Registered Traveler Kiosk Program Expanding

Biometric-based Registered Traveler program is expanding to Indianapolis. Travelers arriving at security checkpoints go directly to a dedicated checkpoint where they slide their smart card through a kiosk and verify their identity by allowing the machine to scan either their fingerprint or iris.

InformationWeek | Registered Traveler Program | Indianapolis International Airport Takes Step Toward Registered Traveler Program | January 10, 2006

Indianapolis International Airport Takes Step Toward Registered Traveler Program

Transportation Security Administration guidelines for the program are due Jan. 20.

By Tony Kontzer, InformationWeek
Jan. 10, 2006
URL: http://www.informationweek.com/story/showArticle.jhtml?articleID=175803263

The long-talked-about Registered Traveler program is picking up momentum as its national rollout this summer nears. Indianapolis International Airport says it will use Verified Identity Pass Inc.'s Clear program, becoming the fourth airport to make such a commitment. Indianapolis joins Orlando, which already is up and running with 13,000 travelers signed up for the $80-per-year service, and two California Airports, Sacramento and San Jose, that have said they'll go with Verified's service.

Meanwhile, the Transportation Security Administration on Jan. 20 is scheduled to lay out guidelines for the nationally run program, including what types of data are to be collected and stored. The national program is slated to begin screening passengers on June 20, and an Indianapolis International spokesman says the program at that airport should be up and running shortly thereafter.

The Registered Traveler program is designed to move frequent flyers more quickly through airport security checks by pre-screening them using biometric information and background checks, then issuing them smart cards that gain them access to a dedicated security line. For Verified's Orlando program, which is the only such program currently running, passengers pay $80 a year for the convenience. The program also is thought to reduce security risks by slightly lightening the burden of the TSA screeners that staff security checkpoints.

TSA tested the program last year during a six-month pilot in five cities: Boston, Houston, Los Angeles, Minneapolis, and Washington, DC. During that test Verified's Orlando program started up as what the TSA is referring to as a public-private "sub-pilot." Once registered, travelers arriving at security checkpoints go directly to a dedicated checkpoint where they slide their smart card through a kiosk and verify their identity by allowing the machine to scan either their fingerprint or iris. They then go through the same procedure as at the normal checkpoints, except that they are assured of not being subjected to secondary random searches unless they set off the metal detector or the X-rays show a suspicious object in their carry-on luggage.

Verified's model shields airports from costs, relying on passenger subscriptions as its sole revenue stream. CEO Steven Brill estimates that Verified invests about $2 million to get an airport's program up and running. Once TSA provides its guidelines, Brill, a long-time journalist who founded Court TV and American Lawyer magazine, expects Registered Traveler to pick up steam across the country. "By February, I'd venture to say that two-thirds of the major airports in the country will have announced programs," he says. "This is all going to happen very quickly."

InformationWeek | Registered Traveler Program | Indianapolis International Airport Takes Step Toward Registered Traveler Program | January 10, 2006

Biometrics and Kiosks - Registered Traveler Kiosk in Orlando

The nation�s first privately sponsored Registered Traveler program with biometric kiosks sanctioned by the Homeland Security Department began operating this week at Orlando International Airport in Florida.

07/22/05

Registered Traveler takes off from Florida

By Alice Lipowicz
Staff Writer

The nation�s first privately sponsored Registered Traveler program sanctioned by the Homeland Security Department began operating this week at Orlando International Airport in Florida.

Since June 21, when the program began accepting enrollments, about 4,000 people have paid an annual fee of $79.95 each to sign up and submit to background checks.

Once cleared, they receive special biometric smart cards to benefit from speedier clearance procedures through the airport. The smart cards contain chips with biometric information that allows the registered travelers to proceed through checkpoints more quickly.

Lockheed Martin Corp. and New York-based Verified Identity Pass Inc. are operating the program in partnership with the Homeland Security Department and the Greater Orlando Aviation Authority.

The program requires registered travelers to submit 10 fingerprints � a standard that was selected because it is compatible with the FBI�s Integrated Automated Fingerprint Identification System, a large criminal database of 45 million prints, said Jim Carlson, manager of business development for biometrics with Lockheed Martin.

Background checks on enrollees are performed by DHS� Transportation Security Administration and checked against FBI and other databases.

�A lot of people, as demonstrated by our enrollment, would gladly give up their information to regain some of the simplicity of using air travel,� Carlson said.

�The program will enable us to move more passengers through the airport in a timely manner while maintaining the highest standards of safety and security,� C.W. Jennings, executive director of the aviation authority, said in a news release.

The number of enrollees to date is twice as many as projected estimates, said Steven Brill, chief executive of Verified Identity Pass. �It�s great that all of these members�whose numbers are more than double where we thought we�d be so soon after we began enrollment�can now use their memberships here in Orlando. We hope this is the beginning of what will be a nationwide program.�

About 31 million passengers use Orlando�s airport each year.

The department also has been sponsoring its own limited Registered Traveler programs at airports in Minneapolis, Washington, Houston, Boston and Los Angeles airports for the past year.

Complete Article

e-Passport tests begin in US and Australia

A live test of e-passports that contain microchips with biographic and biometric information begins today at terminals 2, 4 and 7 of Los Angeles International Airport (LAX) and at Sydney Airport in Australia. The test will run from June 15th to September 15th, 2005.

Source: Using RFID

Volunteers participating in the test include airline crew and officials of United Airlines, Air New Zealand and Qantas Airlines. These volunteers will present their new e-Passports when arriving in the United States through LAX, or upon arrival in Australia through Sydney Airport. This article is copyright 2005 UsingRFID.com.

According to Jim Williams, Director of US-VISIT, a US Department of Homeland Security (DHS) programme: "This live test of e-Passports is an important step forward in a larger effort to enhance security and facilitate travel through international cooperation."

US and NZ cooperation
The US Departments of Homeland Security and State (DOS) are working together on the test in cooperation with the governments of Australia and New Zealand. The test will assess the operational impact of using new equipment and software to read and verify the information embedded in the e-passports.

The e-passports contain the holders' biographic information and a biometric identifier (in this case a digital photograph) embedded in a contactless chip set in the passport. The inspection process for those airline crew and officials participating is the same as always, with one exception: they will present the e-Passports to the US Customs and Border Protection Officers, along with their current passports containing their visas.

The USA and other member countries of the International Civil Aviation Organisation (ICAO) have coordinated with equipment and document manufacturers to develop systems that can work together. They say the test is part of an effort to support countries around the world in their development and implementation of e-passports that comply with ICAO standards.

Extra security
The biometrics included in the chip provide a further means by which the identity of visitors can be securely and accurately verified, preventing entry by impostors and also fighting the use of fake identity documents.

According to Williams, US-VISIT's goals are to enhance the security of the country's citizens and visitors, allow legitimate travel and trade, ensure the integrity of the national immigration system, and protect personal privacy. The initial deployment of US-VISIT represents a tangible interim response to these challenges, although more still needs to be done for a complete automated biometric entry-and-exit system.

Roll out by 2006
US-VISIT entry procedures are now in place at 115 airports, 15 seaports, and in the secondary inspection areas of the 50 busiest land ports of entry. By December 31st, 2005, US-VISIT entry procedures are expected to be implemented in the secondary inspection areas of all remaining land ports of entry.

To date, more than 28 million visitors have been processed through US-VISIT without adversely affecting waiting times, and more than 600 criminals and immigration violators have been denied admission to the USA as a result of the biometric data stored.

For more information
http://www.dhs.gov/us-visit

Imitating technology not always the best idea

Often secondary are decisions based on whether the technology is a strong fit for the company, its workers and its goals, says the report by The Center for Hospitality Research at Cornell University�s School of Hotel Administration.

Playing Copycat With Information Technology

Playing Copycat With Information Technology
4/11/2005
By Allan Richter

ITHACA, N.Y. � Just about every major lodging company is putting its spin on comfort, introducing or refining guestroom bedding. Similarly, it appears before long bathrooms in every major hotel chain will feature a curved shower rod that gives guests an extra half foot of elbow room when standing in the middle of the tub.

The copycat mindset also seems to apply to how hotels use information systems, or information technology, the technical backbone of most businesses and organizations. A new report says hotel operators too often roll out technology systems � self-serve check-in kiosks might be taking this route � because they seem to be getting more popular.

Often secondary are decisions based on whether the technology is a strong fit for the company, its workers and its goals, says the report by The Center for Hospitality Research at Cornell University�s School of Hotel Administration.

�Being driven by a best-practice model of IT investment, where one benchmarks one�s organization against the performance of competitors, is a risky strategy,� the report said.

One model the report analyzed � a �socio-technical model� of information systems � �challenges business leaders to analyze how IT that is successfully used by their competitors would fit into their company�s context. Does the IT in question suit the individuals, processes, and structures of their firm? If not, one must question whether it is a wise strategy to make changes to the firm�s operations and personnel to fit with the IT.�

The report�s authors blamed heavy media coverage, vendor pressure and a lack of solid models for quashing independent thinking. �The results are wasted resources,� the report said, citing a �perilous mindset�one that is focused on investing the next innovation without a thorough analysis of the implications that such a purchase will have on company performance.�

The report, �IS Design: A Systematic Way to Analyze IT in Your Business,� calls for hospitality managers to think about how they need to design their technology infrastructure before thinking about their capital investment.

�Too often system-selection considerations focus on system functionality,� the report�s authors said. �We argue that just as much time should be spent considering the best way to accomplish those functional goals. Rather than look only at the system�s capability, managers should step back and examine how the work should be done.�

The report gave high marks to Harrah�s Entertainment for tailoring an information systems foundation to its needs, rather than copying industry trends. The Cornell report�s authors noted they were surprised that Harrah�s, in reworking its business systems, found that its best customers were not high rollers. Harrah�s then found ways to encourage those customers to become even more loyal.

�What makes Harrah�s case so compelling is that the firm has created a system specific to its needs based on an understanding of the context in which it operates and an informed sense of available IT functionality,� the Cornell report said.

The report was written by Cornell Professors Erica L. Wagner and Gabriele Piccoli with Sharon Louthen, a Cornell Hotel School BA candidate.

�The key insight here is to trust your internal expertise and don�t always look to keep up with the Joneses,� they wrote.

Allan Richter is editor in chief of Hotel Interactive and Hospitality Insider.

Taxi self-service terminal

John Lazar, President of Luxor Cabs, demonstrates the online capabilities in one of his "interactive taxis," where passengers can access news, make restaurant reservations and even purchase movie tickets from the back seat of a cab.

First �cybercabs' hit the streets
By Tamara Grippi
Staff Writer
Published: Wednesday, April 6, 2005 9:24 PM PDT

Cindy Chew 4/6/05

John Lazar, President of Luxor Cabs, demonstrates the online capabilities in one of his "interactive taxis," where passengers can access news, make restaurant reservations and even purchase movie tickets from the back seat of a cab.

New Yorkers Jim Piccione and Marco Pici were riding in a taxi one evening in March 2000 when they were struck with one of those crazy ideas.

"We were stuck in traffic," Piccione recalled. "It was raining. There was nothing to do and we thought � what a great idea � why isn't there something here to entertain us?"

This week, Piccione was on hand to witness San Francisco cabs decked out with a touch screen system offering passengers access to restaurant listings, movie showings, news and sports scores.

The technology � which soon will be featured in 200 Yellow and Luxor cabs as part of a pilot program � was unveiled in the first two taxis Wednesday. In March 2004, the San Francisco Taxicab Commission approved the one-year experiment.

The Interactive Taxi Co.'s back seat information kiosk provides passengers free access to an array of information including news, weather, sports, entertainment options and even city resources such as library and museum listings.

The information is housed in each unit and updated continually through the Verizon cellular network. Technology developed by PeerDirect, a unit of Progress Software Corp., ensures that passengers can continue to use the kiosk, even if the cab passes through a cellular "dead zone."

"It provides the illusion of broadband," said Doug Shelley of PeerDirect.

Riders have the option to turn down the volume or mute the sound or simply shut off the kiosk.

After creating their prototype in 2000, Piccione and Pici brought their idea to Cory Gottlieb, head of sales at TDI, now known as Viacom Outdoor Inc.

Gottlieb was experiencing the entrepreneurial itch and decided to join the duo, launching the business independently.

"I made their dream a business," Gottlieb said.

The most important piece fell into place in June of last year, when the company secured $25 million of funding from Great Hill Partners, a Boston private equity firm.

Interactive Taxi Co. first rolled out the kiosks in New York City during a one-year experiment that ended in August 2003. Six other companies, including several making use of DVD-type systems, also participated.

"We felt we wanted to get as many different products out there," said Matthew Daus, chairman of the NYC Taxi and Limousine Commission. New York recently issued a request for proposals calling for an expanded information system for the nearly 13,000 cabs in that city.

Interactive Taxi Co., a unit of Targeted Media Partners LLC, has also rolled out hundreds of cybercabs in Boston and Chicago.

The company is hoping soon to provide taxi passengers with the ability to order movie tickets or book restaurant reservations with the cab's touch screen service, Gottlieb said.

He sees great potential in the service.

"If you think about it, this has the power of television, the immediacy and depth of the Internet, all delivered in a space where neither of the two entities can get to."

E-mail: [email protected]

FedEx, UPS Hope to Spark Chain Reactions in Battle for Customers

In Business news -- The owners of the old Kinko's and Mail Boxes Etc. stores see retail as a key to sustained growth.

< a href=http://www.latimes.com/business/la-fi-ship17oct17,1,7633196.story?coll=la-headlines-business>story link

By James F. Peltz
Times Staff Writer

October 17, 2004

Carting 31 jars of California cashews, market researcher Darren Capozzi walked into a UPS Store in Hollywood recently to have the 40-ounce containers packed and shipped east for consumer testing.

Over in Vernon, Kate Brubaker, a public relations specialist with jeans maker Blue Cult, chose a FedEx Kinko's to print, bind and ship a color catalog to buyers in several states.

They said they made their choices based on the same thing: convenience. And that's the lure being dangled in a battle for market share between FedEx Corp. and United Parcel Service Inc.

"It's big," said Nathan Lewis, an analyst with Jackson Securities in Atlanta. "Both companies are trying to attract retail customers. We look for exciting things to happen."

The two companies are each after bigger slices of the retail shipping, printing and packaging business, relying on their stores to funnel more and more documents and packages to their massive shipping operations.

In February, FedEx paid $2.2 billion to acquire copy store chain Kinko's Inc., which was founded in Isla Vista, near Santa Barbara, in 1970; there are 1,200 FedEx Kinko's stores, including about 200 in California.

As for UPS, it paid $190 million three years ago for San Diego-based Mail Boxes Etc., a chain with 5,000 franchise stores worldwide. Since then, UPS has converted most of the 3,800 domestic locations, including 500 in California, to UPS Stores; the 1,200 foreign stores continue to carry the Mail Boxes Etc. name, as does the UPS subsidiary that oversees the franchise.

A key battleground is Southern California, with its dense and growing population of small businesses, key clients for UPS Stores and FedEx Kinko's.

FedEx Kinko's brags that its list of services, which include complex printing chores and video conferencing, far surpasses that of UPS Stores. FedEx Kinko's stores also are much larger, averaging 6,000 square feet, compared with the typical 1,500-square-foot layout of a UPS Store. More than 400 FedEx Kinko's locations are open 24 hours a day, and the chain is heavily advertising that its ground shipping rates are as much as 35% below those of UPS Stores.

"It's really a mismatch," said Gary Kusin, chief executive of FedEx Kinko's. "There are little, if any, similarities."

Nonsense, retorts UPS. The company claims that it has the edge on convenience, because there are three times as many domestic UPS Stores as there are FedEx Kinko's stores. As part of UPS, the UPS Stores are integrated with the nation's largest ground shipper. The UPS Stores also contend that although they may not always offer the lowest prices, they deliver superior service because they are a franchise operation.

"If you're an owner-operator, you're going to go the extra mile," said Gary Williams, who with his wife, Cheryl, owns the UPS Store in Hollywood and oversees 250 others in Southern California. "People come to us not just because of price � and a 5,000-square-foot store versus one that's 1,500 square feet doesn't mean it's any more convenient."

The UPS Stores note that they also offer printing, binding and packaging services, along with the mailboxes and notary services that formed the early backbone of Mail Boxes Etc.

"We're not just a copying shop or shipping location," said Stuart Mathis, president of Mail Boxes Etc. "We offer a full range of business services." And the UPS brand name "has worked well in driving customers to our locations," he added.

For FedEx of Memphis, Tenn., the Kinko's purchase was part of its evolution toward becoming a more formidable rival to Atlanta-based UPS on the ground. In recent years, average volumes of FedEx domestic airborne overnight parcels � once the heart of FedEx with its "absolutely, positively has to be there" guarantee � have increased only slightly as e-mail has supplanted much of the need for sending documents by air.

So FedEx is taking advantage of another aspect of the Internet, its burgeoning retail sales, to pick up speed on the ground. In FedEx's fiscal first quarter ended Aug. 31, its ground segment's revenue jumped 17% from a year earlier, to $1.1 billion, and the segment's pretax operating earnings rose 27% to $147 million.

FedEx Kinko's alone kicked in $490 million, or 7%, of FedEx's overall first-quarter revenue of $7 billion; that translated to $19 million, or 3%, of the company's operating profit of $579 million. But FedEx spent heavily in the quarter melding Kinko's into the rest of the company, and it expects the retail chain's performance to improve in coming quarters.

"This is a transition year for FedEx Kinko's," CEO Kusin said. "This is a year of investment in our people, our infrastructure and in our technology."

UPS, with revenue of $33.5 billion last year, doesn't break out financial data for the UPS Stores, nor does it say how much it receives in royalties from the franchise. But Mail Boxes Etc.'s systemwide sales were $1.5 billion when UPS bought the franchise; sales are now believed to be closer to $2 billion.

UPS is still wrestling with branding issues at its stores. The company acknowledges that some consumers don't realize UPS bought Mail Boxes Etc. and that they see a UPS Store as merely a place to drop off shipments.

"Our challenge today is still getting the word out that we've done this conversion," said Williams, the UPS Store franchisee.

Brand confusion is a challenge for FedEx too at times. Amid the furor last month over CBS News' use of apparently forged documents concerning President Bush's military record, news accounts kept saying the documents had been faxed from a Kinko's in Abilene, Texas � not from a FedEx Kinko's.

Kusin isn't complaining. When you are locked in a battle with UPS, he said, "there's no such thing as bad publicity."

*

(BEGIN TEXT OF INFOBOX)

Packed with competitiveness

The FedEx and UPS retail store chains offer printing, packaging and other office services in addition to shipping.

Travel Kiosks

China selects SITA to meet airport projected demand

Aug 11, 04 | 10:27 am

THE Civil Aviation Authority of China (CAAC) has selected SITA, leading provider of air transport focused applications, communications and IT infrastructure, to provide a range of integrated airport systems, as part of the first phase of the new Guangzhou Baiyun International Airport (GBIA) construction. GBIA will be the first international hub of China�s Civil Aviation Authority to use a common platform throughout the airport campus, servicing both international and domestic passengers, the Civil Authority of China stated.

SITA�s sophisticated airport system includes the implementation of SITA�s Common Use Terminal Equipment (CUTE) check-in solution, BagManager for baggage reconciliation, PassengerHandler for a common language check-in facility, a back-up Departure Control System (DCS), Common Use Self Service (CUSS) kiosks and additional supporting systems such as mobile wireless services.

�SITA�s CUTE solution will provide GBIA with a smooth and efficient check-in process for our passengers, enabling airlines to operate efficiently from anywhere within the airport,� commented Zhang Chun-lin, president of Guangzhou Baiyun International Airport Group Corporation. �What will be particularly important for us, will be the ability to easily expand these systems as passenger numbers grow over the next few years.�

Representing the largest single investment in CAAS�s history, the GBIA terminal complex has been designed to handle projected annual passenger traffic of 25 million by 2010. It covers an area of 300,000 square meters with some 250 check-in desks � with a planned expansion to 1,000 desks in order to welcome as many as 80 million passengers a year.

Russ Lewis, SITA�s vice president of Asia Pacific Airport & Desktop Services, added: �SITA will provide GBIA with a set of advanced systems as part of a comprehensive turnkey solution. We will provide a shared departure control system by supporting multiple back-end hosts and sharing all front-end departure workstations and peripheral devices on the same platform. We�re immensely proud to be working with GBIA and this partnership underscores our commitment to delivering best-in-class services to the airports of China�.

SITA�s solutions provide airports with the technology architecture required to take advantage of a broad range of Internet Protocol (IP)-based services that are vital to the future of the air transport industry.

�Our systems are designed to help airports maximize security, combat congestion, improve operating efficiencies and reduce costs,� Elyes M�Rad, SITA�s regional vice president of North Asia and China added. �We�re working hand-in-hand with GBIA to help them maximize the use of their resources and enable them to deliver premium services to their tenants and passengers across the entire airport complex.�

Meanwhile, SITA�s CUTE continues to lead the evolution in shared-use systems and offers Java-based, end-to-end IP connectivity from host to the airport desktop, providing airlines with access to their own applications via an open industry platform.

SITA currently manages some 30,000 CUTE workstations for 285 customers in more than 200 airport locations worldwide, checking-in an estimated 580 million passengers a year.

Nelson Alcantara

Travelvideo.TV - your news source for the travel and tourism industry.

Travel Video Television News

Cacheing Servers for Airlines

Accelerators Allow Continental To Support 4x more E-Service Terminals While Speeding up Response Times by 10x

July 26, 2004 09:11 AM US Eastern Timezone

Continental Airlines Clears Runway for Automated Check-In With Expand Accelerators

ROSELAND, N.J.--(BUSINESS WIRE)--July 26, 2004--
Expand's Accelerators Allow Continental To Support 4x more E-Service Terminals While Speeding up Response Times by 10x

Expand Networks, a leading provider of Application Traffic Management systems, today announced that Continental Airlines, the world's 7th largest airline, is using Expand's Accelerators to enable the widespread deployment of eServices kiosks. The Expand solution optimized Continental's wide area network to support the delivery of four times more eService kiosks to all airports across the continental US with 1/3 the capital expense. The Expand Accelerators also sped up the response times of the eServices application by 10 times, thereby cutting down airport check-in lines and ultimately improving the passenger's travel experience.

"Continental Airlines has gained as much as a 10:1 improvement in throughput with a one-time capital investment and no increase in recurring fees utilizing the Expand solution," said Clay Hemphill Senior Network Manager, Continental Airlines. "By using Expand, Continental has been able to rapidly and efficiently deploy our eService kiosks at our smaller domestic airports."

Continental is using Expand's Accelerator appliances to compress, cache and accelerate the kiosk data and graphics between the airports and the Shared Airlines Reservations System (SHARES), a large ticketing database. Dynamic data, such as passenger seat selections, is optimized and delivered to the central SHARES database. Other static data, such as graphics and seat selection pages, are cached locally at each airport, also saving additional bandwidth. Continental is also using the Expand solution to manage traffic generated by large, internally designed customer relationship management (CRM) applications and Microsoft NetBIOS server-based traffic.

Future initiatives between Expand and Continental include expanding the eServices kiosk application internationally, and utilizing Expand's new traffic-shaping capabilities that prioritize traffic and help organizations set and manage network policies. Expand recently enhanced its equipment to monitor packets up through Layer 7 and then classify, mark, queue, and rate-limit traffic based on a number of variables according to an organization's preferences.

"Continental, like many of our customers, had a strategic application initiative that was being held back by the WAN and the high cost of network communications," said Pedro Colaco, vice president of marketing at Expand Networks. "The Expand Accelerator appliance's unique plug-in architecture helps companies to rapidly deploy high throughput applications in challenging environments, while enjoying significant cost savings and 400+% better response times."

About Expand Networks

Expand Networks is a leading provider of Application Traffic Management solutions and WAN acceleration appliances. The company's Accelerators take Application Traffic Management to the next level by employing a modular and intelligent application architecture that eliminates complexities associated with traditional traffic management solutions. The Accelerators automatically adapt to changes in traffic, remove WAN inefficiencies and maximize the performance of distributed enterprise applications. The Accelerators combine many unique features including next-generation WAN compression, application-specific acceleration, Layer 7 QoS and sophisticated monitoring and reporting. Expand has shipped over 20,000 Accelerator devices to more than 1,000 customers including Motorola, Continental Airlines and the United States Department of Defense. Expand Networks is headquartered in Roseland, New Jersey with offices in Australia, Israel, Italy, Singapore, South Africa, United Kingdom and throughout the United States. To learn more, visit www.expand.com or call +1 (888) 892-1250.

Expand Networks, Accelerator System 9000, Accelerator Server, Accelerator 6800 Series, Accelerator 4800 Series, Accelerator 4000 Series, Accelerator 1800 Series, HTTPS Accelerator Series and ExpandView are trademarks of Expand Networks. All other trademarks are the property of their respective owners.

Contacts


Red Javelin Communications, Inc.
Jen Revis Snider, 617/899-1377
[email protected]
www.redjavelin.com
or
Expand Networks
Susan Peter, 973/287-1103
[email protected]
www.expand.com

Continental Airlines Clears Runway for Automated Check-In With Expand Accelerators

Internet Kiosks & Payphones

British Airlines Awards �23 million internet kiosk and payphone contract

BAA: NWP wins �23 million internet kiosk and payphone contract with BAA
Posted on Friday, June 25, 2004 @ 2:14 AM CDT by sn26567

NWP writes "NWP wins �23 million internet kiosk and payphone contract with BAA

NWP Spectrum has won the UK airport�s largest Internet Kiosk and Payphone contract, with BAA, the world's leading airport company. The deal allows for 535 payphones and up to 165 internet kiosks at BAA�s seven UK airports. NWP�s BAA sites include exclusive agreements for internet kiosks and payphones at Glasgow, Edinburgh, Aberdeen and Southampton � and equal share (with BT) at Heathrow, Stansted and Gatwick.

NWP estimate the agreement to be worth �23 million � the largest of its type.

Central to the agreement is the successful implementation of NWP�s Internet Kiosks to complement its payphones and fulfil the growing demand for internet access at airports.

BAA demands superior service levels from its operators at its seven UK airports. NWP has provided payphones to BAA for nine years, and internet kiosks for four years.

NWP�s internet division NWP Interactive, has internet kiosks and desks throughout the UK, predominately at key travel locations.

NWP�s expertise, built up over 14 years, is in managing remote terminals, innovation and in developing flexible, commercially beneficial customer relationships. In the UK NWP supply to over 450 customers in markets as diverse as universities, hospitals, cinemas, holiday camps, military bases and airports.

NWP have installed 7,200 payphones and 280 Internet Kiosks in airports, hotels, motorway services, bus and train stations and shopping centres. The company also has a fast growing subsidiary business in Germany.

BACKGROUND INFORMATION:

NWP SPECTRUM
NWP Spectrum (NWP) is the UK�s leading independent payphone and internet kiosk operator.

NWP is a recent management buy out vehicle, set up in June 2002 by an experienced telecommunications team to acquire the assets and know-how of New World Payphones Ltd. The company has a turnover of approx �18m per year and has operations in both the UK and Germany providing managed payphone and public internet services to in excess of 450 corporate clients.

Since 1995, NWP have had an excellent relationship with BAA, working with both senior management and local retail management to deliver a flexible and competitive service to the millions of people using the UK�s busiest airports. Acceptance of NWP�s standard internet product, the NWP Interactive Terminal has been exceptional, with demand outstripping supply. As a result of this success and growing customer demand NWP have been awarded a number of contracts across UK airports.

Similarly, in Germany NWP have won a bid to install Internet Terminals at Frankfurt Airport beating the incumbent PTT, Deutsche Telekom. In Germany, NWP�s payphones installations have targeted on the Travel sector where they have gained preferred supplier status with Deutsche Bahn and exclusive contracts with Hamburg Airport, Hamburg Underground and Berlin Underground.

NWP are now extending NWP public internet service to encompass a WiFi capability for laptop and PDA users and this has been introduced seamlessly into key accounts. This is often combined with NWP�s latest product, the NWP Cyber-Desk to create a communications area within a busy site. WiFi access has also been enabled from London street payphone kiosks.

NWP operate in four telecom areas:
� NWP�s payphones, providing private sites within payphone services
� NWP Interactive, NWP�s division developing and operating internet kiosks and desks/ digital printing.
� NWP Media, providing media poster opportunities on NWP�s street payphones.
� NWP WiFi, enabling WiFi access from NWP�s street payphones and selected private site partners. "

Luchtzak Aviation - BAA: NWP wins �23 million internet kiosk and payphone contract with BAA - The world of aviation at a mouse-click!!

Frequent Fliers and Loyalty

Targeting - The Achilles' heel of frequent flyer programmes

By Philip Charlton (Managing Director, Trident Loyalty Systems)
Published by AirlineNewsdesk.com in February 2004.

Targeting profitable customers for inclusion in an airline's loyalty programme is a problem that has been around as long as there have been frequent flyer programmes. But TLS has unveiled a unique solution to wasted acquisition costs...

In 1981, American Airlines launched the industry's first frequent flyer programme (FFP) with 283,000 members. The objective of AAdvantage was to "allow American Airlines to recognise and reward its best customers for their loyalty to the airline". Today, webflyer.com estimates that 49 airlines boast a combined frequent flyer membership total of 283 million.

Given that business travellers constitute the archetypal frequent flyer, the following is significant:

A top business traveller will average 21 flights away from home per year (OAG).

94% of business travellers belong to at least one frequent flyer programme and 60% belong to three or more programmes (OAG).

80% of business travellers state that loyalty programmes influence their travel decisions (Accenture).

20% of loyalty programme members generate 80% of an airline's profit (McKinsey).

9% of travellers buy 50% of an airline's premium seats (Accenture).

2% to 4% of loyalty programme members generate 33% of an airline's profit (McKinsey).

Therefore, it can be concluded that the Pareto 80:20 rule applies, and that business travellers are attracted to and influenced by frequent flyer programmes. It can also be concluded that, given the profit contribution of these flyers, it is vital for airlines to continuously recruit new frequent business travellers into their loyalty programmes.

Achilles' heel
However, new member recruitment is the Achilles' heel of airline loyalty programmes. After all, the output of any FFP Customer Relationship Management (CRM) initiative, no matter what its sophistication or expense, is inextricably linked to its input - the calibre of membership. In other words, an airline loyalty programme is only as good as the members recruited into it. The following research highlights the outcome of inadequate prospect targeting:

The average activation rate of new FFP members over 12 months is 40% - 50% (TLS).

The average activity rate of an entire FFP per year is 27% - 28% (webflyer.com)

The average FFP membership base churns by 15% - 25% per annum (McKinsey).

The problem is clear. Not all loyalty programme members are created equal. In fact, 50% - 60% of new recruits do not even fly the airline whose programme they join. These members erode airline profit because they voraciously consume acquisition budgets and incur servicing costs but generate no revenues. Therefore, they should not have been targeted and recruited in the first place. John Wanamaker's lament rings true: "Half the money I spend on advertising is wasted; the trouble is, I don't know which half."

This huge wastage occurs because marketing departments only have two recruitment methods at their disposal. Paper media (direct mail, inserts, direct response press, etc.) and corporate web sites. Unfortunately, neither of these channels has the ability to selectively target and cost effectively recruit the 20% of travellers who account for 80% of an airline's profits. Unable to isolate and pull the needle from the haystack, the normal approach has been to harvest the entire haystack. This has resulted in high levels of inactivity and churn and, consequently, expense.

Better targeting
Given the industry's cost cutting imperatives, airlines need to adopt a more targeted and cost effective approach to member enrolment. Consider the following:

It costs 10 times more to acquire new members than to keep existing ones (Bain & Co.).

5% - 20% of an airline's loyalty programme costs can be saved through better prospect targeting (McKinsey).

Lack of evidence suggests that FFP management do not have monthly reports detailing acquisition costs per active member by campaign type (TLS).

Increasing customer retention by 5% can increase profits by 25% to 95% (Bain & Co.).

It is worth noting that retention is a by-product of recruitment. It follows, therefore, that if the wheat can be separated from the chaff before entry into the FFP, churn will decrease. Subsequently, acquisition and servicing budgets will fall by eliminating inactive members.

The cost savings can then be invested in developing premium tier benefits to grow an airline's share of wallet. McKinsey has quantified the annual bottom line impact of implementing these CRM principles to be between US$100 million and US$250 million for a large carrier.

Innovative strategy
Trident Loyalty Systems (TLS) has conceived an innovative strategy and enabling technology that precision-targets and enrols only active flyers into an airline's loyalty database.

Quick to implement and easy to manage, TLS says the degree of targeting offered by the system is unsurpassed. It enables FFP management to segment, target, and enrol flyers depending on ticket type (i.e. premium, full-fare economy, or discounted economy).

The solution offers more than fifty different benefits. For example, by communicating with passengers at the right time, in the right place, with the right offer, and even in the right language, the system is able to:

Save approximately 40% of an airline's acquisition cost per active member.
Generate incremental advertising revenue and in-flight merchandise sales.
Issue a personalised and magnetically encoded membership card, and deliver a welcome pack to new members within 2 - 3 minutes of starting the enrolment process.
Recruit and fulfil new members as well as providing retention services to existing members.

TLS acknowledges that airline executives prioritise projects on multiple criteria, two of which are likely to include budget allocation and return on investment. In consideration of these factors, Trident Loyalty Systems:

installs and maintains the enterprise solution at its expense;
offers a performance related guarantee whereby transaction fees are only paid after results. And if no results are obtained, no fees will be due;
does not charge consultancy fees, thereby demonstrating its confidence in, and commitment to, a successful project;
forecasts a return on investment within 6 months of deployment.

The TLS solution requires minimal management time to execute because it dovetails into legacy systems and exploits existing assets to significantly improve operational efficiencies.

To discuss this new strategy further, please e-mail Philip Charlton by clicking here, quoting your name, your job title, your airline's name, and your company switchboard telephone number.

For more airline-related feature articles: www.airlinenewsdesk.com

Click here to tell a friend

Copyright � 2004 Philip Charlton

--------------------------------------------------------------------------------

About the author...

Philip Charlton is the managing director of UK-based Trident Loyalty Systems. He has applied his loyalty marketing expertise to clients such as Great Universal Stores, Emirates, Hyundai, Eurostar and British Airways during his career at Grey Direct, Carlson Marketing, and OgilvyOne.

The aim of Trident Loyalty Systems is to provide clients with time and cost savings from loyalty programme administration while generating revenue and enhancing member services.

Attracted to the accountability and measurability of direct marketing, Charlton decided to specialise in loyalty programmes and, more specifically, the optimisation of member acquisition. Given that a loyalty programme can only be as good as its members, he designed an acquisition process that only targets high profit potential customers for enrolment.

Charlton has conceived and executed a number of industry firsts. For example, a campaign to precision target an airline's First and Business Class passengers, acquire them into the airlines loyalty programme, and fulfil them with a fully personalised, paper welcome pack within 5 minutes. This campaign was able to target elusive premium cabin passengers with pin-point accuracy, recruit them with a 100% activation rate, and shorten an average fulfilment lead time of 30 days to a matter of minutes.

Feature article: Targeting - The Achilles' heel of frequent flyer programmes - Airline, air travel, and airport related daily news and information - free, unbiased news for the executive, aviator, traveller, air technologist, air systems developer and vendor, and investors in airlines, air travel or airports world-wide - provided by Airline Newsdesk (www.airlinenewsdesk.com).

Airport Kiosks

Neptune Turns On Savings with Dataprobe's iBoot;

June 14, 2004]

Neptune Turns On Savings with Dataprobe's iBoot; iBoot Remote Power Solution to Increase Remote Workstations' Uptime and Minimize Overhead Costs

PARAMUS, NJ --(Business Wire)-- June 14, 2004 -- Neptune Networks, Inc., operator of Internet communications kiosks within leading U.S. airports such as Los Angeles and Dallas Forth-Worth, has deployed the iBoot remote power solution from Dataprobe in all of their Internet kiosks throughout the country's major airports. The iBoot enables Neptune Networks to remotely reboot their computer-based kiosks, cutting operational costs by minimizing the need for on-site technicians and increasing system availability for these revenue-generating kiosks.

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Neptune Networks provides high-speed broadband Internet access to travelers within airport departure gates through their 200 plus Internet access kiosks at some of the nation's busiest airports. Commuters can check email and get up-to-the-minute news from Neptune's patented private communications stations using their own laptops and handheld computers or Neptune's state-of-the-art workstations.

Like any computerized workstation, Neptune's kiosks occasionally experience system lock ups where a simple reboot is the simplest and most effective solution to this failure. Instead of dispatching technicians where expensive service calls can eat away at profits for a simple reboot, Neptune has deployed an iBoot at each location. Not only does iBoot save Neptune money associated with outsourcing maintenance, but the device also provides a convenient and quick solution to these system lock ups. A single outlet switch, iBoot allows Neptune's IT staff to reboot any or all of their remote Internet kiosks from any computer connected to an Internet browser. The iBoot can also automatically detect a system malfunction with the computer system and be set to automatically reboot the system when it has become unresponsive.

According to Todd White, founder and Chief Operating Officer at Neptune Networks, iBoot goes a long way towards controlling company costs. "While we typically only have to reboot a handful of terminals across the country on any given day, the costs of dispatching technicians just to re-power our systems by the on/off switch can mount quickly," White says. "With iBoot, our Operations team can access the network from their offices and cycle power to any of our kiosks, managing the problem within minutes. It's a great little insurance policy."

Industry veteran with nearly twenty years experience in remote site management and President of Dataprobe, David Weiss, says the company stands to enjoy more rapid growth in the near future as the kiosk and wireless hot spot markets continue to increase. "Visionary companies like Neptune Networks are capitalizing on consumer expectations for 'anytime, anywhere' communications," Weiss explains. "As these companies expand their geographic footprints, cost-effective remote operation becomes increasingly vital to profitability. Something as seemingly simple as controlling power switches remotely can free businesses to grow more rapidly and secure market leadership."

As technology strives to keep up with consumer demand for ubiquitous communications, consumers will continue to see more and more remote workstations replacing human operated systems. iBoot empowers businesses to aggressively build out remote terminal models while keeping tight controls on management, maintenance and overall costs.

About Dataprobe

Dataprobe is a leading manufacturer of innovative technology solutions for today's demanding remote site management environment. Since 1969, Dataprobe has been providing communication managers, OEM developers and direct consumers with innovative remote technology products that help make their jobs easier, businesses more successful and overall work environment more productive. In listening to their customers' needs, Dataprobe provides specific product customization and devoted customer service.

Dataprobe offers an innovative product line to meet the high demands of the remote technology industry including remote reboot and power control, remote switch and relay control, alarm reporting and site monitoring. The company recently launched the iBoot, a compelling solution that remotely monitors, manages and controls corporate and personal computing devices and other electronic equipment.

Led by industry veteran David Weiss, Dataprobe, serves over 4,000 customers worldwide in the remote technology market sector. The company continues to lead the remote site management industry by leveraging their core expertise combined with their skilled research, engineering, sales and customer service professionals

Neptune Turns On Savings with Dataprobe's iBoot; iBoot Remote Power Solution to Increase Remote Workstations' Uptime and Minimize Overhead Costs

Airport Access in US

Report on Airport Access includes notes on Neptune Networks installations.

Mobile Computing
Contributing Editor James A. Martin offers tools, tips, and product recommendations to help you make the most of computing on the go.



Airport Web Access, Part II

We look at terminals in the Midwest, Southwest, and West Coast.

James A. Martin
Thursday, May 06, 2004

� Previous Page 1 2 3 Next �

Feature: Getting Online at the Airport, Part II
In my last column I checked out Web sites for six major East Coast airports. I went in search of information about where business travelers might find Internet access, either of the wired or wireless variety. In most cases, the sites did a poor job of providing that information and of making it easily accessible.

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This week I take a look at Web sites for four major U.S. airports in the Midwest and Southwest, and on the West Coast. I found the two best sites I've seen (Dallas/Fort Worth International and Los Angeles International), though even they have room for improvement. So I'll show you where to find the information on all these sites and save you the trouble of rooting around.

Chicago's O'Hare International
Finding information on Internet access at O'Hare's Web site is no easier today than it was 18 months ago, when I first wrote about airport Web sites.

First click Passenger Services on the top menu bar. Then on the gray menu bar, click Business Centers & Airline Clubs, which lists a Laptop Lane in Terminal 1 and a Hilton Business Center in Terminal 2, though the description of the latter says nothing about Internet access availability.

At the moment, T-Mobile is the primary wireless service provider at O'Hare, with hotspots in American, Delta, and United member lounges.

A spokesperson said there are pay phones throughout O'Hare with data ports for dial-up Internet access. Also, the airport is negotiating with wireless service providers to offer Wi-Fi access throughout public areas in O'Hare (and Midway, Chicago's other airport). The service should be up and running by late 2004 or early 2005.

Dallas/Fort Worth International Airport
There hasn't been much change to this site, either, in the last 18 months--and that's good news, given that this airport's Web site is among the best I've seen. It's not exactly flawless, though.

The navigation could use some work, for instance. To find Internet access, you must click Shops & Restaurants on the home page, then click a particular terminal, and finally select the Services tab for the central window. Each terminal offers at least some form of Internet connectivity, including high-speed wired kiosks from Neptune Networks, pay phones with dial-up connections and data ports, and wireless access from T-Mobile and Wayport at airline lounges as well as throughout entire terminals. The site often provides pictures of the kiosks and Internet access rates, too. In short, if you've got to be stuck at an airport with your notebook, get stuck in Dallas.

Los Angeles International Airport
LA's airport site is also among the better ones I've seen, with easy navigation and a fair amount of detail (though not as much as the Dallas/Fort Worth airport site). You have to root around under Passenger Services to find the Internet access options listed on its Business Center page.

At the site, I discovered The Travel Right Caf�, a cybercaf� in Terminal 4's Departure Level with 48 data ports/phone jacks and power outlets that can accommodate up to 68 users.

Neptune Networks offers wired broadband kiosks in Terminals 3, 7, and 8 and in the Tom Bradley International Terminal Mezzanine Level. Internet data port access is available at all public telephones throughout the airport, according to the site.

Boingo provides wireless hotspots in Terminals 1, 3, 5, and 7, while T-Mobile offers service at the American Airlines Admirals Club.

A spokesperson said there are plans to offer wireless Internet access in all public areas of the airport sometime in the next two years.

San Francisco International Airport
SFO's Web site does one of the worst jobs I've seen in pointing travelers toward Internet access. Judging from its Web site, San Francisco International--the gateway to Silicon Valley--doesn't offer much in the way of Internet access for travelers. But that's not the case.

The City by the Bay's airport Web site has added Wireless Internet Access to its list of services. But clicking it simply brings up a brief explanation and a link to the T-Mobile HotSpot's landing page, where you have to perform another search to find hotspot locations within the airport. The good news: T-Mobile has planted Wi-Fi hotspots in every public area of the airport, as well as in many airline lounges, according to an airport spokesperson. The hotspots are marked with signs so as to be easily located, he added.

Neptune Networks also offers an Internet kiosk in Terminal 3 and in the Virgin Atlantic Airways Clubhouse, according to its Web site.

The airport's services listing on its Web site also includes telephones equipped with data ports, but the site says no more than that they "are located throughout the terminals." In my experience, these pay phones are fairly plentiful and easy to find.

Online Resources
Here are hotspot locators for specific providers:

Boingo Wireless
Laptop Lane
Neptune Networks
Sprint PCS Wi-Fi Zone
T-Mobile
Wayport
Here are some more resources:

Need some Wi-Fi hardware? One of the best-stocked e-commerce sites I've seen is MobilePlanet.
The Wi-Fi Zone, operated by the nonprofit association Wi-Fi Alliance, offers a searchable database of hotspots.
PC World has a hotspot locator as well.
My "Guide to Wi-Fi Hotspots" includes tips and suggestions for finding hotspots.

Your Feedback
Do you have any tips or suggestions for finding or using a wired or wireless broadband Internet connection at the airport? If so, write me.

PCWorld.com - Mobile Computing: Airport Web Access, Part II

Airports

SITA and Cisco Systems Collaborate

March 30, 2004 10:00

New Terminal 1 at Toronto Pearson International Airport Showcases Cisco Intelligent Airport Solutions

SITA and Cisco Systems Collaborate to Implement Joint Solution to Streamline Operations, Improve Security and Drive New Services

TORONTO & SAN JOSE, Calif., Mar 30, 2004 (BUSINESS WIRE) -- Cisco Systems(R) and the Greater Toronto Airports Authority (GTAA) today announced that a Cisco(R) Intelligent Airport Solution will form the foundation to deliver dramatic operational and passenger benefits, making the new $4.4 billion (CAD) terminal at Toronto Pearson International Airport a next generation showcase for airports around the world.

Cisco Intelligent Airport Solutions -- a flexible, scalable and intelligent network solution specifically designed for the air transportation industry -- will help enable the GTAA to converge 14 separate networks and 11 information silos into a single, more secure network at the new terminal. This resilient communications infrastructure integrates data, voice and video to benefit the airport, airlines, travelers, tenants and partners. By integrating Cisco's networking solutions with SITA's new AirportConnect platform, the GTAA is able to make the promise of a common-use facility a reality, supporting both dedicated and shared-use systems including baggage and passenger processing.

"Airport executives are under heavy pressure to provide secure transportation while reducing costs, implementing new business processes and driving new services," said James Burke, vice president, Information Technology and Telecommunications at the GTAA. "We view the network as the foundation of our business and operations strategy to create a secure common-communications infrastructure, enable new applications, and offer a service-oriented environment for the airport."

"Cisco has worked closely with the GTAA to establish the new Terminal 1 as a world-class facility. As a result of our collaboration, the airport of the future is here today," said Terry Walsh, president of Cisco Systems Canada. "By providing technology, services and vision, Cisco is helping the GTAA drive new levels of efficiency, security and responsiveness for the air transportation industry."

"Working with GTAA and Cisco, SITA has created a truly open-system IT platform supporting the cost and efficiency advantages of a shared-use community, while accommodating the flexibility and control of a dedicated one," said John Jarrell, senior vice president, Airport and Desktop Services, SITA INC. "With Cisco Intelligent Airport Solutions and SITA's AirportConnect passenger processing, self-service kiosks, and integrated baggage solutions, GTAA becomes the leader in airport IT systems."

Cisco and SITA at Work at GTAA

The new Terminal 1 at Toronto Pearson will open on April 6, 2004. Cisco's networking systems and SITA's airport platforms and applications will help enable a wide range of operational benefits, including:

-- Enhanced safety and security for travelers, baggage and
airport workers and visitors.

-- Operational efficiency and flexibility, and reduced costs:
Optimize capacity (15 percent improvement at Toronto Pearson)
and productivity; deliver new applications or services at a
lower cost; decrease network, maintenance, and training costs;
streamline passenger flow.

-- New revenues and services: Offer customized services that
integrate voice, video and data to airlines, travelers and
tenants.

-- Network security, resiliency and responsiveness: Protect
against internal and external network and data infrastructure
threats and outages.

Cisco Intelligent Airport Solutions:

Cisco has designed this set of networking business solutions for the air transportation industry that provides a cohesive, resilient, and responsive airport operating environment. Cisco Intelligent Airport Solutions help enable the following:

Security Solutions

-- Physical Security: Networks for video surveillance and access
control systems.

-- Emergency Response: Wired and wireless communications network
to help enable security personnel to communicate rapidly with
passengers, airlines, government agencies or personnel, and
first responders.

-- Network Security: Consistent security services across the
network for network perimeter security, data privacy, network
monitoring, intrusion detection, and firewalls.

Networking Solutions for Common Use Environments

-- Flexible Gates: Integrated voice/data network with IP
Telephony integrated with common use check-in and gate
applications, such as SITA AirportConnect. This enables
multi-airline gate utilization, delivery of differentiated
services/applications to airlines, and reduced airline gate
costs over time.

-- Self-Service Kiosks: Fixed and wireless networking for
passenger check-in, ticketing and airport information services
via service counters, kiosks, and remote access sites to
improve passenger flow and space utilization.

-- Integrated Baggage Solutions: Common network infrastructure to
integrate baggage tracking and passenger reconciliation
applications with security infrastructure to enhance security,
improve customer service, and reduce the cost of mishandled
baggage.

Wireless Internet Access Solutions

-- Passengers: Cisco Mobile Office offers helps secure passenger
Internet access to increase passenger productivity and access
to airport services.

-- Operations: Wireless access to operational systems,
applications and data to decrease facility infrastructure
costs and increase operational flexibility.

The Cisco Intelligent Airports Solutions initiative is part of a larger set of Cisco solutions announced today under the program name "Cisco Intelligent Transportation" (See: Cisco March 30 press release titled: Cisco Unveils Comprehensive Suite of Networking Solutions for Transportation Industry).

For more information about Cisco Intelligent Transportation Solutions, go to: www.cisco.com/go/transportation.

About Cisco Systems

Cisco Systems, Inc (Nasdaq:CSCO) is the worldwide leader in networking for the Internet. Information on Cisco can be found at http://www.cisco.com. For ongoing news, go to http://newsroom.cisco.com.

About GTAA

The Greater Toronto Airports Authority is the private, not-for-profit corporation that operates Toronto Pearson International Airport. Groundbreaking took place in December of 1998 for the Airport Development Program, a 10-year, $4.4-billion project that features the new Terminal 1. Toronto Pearson handled 24.7-million passengers in 2003. For more information, visit www.gtaa.com.

About SITA INC

SITA INC (Information Networking Computing) is the world's leading provider of air transport focused applications, communications and IT infrastructure, enabling its customers to realize greater operational efficiencies and enhanced profitability. Building on a heritage of innovation, the company provides services to air transport customers and to related industries, as well as government authorities, offering a unique portfolio of solutions. SITA INC is registered in Amsterdam, The Netherlands and recorded revenues of US $697 million in 2002. Further information can be found at www.sita.aero.

Cisco, Cisco Systems, and the Cisco Systems logo are registered trademarks of Cisco Systems, Inc.

SOURCE: Cisco Systems, Inc

Cisco Systems Canada
Willa Black, 1-416-306-7732
[email protected]
or
SITA
Karl Moore, +44 (0) 208-757-8024
[email protected]
or
GTAA
Steve Shaw, 1-416-776-3709
(Corporate Affairs & Communications)
[email protected]

Airports

Borders to Capitalize on Airport Retail Sites

By Greta Guest, Detroit Free Press

Feb. 27--CINCINNATI -- Borders Group Inc. plans to expand its airport retail presence this year, as more airports invest in upscale mall-like shopping for travelers.

Borders and other retailers are going where the customers are. And airports attract millions of people a year who have longer waits in terminals since 9/11.

For example, the Cincinnati airport has about 21 million travelers a year and recently spent $25 million to upgrade its SkyShops. The shops attracted $58 million in sales last year, said Michael Mullaney, manager for commercial and business development at the Cincinnati/Northern Kentucky International Airport.

Tony Camilletti, senior vice president of JGA Inc., a retail design firm in Southfield, said Borders is primed to capitalize on airport retail locations.

"I think it opens up a huge opportunity for a company like Borders with this built-in expertise and notoriety for this niche to just come in and really blanket the earth with their airport presence," Camilletti said.

The Ann Arbor-based retailer, with $3.7 billion in annual sales, opened a temporary store at Cincinnati airport a year ago. It moved into its permanent location two months ago.

The store has the same look as a typical Borders Books and Music, but on a smaller scale without the music, cafe or cushy chairs. Instead, the 1,700-square-foot store focuses mostly on best-sellers, business, travel, children's and regional categories. It also sells a few magazines and gifts.

The layout has roomy aisles for people pulling luggage, good lighting and two paperback kiosks out front to draw shoppers in.

Ressy Layton of York, Pa., was passing through Cincinnati on her way to a workshop in Boulder, Colo. She saw the bright, white Borders sign that juts out into the terminal and made a beeline for it.

"Oh, I love Borders," said Layton, who had 2 1/2 hours between flights. "I'm coming in here versus one of the newsstands because I expect a lot more variety. If I see something, I'll get it for the plane."

Retailing in an airport environment has its challenges. Besides being smaller, it takes more planning. Deliveries, getting employees through security each day and storage are all different from a store elsewhere.

And the biggest challenge is that people are in a hurry. If the merchandise doesn't grab their attention immediately, they will pass by, said Fred Marx, a Farmington Hills-based retail expert.

"People are busy. They have more credit cards than time," Marx said. "Unless their flight is delayed, they don't want to hang out in a store. They aren't buying eight books, they are buying one book. . . and it had better be in stock."

Terry Bell, Borders senior manager for the airport program, said the airport stores are really taking off, but are still a small part of the Borders operation.

The nation's second-largest bookseller opened its first airport store in 1997, a Waldenbooks at Reagan National Airport in Washington, D.C. It operates five Waldenbooks locations in airports, but they will all convert to the Borders name this year, he said.

The first Borders airport store opened in Cincinnati in September 2002. The company now has six such stores, including those in Newark, Boston, Houston and Orlando. Borders plans to open its seventh airport store in Las Vegas next month and the eighth at Dulles in Washington, D.C., this summer. Another five to 10 locations are planned this year, Bell said.

There are no current plans for a store at Detroit Metropolitan Airport, but like any expanding retailer the company continually evaluates new locations.

Meanwhile, Borders Group continues to leave American malls as more consumers prefer to shop at off-mall stores. Borders will close as many as 40 of its Waldenbooks locations in malls this year.

Doug Hope, show director for GlobalShop, an annual store design and visual merchandising conference, said more retailers are looking at airport stores because they are more profitable with a steady stream of customers throughout the year and more items sold at full price. Traditional stores make a bulk of their revenue during the holidays.

"There is enormous opportunity to propel your brand to millions and millions of people," Hope said. "I don't think it's a good idea to be a major retailer in this country without having some way to touch those millions of people."

Still, even if Borders operates the only bookstore in an airport, it must grab the attention of people walking by with luggage. The store discounts the top 10 books on the New York Times best-seller list by 15 percent in its airport stores.

Regular Borders Books shoppers will notice some differences when they visit the airport stores. They are, by nature, smaller operations. While a typical Borders store is 25,000 feet, the airport stores range from 600 to 3,500 square feet. They carry an average of 8,000 titles, versus over 110,000 in a Borders superstore.

Airport stores focus on the top 10-50 best-sellers, said Sue Dasse, vice president of Waldenbooks.

"We can offer the things they are seeing in the news or on a recent TV program. That is where we focus. Something that is topical that they can read and take on the plane with them," she said. "They are a good demographic for us. There are a lot of readers who go through airports."

Delta pilot Chuck Hughes is the kind of reader Borders loves. He said he stops at every bookstore in every airport he visits and "spends more time packing books than clothes."

Hughes said he thinks the selection at Borders is better than at other airport bookstores. "It's a welcome addition. I wish they were in every airport," he said.

Borders was recognized last week by industry publication Airport Revenue News, based in Palm Beach Garden, Fla., as the best retail specialty brand operator.

"Borders is the perfect match for what the customer in airports want. Book buying is the second activity after eating at airports," said Pauline Armbrust, publisher of Airport Revenue News.

She said the improved retail environment at airports began in 1992 when Airmall opened at the Pittsburgh airport. Since then, many well-known retailers opened stores. Some thrived and some failed. Recently, the Gap, Victoria's Secret and Staples have all exited the airport retail environment, she said.

"It's not a destination kind of situation. People go to the mall to go shopping," Armbrust said. "People aren't at the airport to shop. But people are becoming more educated about the fact that you can really enjoy your time in the airport with entertainment and shopping choices."

Cruise Line Kiosks

Photo process on Carnival Cruise Lines and Imageware

Hello Sailor!

Imageware Digital Imaging and Facial Recognition Technologies to Revolutionize Photo Selection and Procurement Processes for Guests Sailing aboard Carnival's Newest "Fun Ship"

ImageWare Systems Inc. (AMEX: IW) today announced that it has signed an agreement with Carnival Cruise Lines, the world's largest cruise operator, to conduct a pilot project aboard the new Carnival Miracle to enhance the photo purchasing experience for guests and speed the photo procurement process. The pilot project, which encompasses a photo-retrieval kiosk that utilizes "facial-recognition" software, is part of Carnival's ongoing effort to leverage technology to maximize guest satisfaction.

"We're looking forward to testing this innovative new technology aboard Carnival Miracle. Our objective is to enhance our guests' experience by utilizing state-of-the-art technology that reduces the time and energy it takes to physically search for keepsake photos," said Bob Woodry, Carnival's vice president of Photo/Video Services. "As an innovator in digital imaging and facial recognition technologies, ImageWare is the only company that combines professional photography expertise with innovative software capabilities that meet our demands. This is a terrific concept and if successful, we anticipate implementing the system aboard our other 'Fun Ships'."

Under the terms of this agreement, ImageWare will leverage a combination of its facial recognition and digital imaging capabilities to develop a system that will store all professional keepsake photos taken of guests vacationing aboard Carnival Miracle beginning this spring. To access the system, a guest simply steps up to a stand-alone photo-retrieval kiosk, which will capture an image of his or her face. This image is then compared, using facial recognition technology, to all faces in all photos that have been captured on the cruise. Once the search is complete, photos containing the guest, including group and individual shots, will appear on the screen and be available for review and purchase.

"We are very excited to be working with Carnival and eager to implement the project," said Paul Devermann, SVP and general manager of ImageWare's Professional Digital Imaging Group. "By leveraging our technologies and core competency in software development, ImageWare is uniquely positioned to create innovative products that will open new markets for the Company, such as cruise lines and theme parks. Our digital imaging, identification and biometric solutions have been validated and successfully deployed across multiple markets including government, law enforcement and professional photography."

Carnival is the world's most popular cruise line, with 19 "Fun Ships" operating three-to 16-day voyages to The Bahamas, Caribbean, Mexican Riviera, Alaska, Hawaii, the Panama Canal, Canada, New England and Bermuda from homeports throughout North America. The line's 20th "Fun Ship," the 2,124-passenger Carnival Miracle is slated to debut from Jacksonville, Fla., Feb. 27, 2004.

About ImageWare Systems Inc.

ImageWare Systems Inc. (AMEX: IW) is the leading global developer of digital imaging, identification and biometric software solutions for the corporate, government, law enforcement, professional photography, transportation, education and healthcare markets, among others. ImageWare's secure credential and biometric product lines are used to produce ID cards, driver licenses, passports, national medical health cards, national IDs and more. The company's law enforcement and biometric product lines provide the public safety market with booking, investigative and identification solutions that can be accessed and shared via PC, Web and wireless platforms. ImageWare's professional digital imaging product line provides professional photographers with automated, in-studio and mobile solutions to facilitate the transition from film-based photography to digital imaging. Founded in 1987, ImageWare is headquartered in San Diego, with offices in Canada, Germany and Singapore. For more information visit www.iwsinc.com.

Safe Harbor Statement

This news release may contain forward-looking statements made pursuant to the "safe harbor" provisions of the Private Securities Litigation Reform Act of 1995. While these statements are meant to convey to the public the company's progress, business opportunities and growth prospects, readers are cautioned that such forward-looking statements represent management's opinion. While management believes such representation to be true and accurate based on the information available to the company, actual results may differ materially from those described. The company's operations and business prospects are always subject to risks and uncertainties. Important facts that may cause actual results to differ are set forth in the company's periodic filings with the U.S. Securities and Exchange Commission.

Contacts

ImageWare Systems Inc.
Joyce Chang-Watts, 858-673-8600
[email protected]
or
Andrea Alfonso, 858-673-8600
[email protected]

Posted by timdaw at January 22, 2004 03:17 PM | TrackBack

KNO - KioskNews.Org: Hello Sailor!

Traveler Info Kiosks

TDOT's information technology team designed the ATM-size computers.

Timely information available to travelers

ERIC PARSONS / STAFF
Nick Meade of Spring, Texas, checks out the new kiosk yesterday at the state welcome center along Interstate 40 in Smith County.
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By KELLI SAMANTHA HEWETT
Staff Writer

Beginning today, the Smith County welcome center along Interstate 40 east of Nashville will offer new information updates, including weather, traffic, road construction, state parks and local tourist events.

The state Department of Transportation is scheduled to unveil its first GoSmart kiosk at 11 a.m.

TDOT's information technology team designed the ATM-size computers. They were inspired by the department's popular interstate cameras, which show current interstate road and traffic conditions on the Internet.

''It was so helpful to people, we started thinking, 'How can we get more immediate information to drivers?' '' said Kim Keelor, TDOT's public information officer.

The answer was the GoSmart kiosks, which cost about $7,000 each.

Officials chose to launch the kiosk program in Smith County because it has the state's busiest welcome center, with about 2 million visitors a year.

After a trial period of about six months, TDOT will expand the service, localizing some information, such as area festivals. Motorists will also have the opportunity to check on weather and road conditions in other Tennessee cities.

Details of the system are being refined, based on public reaction.

''We will use the information we gain about how TDOT GoSmart is working here to finalize plans for our other 12 welcome centers,'' said Judy Steele, director of TDOT's community relations division, said in a news release.

Motorists can share their opinions and ideas on GoSmart at the Smith County welcome center.

The screens are being shared by TDOT, the state Department of Tourism and the Department of Environment and Conservation.

The screens will eventually include information on the nationwide Amber Alert system for missing children.

For a look at TDOT's new GoSmart welcome center kiosk, visit www.tennessee.gov/tdot after 11:30 a.m.

Story
Timely information available to travelers - Tuesday, 12/16/03

Black Limousine Kiosks

Passengers could walk down to a lobby kiosk to order cars or review the status of their phone orders.

December 04, 2003 16:53

The Hub Connection Selects PlanSoft's Technology and Online Meeting Planning Product Suite
Jump to first matched term

NEW YORK, NY AND CLEVELAND, OH -- (MARKET WIRE) -- 04-12-2003 -- The Hub Connection, a premiere ground transportation and limousine company, has selected the PlanSoft� Corporation, the leading Internet-based solutions provider for the meetings industry, to expand the planning tools available on its Internet web site, www.hubconnect.com. By leveraging PlanSoft's extensive technology and Internet distribution channels, The Hub Connection will enhance its online presence for key account customers while providing targeted exposure for its services.

The Hub Connection currently serves large corporations by offering online access to high quality transportation services. Corporations can request and contract point-to-point transportation for individuals, small and large groups. The agreement calls for offering various additional sourcing and planning technology modules for key accounts. New functionality includes hotel and supplier selection, a Request for Proposal system, and access to a variety of promotional packages, all of which will be "Powered by PlanSoft."

"We chose PlanSoft because the company's technology solutions are the proven standards in the meeting planning industry," noted Kathi Markou, Vice President, The Hub Connection. "PlanSoft's web-based products will enable us to offer additional services to our key accounts, providing greater visibility for our firm."

A unique luxury transportation company, The Hub Connection dominates the New York metropolitan ground market for Fortune 500 travelers. Customers will now be able to reserve luxury sedan services as part of a supplier search engine with over 60 categories. The Hub Connection key account base will also benefit from the integration of its permissions-based security system with the PlanSoft product suite. Customers will be able to use a universal user name and password for both The Hub Connection and PlanSoft's various products.

"The Hub Connection is an exciting new partner for PlanSoft as they provide penetration into the relatively untapped luxury sedan industry," said Edward J. Tromczynski, PlanSoft President and COO. "This agreement provides both PlanSoft and The Hub Connection with a solid plan for harnessing the buying power of the corporate marketplace."

About The Hub Connection

Started in 1996, The Hub Connection was the brainchild of two transportation industry veterans who recognized the need for a ground transportation clearinghouse in the New York marketplace. Starting with an idea for a call center to represent free market sedans and limousines, the organization grew into a multi-million dollar company within a year.

The Hub Connection's place in the NY metro black car market was assured when in 1997, a major financial house contracted to showcase the on-demand lobby kiosk. Passengers could walk down to a lobby kiosk to order cars or review the status of their phone orders.

With passenger expectations managed and proven cost savings techniques in hand, The Hub Connection developed Sentinel�, a unique passenger and driver identification system for line-up operations. Sentinel increased the safety and security of the passenger and driver by authenticating the driver and his eligibility status before the passenger enters the car. The system allows companies to follow their employee's ride volume with greater ease.

The Hub Connection is positioning itself in the international marketplace with their global upscale limousine service. Visit www.hubconnect.com or contact The Hub Connection at 718-383-6200 for additional information.

About PlanSoft Corporation

PlanSoft� is the leading Internet-based business-to-business solutions provider for the professional meeting planner in the $110 billion meeting and convention industry. At its planner destination site, mpoint.com, the company enables meeting professionals to communicate and transact business throughout the procurement and planning process with both U.S. and international meeting facilities, hotels and related industry suppliers.

PlanSoft's Meeting Management Solutions�, or MMS�, and the qReg� products reflect the natural evolution of the planning industry by giving organizations more direct control over their costs and productivity. MMS provides corporations and associations private-labeled versions of many of mpoint's online tools with the ability to budget, schedule, report and track internal and external meeting information. qReg streamlines the corporate housing and registration process.

In addition to the company's mpoint� and various private label solutions, PlanSoft's Facility Sales Solution�, or FSS�, is an enterprise-wide product designed to assist facility chains to better manage and control the sales process. The series of integrated product modules allows the sales force to search individual facility information databases including key selling features and competition, manage and promote distressed inventory, manage and track RFPs, and build personalized corporate portal pages for key accounts.

PlanSoft has strategic alliances with many of the most influential organizations in the industry. All of PlanSoft's comprehensive information databases, meeting planning solutions and online tools are available to meeting professionals at www.mpoint.com. More information regarding Facility Sales Solution, Meeting Management Solutions, and qReg is available at the company's corporate web site, www.plansoft.com or by contacting PlanSoft at 330-405-5555.

PlanSoft�, mpoint� and MMS� are registered trademarks of PlanSoft Corporation. Facility Sales Solution�, FSS�, Meeting Management Solutions�, Meetings For You�, News To Use�, qReg�, and To The Point� are trademarks of the PlanSoft Corporation.

Contacts:
Kathi Markou
The Hub Connection
718-383-6200
[email protected]

Alison R. Martin
PlanSoft Corporation
561-638-2284
[email protected]

Parking Kiosks

Miami International Airport has opened its new central collections plaza, which should make its parking garages easier to use.

PARKING TOLL PLAZA: Miami International Airport has opened its new central collections plaza, which should make its parking garages easier to use.

The plaza allows credit card use in both automated and staffed booths. The $22 million project, a year and a half in construction, offers 16 exit lanes and six new entry lanes in both of the main garages, called Dolphin and Flamingo.

Customers using a credit card insert it into a terminal upon entering the garage. The card is returned, but no cardboard ticket is issued. Upon exiting, the customer uses the credit card in an exit terminal, and can pay either cash or credit at a staffed cashier booth, or with the card at an automated kiosk.

To see more of the South Florida Sun-Sentinel -- including its homes, jobs, cars and other classified listings -- or to subscribe to the newspaper, go to http://www.sun-sentinel.com.

Check-in kiosks are edging out humans

Travelers returning to the skies this Thanksgiving will encounter more people in the ticket lines - and far fewer people behind the ticket counters.

Travelers returning to the skies this Thanksgiving will encounter more people in the ticket lines - and far fewer people behind the ticket counters.

Still recovering from the travel fall-off in the United States and coping with additional security measures instituted after the terrorist attacks of Sept. 11, 2001, airlines are installing a record number of check-in kiosks this year, as they race to make the machines more available to wait-weary passengers and trim their own personnel costs.

The machines also are getting more versatile. Kiosks that could previously only print boarding passes can now automatically rebook passengers who have missed flights, let them choose a seat, and spit out coupons that can be redeemed for a beer or headphones onboard.

"The capability of the software will make these stations something that will be increasingly a one-size fits all," said Jim Brown , a spokesman for Kinetics, a Lake Mary, Florida-based company that builds and installs the machines for 10 airlines. His company expects to install 1,500 of them in 2003, up 50 percent from last year.

Still, kiosks have their drawbacks. Passengers going overseas or checking more than two bags are generally out of luck, doomed to wait in line to see a ticket agent. And because the kiosks have become so prevalent, real live people behind ticket counters are fewer and farther between, meaning passengers could have a long wait to see one.

They will never take care of absolutely everyone," Brown said. Wayne Morris, 62, of Boston, said at Logan International Airport this week that he was among those the kiosks will never satisfy.

"They're not user-friendly," he said, after waiting 20 minutes in line to see a human check-in agent at the Delta Air Lines counter.

"Older people need somebody to talk them through the process, and I like the personal touch."

Forrester Research in San Francisco estimates more than 3,000 kiosks are in use in the United States.

Passengers who use the machines say that the biggest advantage is time saved. A spokeswoman for Delta, Katie Connell, said it took users of that airline's machines less than two minutes to check in at a kiosk on average, compared with an average of 10 minutes to check in with a human being."I try to use the kiosk because of the obvious," said Stan Cohn, a businessman from Scotch Plains, New Jersey, who waited at Logan airport on Monday to pick up his boss."It's significantly quicker because you do it all yourself and it takes care of all the incidentals for you."

ikki Brush, from Park City, Utah, says she seeks out kiosks at every airport.But her companion, Sean Rayner, said he was sticking with curbside check-in.

"A lot of times, you have to carry your own bags to security after using kiosks," he said. "Skycaps will do that for you."

Rayner's aversion points out one of many shortcomings of the kiosks. Since most of the machines cannot read the magnetic strips on passports, international travelers generally cannot use kiosks to check in. Passengers who need to check more than two bags will usually have to wait to see a human agent as well. And the kiosks do not accommodate unaccompanied children younger than age 15 in most cases.

But in general, passengers can skip the check-in line, swipe a credit card or frequent-flier card through a slot on the side of a kiosk and follow a series of prompts to check-in for their flight. Most machines let travelers check up to two bags and choose their own seats, and some airlines have been adding more advanced features.

Continental's machines let travelers buy coupons for in-flight beverages, while machines for US Airways, Delta, Continental and United allow passengers to rebook themselves if they have missed flights. In some cases, the machines will automatically rebook a passenger on the next available flight if the first is canceled due to bad weather or mechanical problems.

Still, the kiosks' limitations will have to be eliminated if the airlines want them to be truly successful, said Henry Harteveldt, principal analyst at Forrester Research. "It's really important that people recognize that kiosks will help 80 percent of the people now," he said. "That's not acceptable.

story link and more

Airlines Spoof Themselves

Do you find vacation just too expensive? Well, how does 21 dollars to San Jose sound? 35 dollars to Phoenix? 27 to Las Vegas? Introducing SkyHigh Airlines Super Scrimper Fares.

Check out the satirical look at Airlines that is being produced by Alaska Airlines. This is new slant on things by a major corporate travel entity. Funny and humorous and sometimes closer to truth than fiction.

here is their SkyHype

Chairman Barium promotes himself to Grand High Executive Lord & Chieftain
Not-so-surprise move brings hefty pay raise and even more unchecked power. Employees �elated,� says Barium.
MORE...

COMING SOON: SkyHigh's SODA SACK
Innovative air-sickness bag/beverage carafe approved by Honduran version of FDA.

SkyHigh slashes price of in-flight magazine by 8%
Back editions of "Good Intentions" now available to preferred passengers at a discount rate. "You're welcome," says Chairman Barium.

SkyHigh implements new "Wheel of Seating"
Funtastic giant roulette wheel determines who wins and who loses in oversold situations.

SkyHigh Introduces ExecuLock Personal Storage
Coin-operated overhead bins.

"Plane of tomorrow" previewed
Subway-style stand-up seating; space-wasting bathrooms replaced with convenient external catheters; a communal chowder bowl-all are part of SkyHigh's grand vision of the future.

SkyBay
SkyHigh's new auction site allows you to bid on used uniforms, lost luggage and items from lost and found.

Link to Sky High Airlines dot com

Multi-Carrier Check-In on Airlines

Northwest Offers Check-In On Multi-Carrier Itineraries

nwa.com Check-In now issues boarding passes for connecting flights on six partner airlines in addition to Northwest

ST. PAUL, MINN. � (November 6, 2003) � Northwest Airlines today said that it is offering customers the ability to check in at its Web site for travel involving multiple airlines.

As a result of a recent enhancement to its nwa.com Check-In service, e-ticketed customers, regardless of where they purchase their ticket, can now obtain boarding passes at www.nwa.com for both their Northwest flight, and at the same time, for their connecting flight on any of six partner airlines.

The partners included in the initial launch of the new service include KLM Royal Dutch Airlines, Continental Airlines, Delta Air Lines, Alaska Airlines, Horizon Air and Hawaiian Airlines.

�This smart enhancement will extend the convenience, speed and control of nwa.com Check-In to even more Northwest customers,� said Al Lenza, vice president of distribution and e-commerce. �Services such as global Web check-in available up to 36 hours prior to departure demonstrate that nwa.com Check-In continues to offer travelers self-service functionality not found at any other airline.�

AIRPORT KIOSKS OFFER SERVICE AS WELL

Simultaneously, Northwest announced that its 755 airport self-service check-in kiosks, located at 188 airports, are also able to provide customers with boarding passes on itineraries involving both Northwest and the six partner airlines.

�Since its 2000 launch, nearly seven million Northwest customers have printed their boarding pass from the convenience of their home or office through nwa.com Check-In,� Lenza added. �A record 67% of our customers used nwa.com Check-In or one of our self-service check-in kiosks during October to speed their way onto a Northwest flight.�

Immigration and Homeland Security

Department of Homeland Security announced plans for a high-tech system

USATODAY.com - Soon, new rules for foreigners

Soon, new rules for foreigners
By Mimi Hall, USA TODAY

WASHINGTON � Millions of foreign visitors to the United States, already under strict scrutiny since the 2001 terrorist attacks, soon will have to be fingerprinted and photographed to get through the nation's airports and seaports.
The electronic fingerprint scanner will allow inspectors to check identities of visitors against those on terrorist watch lists.
By Stephen J. Boitano, AP

On Tuesday, the Department of Homeland Security announced plans for a high-tech system that will help track the 24 million foreigners who enter the country with work, student or travel visas each year.

Congress ordered the system after the Sept. 11 attacks, when officials learned that two of the 19 hijackers had violated the terms of their visas. The program's goal is to prevent potential terrorists from entering the country and to register foreigners who are allowed in. It also requires foreigners to check out when they leave so officials can look for people who stay after their visas expire.

The program replaces a controversial measure that required people in the United States from 25 mostly Muslim countries to register with the government.

Asa Hutchinson, head of border security at the department, called it a "dramatic step forward" in tightening security.

But airport managers and travel industry officials say they're concerned that the program will cause delays and discourage tourism. Civil libertarians worry that the information collected won't stay private.

The first part of the new entry-exit system will be launched at 115 airports and 14 major seaports on Jan. 5. Border agents will use a digital camera on a desktop tripod and an electronic fingerprint machine not much bigger than a pack of cigarettes to collect biometric information. The data will be compared with lists of known and suspected terrorists and other lawbreakers. Within seconds, the agent's computer will indicate whether there was a "hit."

Foreigners from 27 countries deemed low-risk will not have to be photographed or fingerprinted. But they will have biometric information put in chips in their passports by late 2004.

The exit part of the new system will require visitors to go to a self-service kiosk, swipe their passports and provide their fingerprints. The kiosks will operate at only about 30 airports in January. Officials said the technology for that part of the program is still being developed.

The most difficult part of the program � setting up the system at border crossings � must be done by 2005. It will be complicated and expensive because there are no lanes or booths for agents to check people on their way out of the country. Studies show that adding an exit system could add hours of waiting time.

Congress, concerned about how the program was being managed, cut its funding this year. President Bush requested $480 million for 2004; Congress approved $330 million.

Rick Webster of the Travel Industry Association said his group supports the idea of registering foreign visitors. But he expressed concern that there may not be "enough equipment, personnel and training to support expeditious processing."

If people face three or four-hour waits at airports, he said, "it only adds another disincentive for people to come here."

---

Note: KIS has qualified products in Travel and Transportation. If you are interested please contact info at gokis.net

Airline Turnstile Check-In

Talk of new turnstile check-in.

TheSunLink.com

At least one carrier will have subway-like turnstiles at gates, giving passengers the power to board themselves, according to Kinetics Inc., a Lake Mary, Fla.-based provider of airport technology whose clients include Continental Airlines, Delta and Northwest.

read article for rest

Parking Kiosks

Cherry Creek parking kiosks delayed

Denver Post article on Parking Kiosks

Cherry Creek parking kiosks delayed
Machines fail final tests; shoppers to be given free parking through Christmas

By Karen E. Crummy
Denver Post Staff Writer
Cherry Creek shoppers are getting an early Christmas gift.

Parking kiosks that were supposed to be installed this month - and last month and the month before - failed their final operational test.

That means shoppers can continue parking for free through the Christmas season.

But while store patrons are celebrating the holiday windfall, the city of Denver is left holding a lump of coal.

City officials asked the company from which they're leasing the kiosks, Denver Capital Leasing Corp., to terminate the contract with TCS, the supplier of the kiosks.

Now officials are back to square one, facing the distinct possibility that they have to start the entire process again.

"We're working with all the relevant parties to see what alternatives there are," said Lindy Eichenbaum Lent, spokeswoman for Mayor John Hickenlooper. "We have a lot of decisions to make."

The city has not yet paid for the machines.

Advertisement

The kiosks were supposed to be in place Aug. 1 under terms of the contract. But the machines continued to fail operational tests, with the final one last Friday.

Getting the kiosks into place by early next year, however, is critical for the city, said assistant city attorney David Broadwell.

Two hundred parking spots in a Cherry Creek lot, costing $4.7 million, are under the same financing agreement as the kiosks.

The parking spaces will be offered on a monthly basis to employees of Cherry Creek North merchants.

The 77 kiosks are supposed to generate enough money to cover the lease-purchase payments of the spaces in the lot. The payments start Nov. 4, 2004, and continue for 15 years.

"It is incumbent, economically, that we generate (kiosk) revenue as soon as possible," Broadwell said.

Although the pay-to-park stations are intended to create more turnover in the shopping district, there was concern that installing them in late October before the holiday shopping season might hurt retailers.

As a result, the Cherry Creek North Improvement District, which has been working with the city on the parking issue, was not upset by the delay.

"I think from our perspective, we're glad they aren't going in at this time of year. The timing wasn't what it was originally planned to be," said marketing director Christina Brickley.

Airline Check-In and Educating Consumers

Although airline check-ins via the Web are available for almost all carriers, passengers have been slow to use the service. Most passengers still need education about the benefits of using Web boarding passes.

Story Link

THE INTERNET TRAVELER
Passengers aren't lining up yet for Web check-in

Times Headlines

Afloat on Society's fringe


Polynesia


Cruise lines launch floating behemoths to pack in options


TRAVEL LOG


Big homecoming for Picasso


more >







TRAVEL INDUSTRY

INTERNET COMPUTER NETWORK TRAVEL INDUSTRY AIRLIN

AIRLINES

INTERNET COMPUTER NETWORK

By James Gilden, Special to The Times

You can stand in line for the airport check-in counter if you really want to, or you can check in on the Web up to 24 hours or more in advance on nearly every major airline, dodging yet another travel hassle.

Despite the time and trouble Web check-in saves, it seems to be slow catching on, even though all of the major airlines offer it (except Southwest, which plans to introduce it later this year).

Among the first to offer Web check-in was Delta, which began using it in spring 2001. More than 1 million passengers used the Web for check-in on Delta the first eight months of this year, just a fraction of the more than 70 million passengers who flew the airline through August.

Thomas Gay of Fort Worth, a million-mile flier on American Airlines, regularly shops the Internet for fares and travel bargains, and considers himself a sophisticated and Web-savvy traveler. Still, he was intimidated by the idea of printing a boarding pass from his home computer.

"I had been thinking about doing it for a long time," he says. "I'm so conditioned to having [a boarding pass] that prints out of their system."

His concerns mirror those of other air travelers.

"Airlines do face a big challenge with Web check-in," says Henry Harteveldt, principal analyst at Forrester Research in San Francisco. "They really need to educate travelers not only that the service exists but that there are benefits to its use. If they don't, they risk that consumers may, somehow, perceive that Web check-in is either less effective, less valid or riskier than airport check-in."

The widespread availability of Web check-in was spurred partly by changing Transportation Security Administration rules that went into effect earlier this year. Passengers are required to have a boarding pass to get through security checkpoints. Some passengers, especially those who are not checking their bags, find it simpler to use the Web to have their boarding pass in hand.

So Gay gave it a shot. Using his home computer, he went to the American Airlines Web site, clicked "flight check-in," entered his frequent-flier number and password, and printed his pass.

He figures he saved as much as 40 minutes round trip. "At the airport I got out of the car and went directly to screening," he says. "The screener looked at it and my ID and sent me right through."

Web check-in may be growing in popularity, but it's dwarfed by the popularity of another recent technology innovation: self-service kiosks.

Kiosk check-in is now offered by most major domestic airlines, and its usage far exceeds that of Web check-in. Delta reports 7.4 million passengers used the kiosks in 2002, and 14.2 million passengers have used them so far in 2003, nearly 13 times the number of fliers who used Web check-in.

Experts say the airlines could be doing more to get people to use Web check-in, such as rewarding Web check-in with opportunities to earn frequent-flier miles.

"One major flub has been that airlines offer only a limited number of opportunities to earn bonus miles with Web check-in," Harteveldt says.

Gay was attracted to Web check-in by an offer of 500 bonus frequent-flier miles. Now he's a convert.

"I really like it," he says, after using it for his last three trips.

"It's one less stop you have to worry about if you got held up in traffic. It's an extra cushion at check-in."

Here are some tips on using the Internet to get a boarding pass. (The steps vary by airline, so check the carrier's Web site.)

� Finding Web check-in: Go to your airline's home page; the check-in is usually very evident. You'll need an electronic ticket, and some airlines require you to be a member of their frequent-flier programs.

� Printing the boarding pass: This requires only an inkjet or laser printer and standard 8 1/2-by-11 white paper.

� Checking bags: You can check luggage at curbside or at the kiosk baggage check counter.

� Getting a seat assignment: Many airlines allow you to check and change your seat assignment. If your airline's site does not support seat assignment, you will have to speak to an agent.

� Getting an upgrade: Many of the airlines' systems support electronic upgrades. If you want to upgrade using frequent-flier miles or need to pay for it, you will probably have to speak with an agent.

� Replacing a lost boarding pass: You'll have to see an agent at the airport to get a duplicate.

� Navigating changes in your schedule: If you can't make your flight or have changes, call the airline. All the usual fees for changes apply, though there are no penalties for having used Web check-in.

� Flying internationally: Only Northwest allows Web check-in for select international destinations. American, Continental, Delta, United and US Airways do not.

Airport Spend Levels

Airports with highest retail sales

Monday, July 14, 2003
Top ten airports for consumer spend level.

Also see http://www.airportretailnews.com/2003_best_concess.pdf for best concession awards and http://www.airportretailnews.com/2003_best_airports.pdf for best airports large/medium and small.

Monday, July 14, 2003

FLY BUYS.(airports with highest retail sales)
The Daily News Record

Those two-hour advance check-ins and endless security delays are starting to
pay off for airport retailers. Despite a tough economy and the aftermath of
9/11, airports are holding their own as a source of retail revenue. Reports
from industry experts say there was a slow but definite takeoff in traveling
over the past year and, with it, a surge in sky mall shopping. According to
Airport Revenue News of West Palm Beach, Fla., these are the 10 airports
with the highest retail sales, excluding duty-free products, for 2002.

1) ATLANTA HARTSFIELD INTERNATIONAL AIRPORT

2002 sales: $184.6 million

Boarding passengers: 38 million

Hartsfield has about 200 concessions on its huge, well-organized concourses,
and shopping them is no problem because it's also got an underground transit
system that would put most cities to shame. Among the national names: The
Sports Zone, Johnston & Murphy, Wilsons Leather and Brookstone.

2) LOS ANGELES INTERNATIONAL AIRPORT

2002 sales: $174.2 million

Boarding passengers: 30.9 million

Accessorize at LAX? Why not? Your options here include: Via Voyage sunglass
shop, Sunglass Hut, Watch Station and Spirit of the Red Horse, which sells
American Indian-themed jewelry and gifts.

3) CHICAGO O'HARE INTERNATIONAL AIRPORT

2002 sales: $161.5 million

Boarding passengers: 33.3 million

One of the nation's busiest airports, O'Hare's retail mix includes
Montblanc, Tie Rack, Sunglass Hut, Watch Station and Wilsons Leather.

4) JOHN F. KENNEDY INTERNATIONAL AIRPORT

2002 sales: $139.7 million

Boarding passengers: 14.6 million

Terminal One's international travelers have lots of disposable income. And
last year they spent it at shops such as Coach, Ferragamo and Hermes, and
restaurants like Anton's Bistro Cafe, Brooklyn Beer Garden and Napa Valley
Grill.

5) DALLAS/FORT WORTH INTERNATIONAL AIRPORT

2002 sales: $126.9 million

Boarding passengers: 28.8 million

Texas-themed souvenir stands and down-home, Southern-style eateries join
shops such as Brooks Brothers, Fossil, PGA Tour Shop, Official Dallas Cowboy
Pro Shop, Sharper Image and Wilsons Leather.

6) SAN FRANCISCO INTERNATIONAL AIRPORT

2002 sales: $119.1 million

Boarding passengers: 17 million

Here you can buy local or national. Coast-to-coast retailers like Montblanc,
Sunset Shades, Discovery Channel Store and Wilsons Leather get a shot of Bay
Area color from the San Francisco Museum of Art Store, The Crab Pot,
Tomokazu, Allegro Restaurant and Willow Street Woodfired Pizza.

7) LAS VEGAS McCARRAN INTERNATIONAL AIRPORT

2002 sales: $116.2 million

Boarding passengers: 17.5 million

If travelers don't want to spend their change at the dozens of slots around
McCarran Airport (which ring up $30 million a year), they can shop at stores
like Fossil, Lids and the PGA Tour Shop.

8) MIAMI INTERNATIONAL AIRPORT

2002 sales: $111.7 million

Boarding passengers: 16.5 million

Miami is upgrading its retail operations with 37 new stores in 39,000 square
feet of space. Management says it's going after high-end jewelry and
designer labels. Opening in October: Brasif, a store selling leather
apparel, and fine soaps and scents.

9) NEWARK LIBERTY INTERNATIONAL AIRPORT

2002 sales: $111.1 million

Boarding passengers: 15.2 million

Men's fashion brands dominate at Newark, where you can wait for your gate
announcement while shopping the likes of Kenneth Cole, DKNY, Johnston &
Murphy and Occhiali da Sole.

10) DENVER INTERNATIONAL AIRPORT

2002 sales: $105.1 million

Boarding passengers: 18 million

The airport's diverse mix of retailers includes Bikekulture, Tie Rack,
Discovery Channel Store, Sunglass Hut, Sunshades and the Colorado
Collection, which does a $3 million-a-year business in jewelry made by local
artists.

Source: AIRPORT REVENUE NEWS, West Palm Beach, Fla.

Linebusters at Gas Pumps

Saving Time at the Pump September 26, 2003
CHICAGO -- ExxonMobil's latest venture truly proves that time is money.

ExxonMobil has partnered with Timex on a Timex Speedpass Watch, which incorporates the retailer's transponder payment technology.

The Timex Speedpass Watch works the same as ExxonMobil's regular Speedpass. Customers wave their watch at the pump or in the store at the "Place Speedpass Here" sign to make purchases, reports trendwatching.com.

The Speedpass watch can be used at 7,500 Exxon and Mobil stations across the country, as well at more than 440 McDonald's restaurants in Chicago and northwest Indiana.

Although trendwatching.com writes that it "has never been a fan of James Bond-like gadgets posting as 'consumer goods of the future,' but an easy-to-use payment system built into mundane have-to-wears like watches and phones

http://www.nacsonline.com/NACS/News/nd0926038.htm

CUSS Compliance Standards

Common Use Self Service (CUSS) describes the specifications and standards for multiple airlines sharing one physical self-service Kiosk. Member airlines will develop a Common Use Self-Service Platform to include, but not be limited to, check-in functionality. Future developments may include other functions, both business and technical.

KIS provides a CUSS-compliant product. Technical details, specifications and CUSS-standards as currently formulated are available upon request, or by visiting our private site.

Airports - Hudson Acquires WHSmith in US

Hudson Group Acquires WHSmith US Stores

Hudson Group Acquires WHSmith.s U.S. Airport Stores

EAST RUTHERFORD, N.J. (September 19, 2003) - Hudson Group here plans to expand its North American airport and commuter station retail operations by acquiring WHSmith.s U.S. airport retail business.

Hudson Group signed an agreement to acquire 180 WHSmith stores in 23 airports for $64 million. The deal is contingent upon regulatory approval and the assignment of leases from the stores. respective airport authorities, Hudson said.

The acquisition would put Hudson Group.s total store count at 450. Hudson currently operates shops using the Hudson News, Euro Caf� and National Geographic names.

WHSmith, London, will maintain no operations in the United States after February 2004, according to a company spokesman. In a separate announcement from the United Kingdom, where WHSmith is publicly traded, WHSmith said it will sell its U.S. hotel retailing operations to former management for $12.5 million.

WHSmith.s annual sales have declined for four consecutive years.