FOOD & BEVERAGE In 2007, we segmented our market into seven distinct mind-set


categories. These ranged from those we defi ned as ‘cheap food lovers’ and ‘routine refuellers’ through to the most sophisticated ‘food lovers’. We found that these categories had not changed signifi cantly, and the percentage of consumers in each segment remained broadly similar. Our 2007 study also identifi ed six universal needs states that can apply


to any given air-travel occasion and to any of the mind-set categories. These needs span occasions when people fi nd themselves with only just enough time to grab something to eat or drink, to a need for ‘richer experiences’, offering more indulgent food and drink in a high quality environment. Since 2007, we have seen a shift towards a demand for those


richer experiences, while the percentage looking for a ‘more simple offer’ has fallen.


So while attitudes have remained relatively fi xed, changes in people’s


needs have moved more signifi cantly, which means how we meet those needs must also change.


Tracking trends So what are the reasons driving these changes? Overlaying these shifts in needs, we also identifi ed some key emerging trends that are having a signifi cant impact on what consumers want from the food offer at an airport. As airports across the world upgrade and modernise, passengers now


perceive their time at the airport as a more positive experience, with more passengers saying they are happy and less stressed while travelling. Similarly, satisfaction with airport food and beverage is also moving in an upward trajectory, and nearly a third (29%) say airport F&B is better than they expected, compared with a quarter (25%) in 2007. However, expectations are also rising, and more than half of


travellers say they take it for granted that an airport will have a high quality environment. Increased dwell times have become accepted as the norm.


Nevertheless, passengers now not only perceive that they have more time, but they feel more positive about the way they spend it. A larger number now regard the hours they pass at the airport as a chance to relax and enjoy a break from the hassle of everyday life, and this clearly presents an opportunity for the F&B operator. For example, offering a little luxury, the Caviar House & Prunier


resonates with a growing number of passengers who regard travel as a chance for some hard-earned ‘me-time’. Nearly a third use that time to get other things done, such as catch up on a phone call. But perhaps the most signifi cant change has been the way in which that time is being utilised as a result of rapid growth of digital communications. In 2010, these new technologies make it much easier to fi ll ‘dead


time’, giving airport users more control over everything from booking their fl ight and checking in online, through to fi nding out more about their destination or enjoying high-defi nition movies or music downloads. This reduces a traveller’s stress, increases their enjoyment, and is more conducive to sales of F&B. For instance, PowerKiss technology that enables customers to charge a


phone wirelessly at a restaurant table (as SSP recently installed at Helsinki) or wireless Internet access can help to attract visitors to a restaurant. Thinking creatively about how we provide these facilities (such


as by offering Internet access with a cup of coffee), will enable F&B operators to give consumers what they want, while maintaining commercial viability.


It also means we need to consider new ways of how to amuse


passengers while they are at the airport. Brands such as the Montreux Jazz Café, for example, which allows visitors to access exclusive music tracks and video footage, are in tune with this need.


Hunting value In the post-recession economy, value for money matters to our customers, and 70% of passengers claim they are more aware of the price they are paying. However, the number of passengers seeking the lowest price has remained static at 36%. This indicates that it is value – not price – that is the main driver. The service and products customers receive, coupled with the


environment in which they are served all contribute to a customer’s perception of the value. SSP’s global TravelWise campaign, which fl ags up and promotes compelling and easy-to-understand offers across locations, brands or products at an airport, taps into this trend, helping consumers fi nd the value they are hunting. Other trends that are being seen on the high street or at downtown


malls are also refl ected at the airport. The move towards healthy eating will have an impact on the selection of menus we offer. Authenticity and the provenance of food are similarly rising up


the agenda. However, both healthy eating and authenticity are trends that have now moved into the mainstream, and should be refl ected across all menus, rather than presented as ‘niche’ offers. Consumers also want more variety, and the percentage of passengers


who say they want to try new and exotic dishes is increasing. However, the number of those who want high street brands and traditional favourites has also increased. This means that F&B operators should offer choice but also the reassurance of the familiar, (for example, fl at whites alongside lattes and cappuccinos).


Service with more than a smile Our 2010 research also provided some food for thought about the way our customers like to be served. Service staff should be knowledgeable, and staff should be able to provide information about extras or promotions. However, this goes beyond asking “would you like fries with that?” And


customers do not want to be told what food is appropriate for the season, or recommended a particular drink. Airport staff are also expected to know how to help passengers


negotiate their way around the airport. They may be asked, for example, how to get to a particular gate and how long it will take to get there. At Amsterdam Schiphol , SSP is trialling posting information about the time it takes to get to various gates at the entrance to our outlets and on menus. Waiting staff can also be called via buttons on the tables, giving


passengers additional reassurance that they will be served in plenty of time to get to the gates. We operate in a fast-paced environment, but relying on instinctive


reactions alone to the new ways our customers think and behave is not enough. Detailed study of the way our passengers’ attitudes and behaviours are changing, and intelligent response to these changes will mean we’ll meet their needs both today and in the future.


About the author Noel Toolan is chief marketing offi cer with F&B concessionnaire SSP, which operates outlets at 140 airports across the globe.


AIRPORT WORLD/AUGUST-SEPTEMBER 2010 71


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