you appear to be arguing that because marketing results are difficult to quantify objectively the best strategy is therefore to do nothing whatsoever.
No one is going to spend money without being able to quantify a result. That's how business works except in parts of the Public Sector where money is no object. Bagso is very fond of saying "they", like a big generic blob of otherness. Whose budget is that going to come out of? For the airport to market niche destinations, they need some bang back for their buck. By making the usual
deal of introductory landing fees and charges, the airport is already assisting with costs, there's no harm in advertising and tweeting of course. What you will find Shed is that no one is going to put serious money that way without some comeback. It's not worth it from a commercial standpoint. The airport is there to make money and a return for shareholders, any benefit to the wider region is off the back of that.
There's been a lot of words on this subject, but few relevant numbers I think.
95%+ of the time, it's all about the spreadsheets. It really, really is, as one bad year can kill almost any commercial airline.
But there important features of any business which is hard to quantify and some companies are ruled by people who purely look at the hard figures and sometimes big opportunities are missed.
And you're right - measurement is very difficult but can be done but the measurement costs and is often one of the first things to be chopped. A good management team is able to navigate a way forward, understand these unquantifiable features and benefits to the business and proceed with certain appropriate measures accordingly.
Interesting. What are you getting at? A good example would help? Not public subsidy junky SRB please
that ship sailed in the 90s....