The commercial activities management model of Donmueang Airport and Suvarnabhumi Airport
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Abstract
A study on the model of commercial activity management of Don Mueang Airport and Suvarnabhumi Airport was Mixed Method Research. The researcher used Quantitative Research and Qualitative Research and aimed to study the current status of Suvarnabhumi Airport Management and study the model of commercial activity management as a guideline for efficient management of commercial activities of Don Mueang Airport and Suvarnabhumi Airport. This research was used data collection by using questionnaires and in-depth interview. In-depth interviews were used with executives and representative staff in response to questions about the management of commercial activities which 28 cases were included as a sample. In addition, the questionnaires were used to survey opinion of Thai and foreign passengers at Don Mueang Airport and Suvarnabhumi Airport for 400 cases as a sample. The data was analyzed by using descriptive statistic, and content analysis for qualitative research. Therefore, we would like to recommend the management of commercial activities of Don Mueang International Airport and Suvarnabhumi Airport as follows:
1. All airports are currently implementing airport innovations in operations. AOT executives should focus on developing technology innovations, designing contests and creativity on business development and marketing by Don Mueang Airport. And Suvarnabhumi Airport with commitment to develop a PCDA process for better quality and more tangible to the next level.
2. Focus on service development with innovation, such as KIOSK's innovative, Point of Sale (POS) solutions are used throughout the organization, airports and stores to be more efficient and effective in the development of business and marketing.
3. Focus on risk management and safety, environmental management and infrastructure to ensure passengers are satisfied and reliable by effective and efficient of operations with sustainable development through environmentally friendly development to reduce the risk of rapid change.
4. Personnel development and management programs must be developed using the progress monitoring program and taking the necessary measures to reduce the error as much as possible by implementing the PDCA cycle to achieve goals of AOT's key commercial activities.
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