Singapore’s Changi may have been “the world’s
most fabulous airport” in 2011, according to Scott McCartney of the Wall Street
Journal. To be sure, the airport’s amenities were amazing. How they are were being operated, however, detracted in certain respects with the goal. “We wanted to
transform the way travel is done and create a stress-free experience,” Foo Sek
Min of the airport’s management said. This goal dovetailed with the airport
being “a key economic development element” for Singapore. Accordingly, the state-owned
company that ran the airport received “plenty of government support.” In line
with these goals was there a business model that was long-term oriented? Rather than
trying to “nickel and dime” customers so as to minimize the funding from
airlines and the government while maximizing revenue on a daily basis,
resisting such urges in order to provide a truly stress-free experience would, I contend, be more
consistent with the goals.
The full essay is at "Conflicting Business Models."
