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| Core Values |
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| Core Values : Entertaining |
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| Our facilities should have a beat and rhythm and exemplify our passion for customer service while being a unique and vibrant place through which to travel.
STRATEGIC PRIORITY
Win return customers by making the terminal and other public areas exciting places to visit both before and after security, and by experimenting with new ways to deliver the best customer service quality, especially in light of security requirements.
ACTION STRATEGIES
- Require customer service training for Authority and tenant employees.
- Improve terminal concessions by improving quality, variety, convenience and appearance.
- Add customer service performance targets in future concession contracts and develop a process to assess the performance of such contracts.
- Increase visual and audio exposure of Middle Tennessee's role as a music industry leader.
STRATEGIC PRIORITY
Win the excitement of the airport community for Middle Tennessee's incredible business, cultural, sports and entertainment venues.
ACTION STRATEGIES
- Increase the displays of Middle Tennessee's assets.
- Make information easily visible to all travelers, not only the ones who deplane at Nashville International Airport.
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| Core Values : Exercising |
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Our most important assets - our employees and facilities - should be kept in top shape. Our employees should have the skills to perform their duties flexibly to meet the highest professional and ethical standards. Our facilities should be optimally managed, made secure and maintained for their entire life cycle.
STRATEGIC PRIORITY
Develop a contingency planning mindset that anticipates and adapts to the turbulence and policy changes in the aviation industry.
ACTION STRATEGIES
- Provide ongoing tailored training to all employees and stakeholders, through in-state and out-of-state educational resources.
- Periodically review and make improvements to our performance-based management incentive program.
- Delegate authority as far down in the organization as possible to create a culture of responsibility and accountability.
- Develop contingency plans.
STRATEGIC PRIORITY
Foster an asset management, life-cycle approach in construction and operations to achieve secure, flexible and convenient facilities.
ACTION STRATEGIES
- Procure and install all necessary security equipment, and ensure effective utilization of pilot programs and other innovations.
- Review and analyze construction and operations activities.
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| Core Values : Enterprising |
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We should have an entrepreneurial mindset that emphasizes innovation and financial efficiency.
STRATEGIC PRIORITY
Operate airports and provide services in the most cost-effective manner.
ACTION STRATEGIES
- Remain lower-cost.
- Be measurement-based.
STRATEGIC PRIORITY
Operate greater financial flexibility.
ACTION STRATEGIES
- Renegotiate airline lease agreements.
- Seek additional non-aviation revenues.
STRATEGIC PRIORITY
Serve Middle Tennessee's many entrepreneurs and visitors.
ACTION STRATEGIES
- Identify passenger route service gaps and aggressively fill them.
- Foster links with tourist operators and support tourist infrastructure.
- Create partnerships with key economic sectors, such as healthcare, distribution and music.
- Serve new cargo customers with service to Southeast Asia, Europe and Latin America.
- Grow corporate aviation business in a time-sensitive manner.
STRATEGIC PRIORITY
Explore opportunities for operating additional airports through acquisitions or by providing management consulting services.
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| Core Values : Intersecting |
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We should be the center of Middle Tennessee's ideas and activities, and support its communities.
STRATEGIC PRIORITY
Develop hub services on airport and adjacent to the airport.
ACTION STRATEGY
- Develop a better business center and meeting place(s) in the terminal.
Consider a self contained or free-standing center at other airport locations outside the terminal area.
- Develop office space on airport property.
STRATEGIC PRIORITY
Foster inter-modal transportation.
ACTION STRATEGIES
- Encourage air cargo service.
- Foster improved highway access to the terminal, air cargo and General Aviation areas.
- Study improved ground, rail and transit links to the airport.
STRATEGIC PRIORITY
Take advantage of our status as a Southwest Airlines "Focus City."
ACTION STRATEGIES
- Market to transfer passengers.
- Utilize effective marketing programs to encourage air travelers to use Nashville International Airport.
STRATEGIC PRIORITY
Support Nashville International Airport and John C. Tune Airport's roles as hubs for corporate aviation.
STRATEGIC PRIORITY
Support community events and institutions directly or indirectly related to our mission.
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