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18 | I NSIGH T • A p r i l 2 0 15 w w w . i n s i g h t o n b u s i n e s s . c o m FACE TIME Once the new facility is online and operational, we will begin using the new designation of Appleton International Airport. It signifies not only the new capacity, but the Outagamie County Board moving forward after engaging the business community and public. well as some air cargo operations. Once the new facility is online and operational, we will begin using the new designation of Appleton International Airport. It signifies not only the new capacity, but the Outagamie County Board moving forward aer engaging the business community and public. ey determined this is an important direction for us to pursue. Of course there are challenges for regional airports as the major carriers continue to change their business model. Our strategy will always go back to working with local business and our community to develop their vision of an air service product. We group those stories together and take them to our current air service providers, talk with air service operators not currently serving the airport and work to always provide a quality air service product. As a regional airport, we are not competing just with airports an hour and a half away, we are competing with every airport in the country. ere are only three airlines le with a full network. ose airlines are reducing the number of 50-seat regional jets — which are no longer profitable — and are switching to the 75- to 100-seat jet. We need our community to know that if we want to continue with a quality air product, we need to be able to fill those larger jets and compete well from a national perspective. We have had recent successes such as Allegiant Air adding additional flights around Christmas and spring break. We've had great success with Delta upgrading to a narrow-body, mainline aircra. To us, that shows the community supports the service and values the quick, close convenience the airport offers. Our strategy has to be about more than air service. We want to diversify our revenue stream to keep our costs low not only to retain current air carriers, but attract new carriers. at means helping tenants (such as our fixed-base operator), grow by improving facilities, and adding new tenants such as FVTC's $32.5 million public safety training center. We see ourselves as an economic driver for the region. Our economic impact is more than $400 million in output. ere are more than 2,600 employees in businesses located here. We need to make sure that we can continue to foster its growth. e future of the air service here are those 75- to 100-seat narrow- body mainline aircra. We will need to communicate the importance of supporting and filling the seats out of Appleton. If we don't, we could see the airlines replace multiple flights made by the smaller jets with one larger aircra. I think we are going to see a shi in passenger trends where the passengers would prefer the quick, close convenience that we can provide. When you join WPS's NatureWise® Renewable Energy Program, you're making a bold commitment to environmental stewardship — and speaking volumes about your company's values. at's because the energy you purchase through NatureWise comes from clean, safe, locally sourced wind and biogas. It's an affordable way to invest in a sustainable future. And your customers will take notice. Make a bigger impact with your customers — and a smaller one on the environment. Learn more at wisconsinpublicservice.com/naturewise. MAKE A BIGGER IMPACT. LEAVE A SMALLER FOOTPRINT.