While many senior executives continue to talk about the "voice of the customer," few demonstrate their commitment to this concept by spending time with customers. Many continue to use their intuition or `golden gut' in their attempt to provide superior customer value. Unfortunately, `senior executive intuition' is rarely attuned to the needs of their customers. While the competitive environment continues to intensify, executives have cut back on the time devoted to customers just when it should be increasing. This article discusses the need for senior executives to spend time with customers and provides examples of the benefits that this approach will provide.

With the privatization of the British Airport Authority (BAA) in 1987, the participation of the private sector in airport infrastructure has increased substantially. A better air transport sector also contributes significantly to the development of an economy. With this sector making a positive contribution to the expanded economy, the respective governments of different countries could focus on safety and security regulation, along with competitive policies, and economic and environmental regulations, as well. The commercial viability of operating the airport infrastructure for the private sector arises from (i) being able to price its services effectively, and (ii) the customers being able and willing to pay for these services. Airport infrastructure privatization is promising to be a global mega trend, with more and more governments and private players being pushed in that direction. Most mature airports remain profitable through the vagaries of the airline industry largely due to the fact that they earn a high proportion of their income from non-aeronautical revenues. Bangalore International Airport Ltd., is the first Public-Private Partnership (PPP) Greenfield project in India. It has been recently project-financed with a substantial amount of bank funding. However, international experience suggests that markets also have a greater role to play in airport financing. With airport privatization already gaining momentum, the government machinery, financing and contractual structures have to gear up to keep pace.

The air transport industry can be viewed in four componentsaircraft manufacturing, airline operations, airport infrastructure and air navigation services. The private sector has had a dominating presence in aircraft manufacturing and airline operations. Hence, it is only logical that the sector plays a larger role in airport infrastructure as well. However, provision of Air Navigation Services (ANS) still remains a core public sector responsibility, due to the strategic nature of airport assets, and the increase of security concerns and threats. The only exception to this at present is the UK`s `for profit' ANS: Even here, the primary partners are the major UK airlines and the Government.In almost all countries, the bulk of airport infrastructure had traditionally been created by the public sector. In the United States, many airports are still overwhelmingly owned by local governments.

Airport Privatization and Financing: Experiences from Countries and Lessons for India, British Airport Authority (BAA), private sector, airport infrastructure, competitive policies, and economic and environmental regulations, government machinery, Air Navigation Services (ANS).