a href="https://ca.vu/insights/maximise-revenue-webinar/">&#8216;Reimagining Airport Value: Actionable Tips for Maximising Revenue in an Evolving Market&#8217;</a>, we brought together two industry experts to discuss practical, actionable strategies for airport revenue growth. 
Mathilde Burtin-Bell, Head of Commercial Services for Ancillaries &amp; Marketplace at CAVU, and Albert Jan Prevoo, Captain of the FTE World Ancillary &amp; Retailing Working Group, shared insights on everything from pilot testing to partnership models. 
<h2 aria-level="2">Testing new ideas without breaking the bank </h2>
CAVU: Many airports want to innovate commercially but are concerned about unnecessary risks. What is your process for designing low-risk pilots that test new commercial ideas, and how do you measure whether it is worth scaling? 
Mathilde: “<a href="https://ca.vu/insights/reimagining-airport-value-webinar/">We started covering this in the first webinar</a>, but I break it down into four steps for a low-risk pilot. You can start as small as you want. 
“We often think, ‘What is the biggest thing we could do?’ but begin small. During the design process, define your hypothesis. Is it driven by a commercial goal or a customer need? 
“What problem are you trying to solve, and what commercial goals are you aiming for? For example, one objective might be to reduce the number of touchpoints a customer must go through to buy multiple products, removing friction to make buying easier. 
“Ultimately, we’re trying to address customer challenges. From a commercial perspective, we might aim to increase transaction value. So, consider both sides: what you want to achieve commercially and what problems customers face. 
“If you’re not solving a real pain point, the pilot’s unlikely to work. You should also set clear success metrics up front. Decide what success looks like for the pilot and how you’ll measure it. That measurement will tell you whether the idea is worth scaling.” 
Albert: “Profiling is so important. This applies to car parking as well. We were talking earlier about <a href="https://ca.vu/insights/why-is-dynamic-pricing-in-car-parks-key-to-boosting-revenue/">dynamic pricing</a>. 
“I’ve seen conversations where everything is judged against discounts or a driver rate. As soon as the price moves a certain way, people say ‘it’s too cheap’, but is it really? 
“Great value doesn’t mean everything has to be cheap. That’s a common misconception. Instead of making decisions based on assumptions, let the customer inform your process. 
“With digital transformation, you can see what people engage with, what they ignore, what price points resonate, and what do not. Putting the customer at the centre of that approach is key to unlocking true value. 
“<a href="https://ca.vu/insights/how-can-data-and-tech-reshape-passenger-experiences/">If you have the data</a>, make sure you use it to your advantage.”

<h2 aria-level="2">How to build partnerships that work </h2>
CAVU: Success depends heavily on the strength of airport partnerships with commercial partners. If a partnership is one-sided, it can hold success back. What should an airport look for in a partner, and what steps can be taken to make sure the relationship is mutually beneficial? 
Mathilde: “Strategic alignment on <a href="https://ca.vu/insights/how-are-premium-services-improving-the-passenger-experience/">passenger experience</a> and commercial goals is extremely important. You need to work together to deliver shared outcomes. 
“When forming a partnership, consider whether the partner has a proven ability to operate and scale in an airport environment and whether they can show relevant <a href="https://ca.vu/customer-stories/">success stories</a>. 
“Also consider their willingness to co-invest. Co-investment shows a business commitment to innovation, data and infrastructure. For example, with our booking platform, we have a client board where partners feed in innovation ideas and explain what they see and need. That shows real partnership. 
“Being a partner rather than only a service provider is where you unlock value. Transparency and reporting are essential. Data matters, so agreements on reporting and performance metrics must be clear. 
“Communication and collaboration are critical, and the airport needs to feel it is on a journey with the partner. 
“Finally, cultural fit should not be underestimated. We look at financials and success stories, but we must also ask: do we see ourselves working together? Do we share the same mindset and the same direction? That is very important for long-term success.” 
Albert: “I totally agree. Many airports still use long-term contracts that are effectively transactional. If the relationship is more of a partnership, you need a clear idea of joint benefits. 
“But talking about joint benefits also implies sharing joint risks. I&#8217;ve experienced that moving from fixed guaranteed payments to hybrid, performance-based models changes behaviour. 
“Partners become more like co-owners. When we moved to those hybrid forms in retail and brand partnerships, partners were more willing to invest in improving customer experience. 
“If you invest in joint development, you need to understand the outcomes and to share data and insights. That led us to create shared dashboards so both parties had a clear view of customer behaviour. 
“With that understanding we could optimise timing and placement of products and services and plan better campaigns. 
“This collaboration also changed how teams worked. Instead of only reporting quarterly results, we adopted cross-trained teams. 
“When the airport commercial team and retail partners worked together, and the parking team understood lounge operations, they were better able to design bundles. 
“When lounge staff and retail partners understand passenger flow patterns they can also adjust capacity and staffing, creating operational efficiencies and additional benefits. 
“I also like what Mathilde said about setting aside an innovation budget. It moves the relationship beyond current business and provides a foundation for ideation on how we can improve together. 
“Start small, but adopt a hybrid model. It signals that you are both in it together. There are examples of this working well, and I think it is the base for moving beyond purely transactional relationships.” 
Mathilde: “That performance-based model is important for both sides to feel like they are in a win-win relationship. It stops one side from feeling they are taking advantage of the other. 
“The difficulty with some long-term concessions and setups is how you incentivise long-term value creation. Structuring contracts with a mix of a fixed fee and performance-based elements over time tends to work well. 
“It rewards long-term thinking rather than short-term guarantees. Each product team also needs to understand how the other teams operate. That end-to-end flow and collaboration with partners creates interesting opportunities.” 
Albert: “And it’s about not trying to claim customer ownership or dividing the pie. It’s about growing the pie together. 
“Sharing insights and data means, for example, that a retailer who understands who is travelling and why can shift stock and create more relevant propositions. 
“I also think brands are an underused part of this discussion. Brands, especially in food and beverage and retail, deliver the content and messaging that retailers can use to engage customers. Brands can and should be more involved in these partnership conversations.” 
Mathilde: “Absolutely. It depends on the airport. We operate lounges and work with third-party airports, and the level of data sharing varies. 
“Some airports will share passenger forecasts and hourly footfall for the next three months. Others only share retroactive figures, saying, ‘Yesterday you had this many passengers.’ 
“The difference in what is shared and when it is shared is significant. The right data shared at the right time benefits everyone.”

<h2 aria-level="2">Technology as the foundation for growth<span data-ccp-props="{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;134245418&quot;:true,&quot;134245529&quot;:true,&quot;201341983&quot;:0,&quot;335559738&quot;:299,&quot;335559739&quot;:299,&quot;335559740&quot;:360}"> </h2>
CAVU: With the right tools, airports can make faster decisions, personalise experiences and optimise revenue. What should airports consider when they use technology to drive ancillary revenue? 
Albert: “I would summarise this as platform principles for revenue-driven technology. 
“First, a customer-centric architecture. Build around customer lifetime value, not product categories. Your tech should enable cross-selling naturally. 
“For example, if a customer books parking, the system should intelligently suggest relevant add-ons based on the travel profile, rather than a generic upsell. 
“The recommendations should inform, advise or recommend in a way that is relevant to the traveller. 
“Second, API-first integration. Any tech you buy must be able to integrate with current systems and future partners. I’ve seen airports invest heavily in optimising a product, only to find it cannot connect to a parking system or loyalty programme. Make sure your API documentation is clear and procurement is aligned before you make purchases. 
“Third, clear data collection and ownership. Define who owns customer data and what data is collected and agree how insights will be shared. That includes GDPR compliance and ensuring data is safe, secure and stable. Clear data governance upfront makes innovation faster and more feasible. 
“Fourth, revenue attribution transparency. Technology must show which touchpoints drive revenue, even across omnichannel journeys. If your platform cannot prove, for instance, that fast-track security customers spend 34 or 35% more in retail, you cannot optimise the experience. 
“You need a holistic view. And finally, start small and iterate. Don’t buy the most complex suite of solutions up front. 
“For us, the implementation rule is start connected, not complex. If a simple booking platform can connect three services effectively, that will beat a sophisticated app that works in isolation. 
“These are the key rules for a platform designed to drive revenue.” 
Mathilde: “I agree with the API-first point. Many providers still lack an API-first approach. Buying tech that is not future-proof will limit your return on investment. 
“Eventually you hit brick walls in growth. Tech is an enabler, not the solution itself. Integration across multiple products is crucial and ties back to omnichannel performance. 
“The tech must bring together touchpoints: booking, apps, and in-airport services. You need that single place to merge data so you can answer questions such as: if someone buys meet and greet, what is their propensity to buy fast-track? 
“What is their propensity to spend in retail? If you lack a platform that gives visibility, you will have siloed, duplicated passenger profiles: a fast-track passenger, a parking passenger, a lounge passenger, and a retail passenger, without understanding how they connect. 
“That is dangerous. Finally, tech should improve relevance and ease for the passenger, but keep human oversight. 
“Automation where possible is brilliant, but airports have context and people on the ground who add judgement and insight. Ask for a glass box rather than a black box.” 
Albert: “Many airports already sit on untapped potential across systems such as CRM, point of sale and other data sources. 
“These sources can be used to benefit everyone, but only if teams start talking to each other and use the data effectively.” 
<h2 aria-level="2">Ready to transform your airport’s revenue strategy?<span data-ccp-props="{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;134245418&quot;:true,&quot;134245529&quot;:true,&quot;201341983&quot;:0,&quot;335559738&quot;:299,&quot;335559739&quot;:299,&quot;335559740&quot;:360}"> </h2>
These insights represent a fraction of the strategies discussed during the webinar. 
From Albert’s platform principles for revenue-driven technology to Mathilde’s partnership evaluation framework, the full conversation gives concrete tools to apply immediately. 
<a href="https://signup.ca.vu/webinar-sept25-ondemand/?_gl=1*137nzsk*_ga*MTM1MTEyNDk1NC4xNzM4OTM2NzY4*_ga_QDM2BXW96D*czE3NTgxMjE3NTEkbzQwMSRnMSR0MTc1ODEyNDU0NCRqMSRsMCRoMA..">CLICK HERE</a> to watch the complete webinar to discover and gain a breadth of insights to support revenue growth for your airport.

Discover expert strategies to boost airport revenue with low-risk pilots, performance-based partnerships, and smart tech solutions.

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Practical strategies for driving ancillary revenue at airports

As airports and airlines face mounting pressure to diversify revenue streams beyond traditional aeronautical fees, non-aeronautical services, particularly premium lounges, have emerged as critical growth drivers. 
Passenger expectations are evolving, competition is intensifying, and the industry is rethinking how to deliver personalised experiences that boost both satisfaction and profitability. 
Rob Hassard, Head of Growth &#8211; Experiences at CAVU, will be joining a panel discussion on non-aeronautical revenue at the upcoming <a href="https://www.terrapinn.com/conference/aviation-festival/?trc=blog&amp;_gl=1*18epj3b*_ga*MTIwMDY3NzEzNS4xNzU0Mzk2NTA5*_ga_5S24BR8VGQ*czE3NTY0NjMyMDYkbzMkZzEkdDE3NTY0NjMyMTAkajU2JGwwJGgw">World Aviation Festival</a>, where industry leaders will explore innovative approaches to commercial operations. 
In this Q&amp;A, he addresses the key challenges and opportunities facing airports.
CAVU: What challenges do airports face in generating non‑aeronautical revenue, such as lounges? 
Rob: A key challenge is that travellers increasingly want certainty and control. The traditional turn‑up or walk‑in model doesn&#8217;t work during peak times. Pre-bookable services help by guaranteeing access and providing airports with better visibility of demand and customer behaviour.
Another issue is that airports often don&#8217;t know their customers directly because the relationship typically sits with the airline. Again, when airports offer pre‑bookable services like lounges, they can begin building a direct understanding, capturing data, learning preferences, and tailoring experiences. 
Space is another constraint. With premium real estate, areas once considered commercially unviable are being re‑examined. Lounges can be a quick and useful way to prove a concept; if passengers respond well, that can underpin a longer‑term investment that improves both experience and returns. 
CAVU: Can you share examples of airports that have balanced short‑term gains with long‑term loyalty? 
Rob: Bristol Airport is a good example. We reopened two lounge spaces, including one that had been dormant since before the pandemic. Rather than waiting for major capital outlay, the focus was on service delivery and flexible booking.
The early customer response was strong, which gave both the airport and CAVU confidence to invest in a facility that significantly enhances the guest experience and supports longer‑term growth. 
CAVU: How can lounges practically use personalisation to improve revenue and satisfaction? 
Rob: Lounges are well‑suited to personalisation. Pre‑booking provides useful signals about who is travelling, when, and in what context. That enables targeted experiments, whether that&#8217;s new food options, seating layouts, or bundled services.
Some ideas land, others don&#8217;t; the value is in learning quickly and adapting. The aim is a lounge experience that feels considered and relevant enough for people to choose it again. 
CAVU: Where are the biggest opportunities: before the trip, in the lounge, or after the journey? 
Rob: Pre‑trip is the most valuable point. That&#8217;s when customers are planning and most open to relevant, value‑adding options, lounge access, fast track, or thoughtful bundles. 
With pre‑booking, offers can be tailored by flight time, party size, or previous behaviour. Many operators are putting more emphasis on this window because it can lift uptake while reducing uncertainty for passengers. 
CAVU: How do you see lounges using data and AI to improve both revenue and the passenger experience? 
Rob: Lounges generate a lot of data, and as pre‑booking grows, that dataset becomes richer. Today, much of it supports operational planning. 
The next step is using it to shape the guest experience, understanding trip purpose, travel companions, and timing to fine‑tune services within what are often tight physical footprints. Applied well, data and AI can help deliver more differentiated experiences without needing significantly more space. 
CAVU: How can lounges work more closely across teams, and with airlines, to overcome internal barriers and improve outcomes? 
Rob: The airport ecosystem is full of useful data. The opportunity is collaborative: when airports, airlines, and commercial partners share insight appropriately, decisions become more joined‑up, communication to passengers improves, and experiences can be more personalised. Revenue matters, of course, but clarity about what to expect and a smoother journey tend to benefit everyone.
<h2 aria-level="2">Join the conversation at the World Aviation Festival </h2>
Rob will be exploring these themes and more during his panel discussion on non-aeronautical revenue at the World Aviation Festival. 
To continue the conversation and discover how we can help transform your airport&#8217;s commercial operations, visit us at our stand during the event. 
Our team will be on hand to discuss tailored solutions for lounge operations, pre-booking platforms, and data-driven passenger experience strategies that drive both revenue growth and customer satisfaction. 
<a href="https://signup.ca.vu">Sign up for our newsletter,</a> keep up with the latest industry updates and get insights to support your non-aeronautical growth.

Rob Hassard, Head of Growth – Experiences at CAVU, shares insights on non-aeronautical revenue challenges, as well as key growth opportunities.

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Unlocking non-aeronautical revenue: Common challenges and future opportunities

For airports, non-aeronautical revenue is essential for financial stability, whilst playing a key role in improving the passenger experience. 
With airline fees fluctuating and passenger expectations evolving, airports must find new ways to secure financial stability. Non-aeronautical revenue generated through ancillary services has become the key to sustainable growth. 
But what exactly is non-aeronautical revenue, and why does it play such a vital role in an airport’s success? 
<h2 aria-level="2">Aeronautical Revenue vs Non-Aeronautical Revenue </h2>
Airports generate revenue through two primary channels: aeronautical and non-aeronautical revenue. 
<h3 aria-level="3">What is Aeronautical Revenue? </h3>
Aeronautical revenue comes directly from airline operations, including landing fees, terminal rentals, passenger service charges, and aircraft parking. This income is essential but can fluctuate based on airline demand, economic conditions, and travel disruptions. 
<h3 aria-level="3">What is Non-Aeronautical Revenue?</h3>
Non-aeronautical revenue, on the other hand, includes all earnings generated outside of airline operations. 
This covers parking, retail, food and beverage services, lounges, and other premium services. By prioritising these alternative revenue streams, airports can build financial resilience, reduce reliance on airline fees, and invest in infrastructure and service enhancements.

<h2 aria-level="2">How to Maximise Non-Aeronautical Revenue </h2>
<h3 aria-level="3">Parking and Ground Transportation Services </h3>
<a href="https://ca.vu/insights/key-airport-parking-trends/">Car parking</a> remains one of the most significant non-aeronautical revenue sources for many airports. To increase earnings, airports can introduce tiered pricing structures that offer premium, economy, and valet parking options, catering to a range of customer preferences. 
Using <a href="https://ca.vu/insights/why-is-dynamic-pricing-in-car-parks-key-to-boosting-revenue/">dynamic pricing models</a> that adjust rates based on demand can also help maximise revenue, while forming partnerships with ride-hailing services to create dedicated pick-up and drop-off zones can generate additional income and improve the passenger experience. 
<h3 aria-level="3">Retail and Dining Offerings </h3>
Passengers often spend considerable time in airport terminals, creating ample opportunities to increase retail and food and beverage sales. 
Expanding duty-free offerings and introducing high-end retail brands can attract premium spenders while ensuring a variety of dining options that appeal to a broader audience. 
Airports focusing on local and international culinary experiences can further enhance their appeal, encouraging passengers to spend more time and money within the terminal. 
<h3 aria-level="3">Advertising Opportunities </h3>
Advertising is another lucrative non-aeronautical revenue stream that airports can leverage effectively. By making use of high-traffic areas such as check-in zones, security queues, and departure lounges, airports can offer brands premium exposure to a captive audience. 
Digital screens, interactive displays, and targeted mobile advertising can create additional revenue while also providing passengers with engaging content during their journey.

<h3 aria-level="3">Lounge and Premium Services </h3>
Offering services such as <a href="https://ca.vu/insights/evolution-of-airport-lounges/">airport lounges</a>, unique experiences (<a href="https://ca.vu/insights/aether-private-terminal-launch/">such as aether</a>), fast-track security, and concierge services can generate significant non-aeronautical revenue. 
Many passengers are willing to pay for a more comfortable and seamless airport experience, with <a href="https://businesstravelerusa.com/news/study-more-than-half-of-frequent-travelers-use-airport-lounges/">over half (57%) of frequent flyers using airport lounges</a>.  
By partnering with airlines or third-party providers, airports can ensure these services are widely accessible while generating additional revenue. 
<h3 aria-level="3">Developing Non-Traditional Revenue Streams </h3>
Beyond the more conventional sources, airports can explore innovative ways to boost non-aeronautical revenue. Hosting events, leasing space for business conferences, or even incorporating entertainment experiences within the terminal can attract new income streams. 
Additionally, integrating e-commerce and click-and-collect shopping services allows passengers to make purchases before arriving at the airport, increasing conversion rates for retailers.

<h2 aria-level="2">Optimising Digital Engagement for Non-Aeronautical Revenue </h2>
In addition to traditional revenue streams, airports can further boost non-aeronautical revenue by using digital tools that engage passengers innovatively. For instance, offering parking reservation software allows passengers to secure their parking spaces ahead of time, ensuring smooth operations while guaranteeing revenue. 
Similarly, pre-order food and beverage services allow passengers to purchase meals in advance and skip the queues, enhancing customer satisfaction and increasing sales. 
<h3 aria-level="3">Loyalty Programs and Proximity Marketing </h3>
Building passenger loyalty through reward programs and proximity marketing is another strategy to drive non-aeronautical revenue. By offering discounts, upgrades, or exclusive deals through loyalty schemes, airports can encourage repeat spending.  
The role of location-based advertising and personalisation is becoming increasingly important in creating <a href="https://ca.vu/insights/connected-travel-and-personalisation-in-the-passenger-journey/">seamless, connected experiences</a> within airports. By using passenger data and real-time location insights, airports can deliver targeted offers and promotions, improving the shopping experience while driving non-aeronautical revenue. 
This shift towards personalised engagement is essential in meeting evolving consumer expectations, a sentiment echoed by Roisin Evans, Head of Customer Marketing at CAVU: 
“Users are more cautious about spending and expect maximum value at every stage of their journey. 
“Personalisation has become essential, with seamless, lifecycle-driven experiences powered by first-party data now a standard expectation.  
&#8220;Generic marketing no longer works—customers demand tailored, multi-channel communication that makes them feel understood and valued.” 
<h3 aria-level="3">Use of Real-Time Data Analytics </h3>
To drive non-aeronautical revenue, airports must use real-time analytics to better understand passenger behaviours and trends. Paris Bielby, Data Director at CAVU, explains how data-driven insights can improve revenue generation: 
“When it comes to pre-travel upselling, it’s all about making things convenient. Using generative AI can help streamline how information is shared during transactions, leading to higher conversion rates. 
“During the travel experience, it’s more about understanding behavioural trends and passenger sentiments. If people in departure lounges are looking for more space, data can help manage the timing for when passengers are called to the gate, allowing everyone to move around more comfortably. 
“After the travel experience, the focus shifts to how brands can get creative and incentivise feedback. If companies want to know what rewards or incentives their customers would appreciate, they need to offer something in return for that feedback. It’s a win-win to keep the conversation going.” 
By tracking which services are in high demand, airports can adjust pricing and availability, maximising opportunities for increased non-aeronautical revenue. This data-driven approach allows airports to fine-tune their offerings and align them with passenger preferences.

<h2 aria-level="2">Optimise Your Strategy and Increase Non-Aeronautical Revenue with propel™ </h2>
To successfully implement these strategies, airports need a platform that simplifies operations while enhancing the passenger experience. 
propel™ provides a specialised eCommerce solution tailored to the travel industry, offering a seamless white-label booking flow that allows passengers to browse, book, and pay for services like parking, lounges, and car rentals in just a few clicks. 
With advanced pricing tools and detailed reporting, propel™ enables airports to manage products and pricing effectively, driving revenue growth and ensuring competitive pricing strategies. 
propel™ also delivers valuable insights into product performance, helping airports track inventory, identify high-demand services, and make data-driven decisions to optimise sales, ensuring that services remain fully booked and boosting financial performance. 
<a href="https://ca.vu/platform/">Get in touch today</a> for more information on how we can lay the foundation for increasing your airport’s revenue goals.

Discover how airports can boost non-aeronautical revenue by using parking, retail, lounges, and more to improve their income.

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Non-Aeronautical Revenue: What It Is, Why It’s Essential, and How It Boosts Airport’s Earnings

At CAVU, our mission is to create solutions that deliver measurable value for our customers and meaningful improvements for their passengers. 
The most effective way to achieve this is by building our roadmap hand-in-hand with the people who use our products and services every day. That’s why our Customer Advisory Board (CAB) is a cornerstone of our approach. 
Last month, we concluded our latest series of CAB sessions, bringing together a diverse group of airport leaders, operators, and innovators from across our customer network. These sessions provide an opportunity to share updates while also serving as a forum for honest conversation, constructive challenge, and collaborative problem-solving. The ideas and feedback we receive directly shape the direction of our business. 
Martin Jones, CAVU CEO, outlined why CAB matters to us and the benefit it brings our customers: 
<blockquote>Feedback gathered during our Customer Advisory Board is invaluable, but there&#8217;s to it than that. It provides a basis to develop a genuine partnership with our customers, ensuring we’re listening, learning, and building solutions that make a real difference. 
By understanding our customers’ challenges and ambitions first-hand, we can prioritise developments that deliver real value and provide tangible support moving forward.</blockquote>
While our teams bring expertise in technology, data, and commercial strategy, it is our customers who understand the day-to-day realities of airport operations, evolving passenger expectations, and local market dynamics. Their insight helps us focus on developments that will have the greatest impact. 
The CAB delivers invaluable first-hand insight. Hearing directly from customers ensures our solutions remain relevant, while bringing together diverse viewpoints helps us uncover opportunities and avoid blind spots. Every piece of feedback is reviewed, prioritised, and translated into actionable development plans. 
These sessions help us to: 
<ul>
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</ul>
<ul>
<li aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="3" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}" data-aria-posinset="2" data-aria-level="1">Prioritise enhancements with the biggest operational and commercial impact </li>
</ul>
<ul>
<li aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="3" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}" data-aria-posinset="3" data-aria-level="1">Validate new concepts before committing to full development </li>
</ul>
This approach ensures our roadmap reflects the needs, challenges, and ambitions of our customers, rather than internal assumptions. 
Joel Godfrey, Digital Product Director at CAVU, shared his thoughts on the key role CAB plays in shaping our product strategy and development: 
<blockquote>Spending time with our clients, face-to-face, working through common challenges our customers face and opportunities to create a better, more connected trip in future is invaluable. 
It can be too easy to think you&#8217;re onto the next great thing &#8211; having the opportunity to stress test our roadmap and the freedom to collaborate on new ideas helps us be confident that what we&#8217;re building genuinely helps make travel seamless and enjoyable for everyone.</blockquote>
Over the coming months, we will translate that feedback into product improvements and new capabilities that deliver benefits for our customers and their passengers. 
We&#8217;re grateful to every member of the Customer Advisory Board for their time, expertise, and input. Together, we are shaping solutions that will define the future of airport experiences, and we look forward to continuing the conversation at our next CAB. 
<a href="https://signup.ca.vu">Sign up for our monthly newsletter</a> to access the latest CAVU updates, industry expertise, and ongoing updates about our product roadmap.

Learn how our annual Customer Advisory Board (CAB) plays a pivotal role in shaping our product roadmap at CAVU and how it benefits our customers. 

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Practical strategies for driving ancillary revenue at airports

Unlocking non-aeronautical revenue: Common challenges and future opportunities

Non-Aeronautical Revenue: What It Is, Why It’s Essential, and How It Boosts Airport’s Earnings

How our Customer Advisory Board guides our roadmap