Page 21 - GOLDAIR HANDLING APOLOGISMOS 2018

REPORT 2018
1.4 BUSINESS MODEL

Strategic priorities

STRATEGIC MAIN VALUE PROPOSITION & KEY ELEMENTS CUSTOMER
and Business Model PARTNERSHIPS ACTIVITIES USEFULNESS OF CUSTOMER CATEGORIES
• Airlines
• Hellenic Civil
RELATIONS
• Passenger
• Provision of high-quality
Aviation Authority Handling Ground Handling Services • High level of • Airport Authorities
(HCAA) • Aircraft Services • Contribution to development customer service, • Passengers
In order to provide all corporate services in a safe and high-quality manner, Goldair Handling integrates important factors into its business
• Athens • Baggage Handling and support of the local exemplified • Visitors to VIP
strategy, including meeting customer needs, maintaining and developing its competitive advantages, and charting a course for growth in International • Cargo and Mail community by safety and Lounges
the domestic and international markets. Through the above, the Company aims at creating added value for all stakeholders, while at the Airport (AIA) Handling • Our Gold Services immediate response • Wider public (for
same time pursuing responsible corporate growth and development. • Fraport Greece • PRM Services • Lifelong Learning Skills to customer needs cargo and mail
All the above factors are important components of the business model of Goldair Handling. (FG) • VIP Lounges • Raising employee and local • Complaint services)
• Cargo Stations community awareness of Management • Transportation
environmental protection issues Procedures companies
The strategic priorities of Goldair Handling
• Customer
Combined with the application of the business model, the Company’s operation is based on progressive thinking, innovative action and Satisfaction Survey
hard work. These values serve as the basis for setting the Company’s strategic priorities, which bring it closer to achieving its corporate
vision.
A top priority is the continuous improvement of the services provided by Goldair Handling through the constant growth of its human
resources and the optimisation of its procedures and systems. Another important strategic priority for the Company is launching its
operations in an additional international market by 2020.

Financial KEY RESOURCES/ASSETS COMPETITIVE
growth Expansion VITAL TO PERFORMANCE ADVANTAGES COMMUNICATION CHANNELS
into new OF THE COMPANY’S ACTIVITIES IATA-ISAGO Certification WITH EXISTING AND POTENTIAL
markets • Ground Handling Equipment CUSTOMERS
(push-back, belt loaders, boarding Customer-centred Approach • Airports
Meeting ramps, etc.) • Cargo Stations
Provision customer • Vehicles (passenger transport Implementation of • Commercial Department
of high-quality expectations vehicles, vehicles for transporting Management Systems with • Sector media
ISO9001, 14001 & 22000
services Reliability personnel to the airport apron, etc.) certification • Strategic Alliances (ground.net)
throughout and innovation • Operating Systems • Participation in International
the network in provision (ALTEA, FlightTracker, Framework) Conferences
of services

COST STRUCTURE REVENUE STRUCTURE
• Employee salaries • The Company’s earnings
and benefits come exclusively from
• Ground handling equipment the activities it carries out
operating costs (maintenance
“We do not rest on our laurels. We try to fortify our Company and remain ever-ready & fuel)
to face new challenges. We believe that the current investments • Third-party contractor salaries
and the ones to come in the near future in Greece will lead us to new levels of providing • Personnel training
high quality services and to further growth”. • Operating system upgrades

Dimitrios Papamichail, Chief Executive Officer of Goldair Handling, Fortune Greece

Business Model Template Generation by Alexander Osterwalder & Yves Pigneur

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