The concept of business model: evidence on non-aeronautical activities from the Italian airport industry

Abstract

The business of non-aeronautical activities in airports has evolved into a particularly dynamic and competitive industry during the last decades. Indeed, the intense competition within the airlines' sector and changes in airport ownership patterns have led to the reduction of profits derived from aeronautical activities. As a consequence, attention has been shifted towards commercial returns and non-core airport services. According to this preamble, this paper aims to offers an analysis of the business model concept in the airport industry by considering the specific case of non-aviation revenues (NARs). In addiction, the paper tries to present a theoretical analysis on the relationship between business strategy and business model in the specific context.