Revenue Growth, Beyond Security

After a $65 million terminal expansion, Madison’s Dane County Regional Airport boasts a new, post-security central marketplace to drive concession revenues. Also, MSN plans to double ‘close in’ parking, while still grappling with installation of...


MADISON — In the post-9/11 world, officials here found that security procedures had changed, and until June 2006, more than 80 percent of Dane County Regional Airport’s food and retail space remained pre-security. It was then that Dane County finished a $65 million renovation project, featuring ten new restaurants and shops — more than doubling MSN’s retail space — and dramatically increasing the food and beverage options.

Working with Ann Ferraguto from Alexandria, VA-based AirProjects and Minneapolis-based Architectural Alliance, the airport was challenged to provide a primary market space.

Creating a centralized space meant relocating primary carrier Northwest Airlines, which had operated from the northern half of the terminal since 1985, to the center of the terminal. The move places 45 percent of Madison’s 1.6 million passengers directly in front of the Madison Marketplace, with an hour-long dwell time on average.

Because the airlines share concession revenues, Northwest Corporate agreed to the move. Some tenants wound up moving gates two or three times during the renovation, but as airport director Brad Livingston A.A.E. states, “When you build a new space and move airlines, you don’t always have a nice turnkey operation. It was a little problematic, but we’re glad it’s over.”

Finding a pair of suitors

During the construction, the request for proposal (RFP) seeking new vending suitors had only yielded two candidates, current tenants Creative Host Services (food/beverage) and The Paradies Shops (retail). Paradies formed a joint venture with Paradies Madtown — a company formed by local businessmen Ray Allen and Steve Braunginn — and operates as Paradies – Madtown, LLC, thereby satisfying its 10-percent disadvantaged business enterprise (DBE) obligation.

“In the pre-proposal conference, we thought it was very competitive,” Livingston attests. “We had multiple companies looking at both retail and food and beverage, but when the bids came in, we had one food and one retail submittal.” Both Paradies and Creative Host signed 10-year leases, with rent based on a percentage of gross revenues.

Creative Host Services VP of business development Roddy McOwan states that the incumbent naturally holds the inside track regarding a successful bid. “You already know the ins and outs of the airport to help you understand the needs of the passengers and the needs of the clients — if you don’t know those, you’ve got a real problem,” McOwan says. “You know what the revenue stream is currently; you know where you’re making money, where you have opportunities to drive more revenue, and that helped us formulate [a] plan in terms of local concepts as well as national and regional players.”

The RFP required CHS and Paradies-Madtown to finish the spaces to a $350-per-square-foot financial standard. “We wanted the appearance of the product to complement the [airport’s] prairie style and existing building as much as it could while still maintaining product differentiation,” Livingston explains.

When working on designing the shell space, Ferraguto consulted the existing concessionaires on the current program’s pros and cons and sought input from the community. “[AirProjects] did market research in the local communities, looked at the financial information for the existing concession program, and looked at what other airports were doing,” says Ferraguto.

Ideally, McOwan states, concessionaires would offer input in terms of additional storage areas and relocating proposed store locations in an effort to drive revenue.

According to McOwan, Dane County had determined how they were going to build the shell space. CHS, however, did work with the airport regarding restaurant design, project management, and construction. “These things are partnerships at the end of the day,” he says. “If you’re going to be there for a ten-year period of time, that’s a long time to start the relationship off on the wrong footing. You build very strong client relations by working together with them on all aspects of the projects.”

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