Provider: - Institution: University of Zagreb. Faculty of Transport and Traffic Sciences. - Data provided by Europeana Collections- Zračni promet jedan je od kapitalno intenzivnih industrija u svjetskom gospodarstvu. Promatrano iz šire perspektive okarakteriziran je kao najbrža i najsigurnija grana prometa za prijevoz ljudi i robe koja značajno pridonosi razvoju globalne ekonomije, političkoj stabilnosti i povećanju društvenih vrijednosti. Poslovna strategija svih dionika u zračnom prometu značajno se promijenila od njegova početka do 2016. godine. S aspekta prijevoznika razvili su se novi oblici poslovnih modela upravljanja zračnim prijevoznicima, većina zračnih luka je privatizirana te su razvojem sekundarnih komercijalnih aktivnosti promijenile svoju prvobitnu poslovnu politiku dok je kontrola zračnog prometa uz pomoć kontinuiranog razvoja tehnologije osigurala nesmetan, siguran i učinkovit prijevoz ljudi i robe. Razvoj zračnog prometa bilježio je kontinuiran rast do početka 2008. godine kada se zbog globalne ekonomske krize financijski sustav urušio te je ovu najskuplju granu prometa značajno ugrozio. Pokazuje to i veliki broj zračnih prijevoznika koji su zbog financijske krize bankrotirali te zračnih luka koje su bilježile značajne gubitke. Iako je danas u poslovanju glavni fokus na profitu, potrebno je osigurati optimalan omjer između ponude i potražnje koju dionici u zračnom prometu mogu pružiti svojim korisnicima, prvenstveno misleći na raspoloživost kapaciteta i razinu efikasnosti poslovanja zračne luke. Glavni generator za privlačenje zračnih prijevoznika je proaktivna politika pregovaračkog tima zračne luke koji zajedno s upravom donosi strateške odluke u smjeru širenja poslovanja te provođenja aktivnosti prema zračnim prijevoznicima. Dosadašnja iskustva pokazala su da je komunikacija između pregovaračkog tima zračne luke i prometnog sektora u smislu determiniranja specifičnosti pružanja usluge (prvenstveno uvida u slobodne kapacitete) neučinkovita. Posljedica takve komunikacije je stvaranje velikih gužvi u vršnim opterećenjima, kašnjenja te nekontrolirano uvođenje novih zrakoplova u vršnim satima kada su zračne luke prekapacitirane. Gledajući kratkoročno navedeno se odražava plaćanjem penala zbog loše izvršene usluge dok dugotrajno značajno utječe na reputaciju zračne luke. S ciljem rješavanja navedenog problema, u radu je prikazan način stvaranja jedinstvenog modela koji osigurava brzi i kvalitetan izračun slobodnih kapaciteta zračne luke tijekom postupka pregovaranja sa zračnim prijevoznicima te potiče kontinuiranu komunikaciju između pregovaračkog tima i sektora prometa. Cilj ovakvog pristupa je precizno ustanoviti potencijalne raspoložive kapacitete zračne luke, zrakoplove kojima se mogu popuniti s ciljem povećanja efikasnosti rada zračne luke te točno odabrati koji je poslovni model zračnih prijevoznika adekvatan za određeno razdoblje. Takvim pristupom izbjeglo bi se narušavanje raspoloživog kapaciteta zračne luke. Uz pomoć provedenog istraživanja i izrađenog modela potvrđeno je da je moguće upravljati optimizacijom kapaciteta te da pregovarački tim već u ranoj fazi definiranja parametara može imati veliki utjecaj na smanjenje opterećenja operativnih službi i zagušenja postojećih kapaciteta. Iako je dovođenje novih zrakoplova samo jedan dio odrađenog posla, pokazalo se da zračne luke ne prate rezultate koje ti zrakoplovi ostvaruju na određenim linijama. Uprava i pregovarački tim zračne luke do sada nisu imali alat pomoću kojega bi pravovremeno mogli detektirati negativan trend poslovanja određenih linija zračnog prijevoznika. Izrada modela u ovoj doktorskoj disertaciji pokazala je da je putem kontinuiranog monitoringa i kvalitetno izrađenog programa poticaja moguće pravovremeno prevenirati ukidanje linija i pomoći zračnim prijevoznicima u održivosti na tržištu što će rezultirati obostranim poslovnim zadovoljstvom kako samih poslovnih subjekata u zračnom prometu tako i njihovih korisnika.- Air traffic is one of the capital-intensive industries in the world economy. From the wider perspective, it is characterized as the fastest and safest traffic branch for the transport of people and goods, which contributes significantly to the development of the global economy, political stability and increase in social values. The business strategy of all air traffic stakeholders has been significantly altered since its beginnings until year 2016. From the aspect of air carriers, new form of business models in air carrier management have been developed; most airports have been privatized, and by developing secondary commercial activities they have changed their primary business politics, while the air traffic control has enabled easy, safe and efficient transport of people and goods with the help of continuous technology improvement. The air traffic development has continuously grown since the beginning of the year 2008, when, due to the global economic crisis, the financial system collapsed and significantly jeopardized this most expensive traffic branch. This has been shown by a large number of air carriers who went bankrupt due to the financial crisis and airports which recorded major losses. Although the main focus in business is placed on making a profit, it is necessary to ensure an optimal ratio between supply and demand, which the air traffic stakeholders can offer their users, primarily available capacities and level of efficiency in the airport business. The main generator for attracting air carriers is proactive politics of a negotiating team of an airport, which along with the management board makes strategic decisions in the view of business expansion and conducting activities aimed at air carriers. The previous experience has shown that the communication between the negotiating team of an airport and the airport operational (traffic) sector in terms of determining specific service offers (mainly an insight into free capacities) is inefficient. The consequences of such communication are cluttered congestions in peak hours, delays and uncontrolled introduction of new aircraft at peak hours when airports are overcrowded. In the short term, the above mentioned is reflected in payment of penalties due to badly offered service and low quality, while in the long term it affects significantly the airport reputation. In order to solve this problem, this paper presents a way of creating a unique model which ensures fast and quality calculation of the airport free capacities during the negotiations with air carriers, and encourages a continuous communication between the negotiating team and the traffic sector. The aim of this approach is to determine precisely potential available airport capacities, aircraft which can be filled with the aim of increasing the efficiency of the airport operations, as well as choose the right business model of airlines which is adequate for a certain period. By using such approach, the disturbance of the available airport capacities may be avoided. With the help of the conducted research and the designed model, it has been confirmed that it is possible to manage the optimization of capacities and that in the early stage of defining the parameters the negotiating team can have a large influence on the load reduction of operational services and cluttered existing capacities. Although the introduction of new aircraft is only one part of the work done, it has been shown that airports do not monitor the results made by these aircraft on certain routes. So far, the airport management board and the negotiating team did not have a tool which could be used so as to detect the negative business trend of certain routes of air carriers in time. The creation of a model in this PhD thesis has shown that, by continuous monitoring and a quality made incentive programme, it is possible to prevent the cancellation of routes in time and help air carriers in the market sustainability, which will result in mutual business satisfaction, not only of the mere air carriers, but also of their users.- All metadata published by Europeana are available free of restriction under the Creative Commons CC0 1.0 Universal Public Domain Dedication. However, Europeana requests that you actively acknowledge and give attribution to all metadata sources including Europeana