Airport Experience® News - Food & Beverage Issue 2024

NON-TRADITIONAL OPPORTUNITIES SPECIAL SECTION *

across diverse locations, he says, whether that’s at full-service restaurants, stadiums, national parks or casinos. Collaboration occurs during corporate functions and major company events designed to foster a culture of continuous improvement and innovation, Socha says, adding that while some divisions have more similarities than others, they all work together. An example, he says, is in autonomous shopping. That concept launched within its sports division at the TD Garden , a company-owned venue in Boston. Success there led to adoption across its sports portfolio and it’s now in more than a dozen venues. The company’s first autonomous airport store opened last year at Fort Lauderdale Hollywood International Airport (FLL) . “Airports and parks share similarities in their collaboration with government agencies and the need to understand regulatory nuances,” Socha says. “However, we find commonalities across all divisions in our commitment to delivering exceptional guest experiences.” Fertile Opportunities Abby Whetstone, owner and principal consultant at Non Trad Consulting Group , focuses on connecting brands to non-traditional venues across the U.S., from airports to college campuses and military bases to hospitals. They often have barriers to entry – tickets to sporting events, student cards to university dining facilities or travel itineraries at airports – or have specific reasons for attendance, such as concert facilities, railroad terminals or entertainment venues. “Airports are the busiest venues compared to the others, but each channel has its own challenges,” she says. “Campuses have to feed huge populations of students but typically for only one day-part – lunch. Stadiums are unique, as they will go from completely dark to serving 75,000 people on a single day for a football game.” But while they are different, there are also best practices that can be shared among venues. “Speed of service is critical in all venues,” Whetstone says. “Technology keeps advancing with new ways to meet the customer where they are. When I went to college, I went to the student union and stood in a line to get food. Today, you can order

ahead and pick up your food in a locker or have a robot deliver it to you on campus.” Other venues, she adds, can learn from airports and the diverse offerings they have available for travelers – vital as people across all channels are wanting more than just fast-food options. That is illustrated now as brands offering fresh options in airports have begun expanding across other channels. “There is desire across channels for higher quality healthier options compared to the existing fast-food options that historically dominated these spaces,” Whetstone says. “Everyone is seeking quicker services and an affordable price range with clean, locally sourced food free from artificial ingredients. The challenges are similar across non-trad channels, as well, she says. It’s not like operating on the street. “Nontraditional locations typically require brands to be flexible, as the spaces are typically smaller with shorter leases,” she says. “Brands should have reduced or limited menus, as kitchens are smaller. Operations can mean shared dining areas, commissary support or other resources.” Barriers are similar, as well, with higher investment upfront and finite or limited terms. Companies might not be able to use their standard street point-of-sale systems, either. That said, the higher sales volumes, visibility and brand awareness gained by operating in such locations is hard to match with traditional marketing efforts, she adds. “The pros in getting your brand in these channels outweigh the cons, in my opinion,” Whetstone says. More Expansion Vantage, for one, expects to continue spreading out its footprint in train stations and perhaps beyond, Patel says. “This isn’t the only station we’re talking about right now,” he says. “There isn’t another Amtrak, which is helpful in some regards. Thankfully, they’re excited about the work we’re bringing them in Philadelphia.” There’s more to learn and improve with trains and potentially in other sectors, as well. “Vantage is a transportation organization,” he says. “In North America, there’s a lot for the rail and perhaps even the cruise industry to learn from how airports operate.”

Above: Abby Whetstone, owner and principal consultant at Non Trad Consulting Group, says despite operational and financial challenges, the brand awareness associated with non-trad venues make them worthwhile investments.

wealth and opportunity for local businesses, in addition to the national brands that are commonly available. The station is located between downtown and two colleges, the University of Pennsylvania and Drexel University. “We profile the passengers and really start building around that,” he says. “We’re trying to bridge those two neighborhoods together, where the station can become a destination itself. … It’s not just about rail, it’s about the community itself.” Regular Divisional Communication Much like Patel sees potential for collaboration and learning across non-trad sectors, Delaware North has been utilizing such learnings going back years, says Scott Socha, group president of Delaware North’s Travel, Parks & Resorts and Australia. “Team members from various divisions frequently collaborate, especially for major company events,” he says. “We recently had culinary and management support from our airport locations assisting our Patina Restaurant Group , the official caterer for the 2024 PGA Championship at Valhalla Golf Club in Louisville. “This cross-division cooperation is a testament to the synergies present within our organization,” Socha adds. At the head of it all is a core focus on hospitality that allows for seamless operations

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AX NEWS JUNE 2024