C

Airport Cities
& the Aerotropolis:
New Planning Models
An interview with Dr. John D. Kasarda

What is the airport city model?

Airports have traditionally been viewed as places where aircraft operate and passengers and
cargo transit. This traditional understanding is giving way to a broader, more encompassing
model which recognizes the fact that along with their core aeronautical infrastructure and
services, virtually all major airports have incorporated a wide variety of non-aeronautical
facilities and services. Retail mall concepts have been merged into passenger terminals.
Airport property beyond the terminal is being developed with hotel and entertainment
facilities, conference and exhibition complexes, shopping centers, office buildings, and
logistics and free trade zones. Airports also frequently offer complementary sets of facilities
for airport and airline employees (such as day care centers and health clinics), as well as
commercially serve residents in the local market area.
Larger airports are thus taking on features of metropolitan central business districts,
increasingly operating as points of multimodal surface transportation convergence with
surrounding office, hotel and commercial facilities. Indeed, under the new airport city
model, many airports are becoming significant employment, shopping, business meeting
and entertainment destinations in their own right.
Can you give specific examples of airports applying this new model?
Beginning within the terminal, Hong Kong International houses more than 30 high-end
designer clothing shops; Singapore Changi has cinemas, saunas and a swimming pool;
Las Vegas McCarran has a museum along with gaming; Amsterdam Schiphol hosts a Dutch
Masters Gallery; Frankfurt offers the worlds largest terminal clinic treating over 30,000
patients yearly; and the intensely utilized chapel at Stockholm Arlanda conducted over 450
weddings last year.
Because of the critical importance of landside commercial development to revenue streams,
numerous airports are turning to the airport city model as a key component of their master
plan and development strategies. For example:
Beijing Capital Airports Holding is rapidly proceeding with its highly ambitious Capital
Airport City, whose master plan takes an expansive definition of airport functions including,
among others, shopping, entertainment, education, sports and leisure, logistics, light
manufacturing, finance, trade and housing.

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 Aeroports de Paris established a real estate division in 2003 to act as the developer, general
contractor and construction project owner and manager of landside commercial properties at Paris
Charles de Gaulle and Orly international airports.
Dallas-Forth Worths management is aggressively expanding its real estate development business,
leasing its vast airport land to a wide variety of commercial tenants, including oil and natural gas
exploration.
Hong Kong International Airports SkyCity is a one million square meter retail, exhibition, business
office, and hotel and entertainment complex near its passenger terminal. The first major phase opened
in late 2006. (See Figure 1)
Kuala Lumpur International Airports new airport city is commercially anchored by its large Gateway
Park that, in addition to retail and office development, includes motor sports, an automotive
hypermarket and leisure venues drawing on the local as well as aviation-induced market.
Incheons AirCity encompasses international business areas, logistics zones, shopping and tourism
districts, as well as housing and services for airport city workers and residents.
Dubai World Central is a $32 billion airport city under development 25 miles south of downtown
Dubai. Cornerstoned by a massive multimodal air logistics hub, the airport city will include office
towers, hotels, a mega mall, golf course and housing for 40,000 on-site workers. Its airport, commercial
and residential zones will be connected by an internal light rail system.
Amsterdam Schiphol, through its Schiphol Real Estate Group, has been involved for two decades in
landside commercial development. These developments include office complexes, hotels, meeting
and entertainment facilities, logistics parks, shopping and other commercial activities branded under
the AirportCity name. (See Figure 2) Nearly 58,000 people are employed at Schiphol, which integrates
multimodal transportation, regional corporate headquarters, shopping, logistics and exhibition space
to form a major economic growth pole for the Dutch economy.
Numerous other international airports, not quite the scale of Amsterdam Schiphol or Seouls Incheon,
have given the airport city model high priority in their master planning and strategic development
(e.g., Brisbane, Calgary, Vienna, Zurich), positively affecting their financial bottom line.
In fact, many airports today receive greater percentages of their revenues from non-aeronautical
sources than from aeronautical sources (e.g., landing fees, gate leases, passenger service changes).
These non-aeronautical revenues have become pivotal to airports meeting their facility modernization
and infrastructure expansion needs, along with their being cost-competitive in attracting and retaining
airlines.
How have airport non-aeronautical revenues grown over the years?
ACI has estimated, based on historic benchmarks from International Civil Aviation Organization (ICAO)
airport financial data, that non-aeronautical revenues constituted approximately 30 percent of total
airport revenues in 1990. ACIs economic surveys have shown that non-aeronautical revenues rose
to 46 percent in 1995, to 51 percent in 2000, and to a record 54 percent last year. For some large
airports, such as Atlantas Hartsfield-Jackson International Airport, non-aeronautical revenues now
exceed 60 percent of their total revenues. Airport retail and, in particular, parking have become huge
cash cows.
What about revenue sources in the years ahead?
Numerous airport managers with whom I have interacted have stressed that they will be increasingly
dependent on revenue derived from non-aeronautical sources in the future. With airports under
pressure by airlines and passengers to keep aeronautical costs under control, increasing nonaeronautical revenues pose the primary means by which airports will be able to meet their financial
and growth needs. In fact, most do not see expanding non-aeronautical revenues as an option, but
as a necessity.
It is my further view that these non-aeronautical revenue-generating activities especially retail will
increasingly take place on airport land beyond the terminal. This is because: 1) terminals are basically
planned and built according to aeronautical needs; 2) most terminals have restricted operations hours
due to aircraft noise constraints; and 3) security issues tend to pose limits (e.g., limiting shopping
locations of meeters and greeters). Other space constraints of terminals will limit the amount of retail
and other non-aeronautical economic activities there, pushing these activities further out landside as
the airport develops.

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Figure 1: Hong Kong Sky City Phase 1

Figure 2: Amsterdam Schiphol Office Complex

Are these trends affecting airport management structure?

merchandise marts and mixed-use residential developments are

forming along airport transportation corridors up to 20 miles or
more outward.

Yes, they are. Consistent with their expanding non-aeronautical roles

and functions, airports are altering their operational management.
Many airports both public and private-sector operated have
established commercial and/or real estate divisions to develop
their landside areas as well as foster development beyond airport
boundaries to generate revenues. They include, among others, UKbased airport operator BAA, Aroports de Paris (ADP), Dallas-Fort
Worth International Airport (DFW), the Metropolitan Washington
Airports Authority (MWAA), Frankfurt Airport [Fraport], Amsterdam
Schiphol, and Singapore Changi.
For instance, MWAA has acquired 400 acres just beyond its
property to joint venture with a master commercial developer.
Schiphol has formed a public-private partnership, the Schiphol
Area Development Company, with the Province of Noord-Holland,
the City of Amsterdam and the Municipality Haarlemmermeer to
develop property in the broader Amsterdam Airport Area. And
Stockholms Arlanda International Airport is cooperating with the
airport municipality of Sigtuna to develop Arlandastad (ArlandaCity) on a 1300-acre tract near the airport.
Further extending their reach, some airports are buying and/or
operating other airports through special investment management
divisions. Leaders here are ADP, BAA, Fraport, Malaysia Airports
Holding Berhad, Singapore Changi and the Schiphol Group.
These new operational structures offer testimony that airports
are evolving from basic aeronautical infrastructures into complex
multi-functional enterprises, serving both aeronautical needs
and profitable business development. The current trend in airport
operation and planning is therefore to complement traditional
technical airport functions with revenue-generating terminal and
landside commercial management.
You are known as the leading developer of the aerotropolis
model. How does an aerotropolis differ from an airport city?
The airport city is really the urban core of the more geographically
expansive aerotropolis. With the airport itself serving as a
region-wide multimodal transportation and commercial nexus,
strings and clusters of airport-linked business parks, information
and communications technology complexes, retail, hotel and
entertainment centers, industrial estates, logistics parks, wholesale

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This dispersed airport-linked development is giving rise to a

new urban-form the Aerotropolis. Similar in shape to the
traditional metropolis, made up of a central city and its commuterlinked suburbs, the aerotropolis consists of an airport city core
and extensive outlying corridors and clusters of aviation-oriented
businesses and their associated residential developments.
Perhaps the most striking illustration of the airport city aerotropolis
relationship is that which is taking place at and outward from Hong
Kong International Airport. With its air, highway and express train
connectivity complemented by fast-ferry service and a new bridge
to southern coastal China, Hong Kongs Sky City is positioning itself
as the quadramodal commercial core of an expansive aerotropolis
encompassing 26 million people.
Why has the aerotropolis emerged?
The aerotropolis has emerged because of the advantages
airports and their environs provide to business in the new speeddriven, globally networked economy. Todays most competitive
manufacturers, for example, use advanced information technology
and high-speed transportation to source parts globally, minimize
their inventories, and provide fast and flexible responses to unique
customers needs, nationally and worldwide.
To meet the imperatives of speed and agility in order fulfillment,
time-critical manufacturing, repair and distribution, facilities are
being built near airports that have extensive flight networks. The
clustering of such facilities around airports is stimulating further
expansion of air cargo, air express, trucking, freight forwarders and
logistics providers along airport transportation corridors.
It is not only time-sensitive goods-processing and distribution
facilities that are being drawn to airport areas. As the worlds service
economy likewise shifts into fast-forward, airports have become
magnets for regional corporate headquarters, trade representative
offices, professional associations and information-intensive firms
such as consulting and auditing that require executives and staff to
undertake frequent long-distance travel.
Because major airports typically have excellent expressway links,
the airport area provides local metropolitan market accessibility

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advantages as well. This accessibility serves to attract commercial

facilities of all types to airport areas which are developing their own
brand image such as the Amsterdam Airport Area, the DFW
Area or the OHare Area.
What are the key challenges to future aerotropolis success?
Although most aerotropolis development to date has been
spontaneous and haphazard often spawning airport area
congestion and environmental problems in the future, it can
markedly improved through strategic infrastructure and urban
planning. Dedicated airport expressway links (aerolanes) and
high-speed airport express trains (aerotrains) should efficiently
connect airports to business and residential clusters, near and far.
Special truck-only lanes should be added to airport expressways,
as should improved interchanges to reduce congestion. Cluster,
rather than strip development, should be encouraged along airport
transportation corridors with sufficient green space between

clusters. Residential mixed-use developments for airport area

workers and frequent air travelers should be designed to human
scale, encouraging social interaction and sense of neighborhood.
In short, aerotropolis development and smart growth should go
hand-in-hand.
The above outcomes will not occur under current airport area
planning frameworks which are politically localized and functionally
fragmented. A new approach is required, bringing together airport
planning, urban and regional planning, and business site planning
in a synergistic manner so that future aerotropolis development
will be economically efficient, aesthetically pleasing, and socially
and environmentally sustainable. The real question is not whether
aerotropolises will evolve around major airports they surely
will. Its whether they will form and grow in an intelligent manner,
minimizing problems and maximizing returns to aerotropolis
businesses and residents, and to the airport itself.

John Kasarda, Ph.D is Kenan Distinguished Professor of Management at the University of North Carolinas KenanFlagler Business School. He advises airports and governments around the world on airport city and aerotropolis
planning, and serves as Chairman of Insight Medias annual Airport Cities conference. For those desiring elaboration
of his points in this interview, see The Rise of the Aerotropolis, in The Next American City, issue ten/2006, The New
Business Model, in Airport World Magazine, August 2006, and www.aerotropolis.com.

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