CHUKS OKOH
Airport managers have been charged to aggressively adopt route marketing strategies and competitive business to see airports as competitive business in order to remain in business
This charge was made at the Murtala Muhammed Airport (MMA), Lagos by the Chairman Airport Business Summit and Expo (ABSE), Fortune Idu, during his presentation at the 2026 edition of the event with the theme: ‘Unlocking Airport Revenue Potential: Strategies and Partnerships.’
Speaking on the topic: ‘Understanding Airport Revenue Stream,’ Idu warned that airport managers risked losing airlines and passengers to neighbouring facilities if they neglect route marketing.
According to Idu, the era when airports operated as monopoly facilities without competition was fast disappearing, stressing that proximity of airports across the country would increasingly force airport operators to compete for airlines, passengers and investments.
Idu declared that airport managers who failed to understand route marketing in the next decade could render their facilities irrelevant.
Idu explained that the development of several airports within relatively short distances in Nigeria meant airport operators could no longer assume the position of domination, insisting that airlines and passengers now have alternatives.
He said: “A lot of you in Nigeria, you know, because airports are still strictly managed by government, you think that airports do not have a competition. So, it is a captive market.
“I can assure you that in the next 10 years, if you don’t understand what they call route marketing as an airport manager, your airport will become for the chicken. This is so because airports have been built in a proximity of almost 30 kilometers, 100 kilometers max from each other.”
For instance, he said that the ongoing construction of Lekki-Epe International Airport by the Lagos State government would serve as a major competitor to the Lagos airport when completed.
Idu stressed that airport operators must strike a balance between aeronautical and non-aeronautical revenues to achieve sustainability and avoid overburdening airlines with excessive charges.
He maintained that while airports must generate revenue from aircraft operations, they must also develop commercial activities around their facilities to maximise income.
“My perspective is now being measured on how an airport balances its aeronautic and non-aeronautical revenue. An airport that wants to be greedy will kill the opportunity of airlines flying and sleeping in their airports,” he emphasised.
He described the modern airport ecosystem as consisting of four major components – the airport system, aerodrome, airport city and aerotropolis.
According to him, non-aeronautical revenues come from activities such as retail outlets, food and beverages, advertising, parking, ground transportation services and other commercial ventures within and around airports.
He emphasised that aeronautical revenues remained the primary income source for airports because they support operational expenses, maintenance and infrastructure development.
However, he noted that reliance solely on aeronautical revenue could be risky because of its volatility, adding that non-aeronautical revenue provides stability and helps airports maintain safety and service standards.
He also cautioned airport operators against excessive charges that could discourage airlines from using their facilities, noting that aviation regulators globally monitor airport pricing to prevent unfair practices.
According to him, passenger service charges and landing fees jointly account for 98 per cent of aeronautical revenues generated by airports globally, 77 per cent and 21 per cent respectively, while parking and avio bridge are responsible for just one per cent each of aeronautical revenues.
He further canvassed business-oriented approaches, development of partnerships and exploration of commercial opportunities by airport managers around their facilities to ensure long-term sustainability.
