Proposal of the Branson Regional Airport Transportation Development District • July 2013

APPLICATION UNDER 

SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

DOCKET DOT-OST-2013-0120

SUMMARY INFORMATION

A. PROVIDE THE LEGAL SPONSOR AND ITS DUN AND BRADSTREET (D&B) DATA UNIVERSAL NUMBERING SYSTEM (DUNS)

NUMBER, INCLUDING +4, EMPLOYEE IDENTIFICATION NUMBER (EIN) OR TAX ID.

Legal Sponsor Name: Branson Regional Airport

Transportation Development District

DUNS Number: 078720910

EIN/Tax ID: 26-0392980

B. LIST THE NAME OF THE COMMUNITY OR CONSORTIUM OF COMMUNITIES APPLYING:

1._BRANSON, MISSOURI__

C. PROVIDE THE FULL AIRPORT NAME AND 3-LETTER IATA AIRPORT CODE FOR THE APPLICANT(S) AIRPORT(S) (ONLY 

PROVIDE CODES FOR THE AIRPORT(S) THAT ARE ACTUALLY SEEKING SERVICE).

1. Branson Airport (BKG)
Proposal of the Branson Regional Airport Transportation Development District • July 2013

D. LIST THE 2-DIGIT CONGRESSIONAL DISTRICT CODE APPLICABLE TO THE SPONSORING ORGANIZATION, AND IF A 

CONSORTIUM, TO EACH PARTICIPATING COMMUNITY.

1. MO-07

E. APPLICANT INFORMATION: (CHECK ALL THAT APPLY)

Not a Consortium Interstate Consortium Intrastate Consortium

Community now receives subsidized Essential Air Service

Community (or Consortium member) previously received a Small Community Air Service 

Development Program Grant

If previous recipient: Year of grant(s): 

F. PUBLIC/PRIVATE PARTNERSHIPS: (LIST ORGANIZATION NAMES)

PUBLIC PRIVATE

1. Branson Transportation Development Dist. 1. Branson Airport

2. Taney County

3. City of Branson

4. Branson/Lakes Area Chamber

5. Branson/Lakes Area CVB

G. PROJECT PROPOSAL: (CHECK ALL THAT APPLY)

Marketing Upgrade Aircraft New Route

Travel Bank Service Restoration Subsidy

Surface Transportation Regional Service Revenue Guarantee

Launch New Carrier Start-up Cost Offset First Service

Study Secure Additional Service Other (explain below)

H. EXISTING LANDING AIDS AT LOCAL AIRPORT:

Full ILS Outer/Middle Marker Published Instrument Approach

Localizer Other (specify)
Proposal of the Branson Regional Airport Transportation Development District • July 2013

I. PROJECT COST: DO NOT ENTER TEXT IN SHADED AREA

LINE DESCRIPTION SUB TOTAL TOTAL AMOUNT

1 Federal amount requested $750,000

2 State cash financial contribution $0

Local cash financial contribution

3a Airport cash funds $125,000

3b Non-airport cash funds $250,000

3 Total local cash funds (3a + 3b) $375,000

4 TOTAL CASH FUNDING (1+2+3) $1,125,000

In-Kind contribution

5a Airport In-Kind contribution** Various

5b Other In-Kind contribution** Various

5 TOTAL IN-KIND CONTRIBUTION 

(5a + 5b) Various

6 TOTAL PROJECT COST (4+5) $1,125,000

J. IN-KIND CONTRIBUTIONS**

For funds in lines 5a (Airport In-Kind contribution) and 5b (Other In-Kind contribution), please 

describe the source(s) of fund(s) and the value ($) of each.

Advertising and marketing matching funds from media companies.
Proposal of the Branson Regional Airport Transportation Development District • July 2013

K. IS THIS APPLICATION SUBJECT TO REVIEW BY STATE UNDER EXECUTIVE ORDER 12372 PROCESS?

a. This application was made available to the state under the Executive Order 12372

Process for review on (date) _____________.

b. Program is subject to E.O. 12372, but has not been selected by the state for review.

c. Program is not covered by E.O. 12372.

L. IS THE APPLICANT DELINQUENT ON ANY FEDERAL DEBT? (IF “YES”, PROVIDE EXPLANATION)

No Yes (explain) 

_____________________________________________________________________________________________
Proposal of the Branson Regional Airport Transportation Development District • July 2013 1

TABLE OF CONTENTS

Introduction 2

Letter on Eligibility to Participate in SCASD Grant Program 3

The Branson/Southwest Missouri Air Service Market 5

Current and Historical Service 6

Inbound Tourist Overview 9

Air Service Needs and Deficiencies 11

Regional Airline Capacity 11

Per Capita Capacity 11

Average Midwest Fares 12

Branson Visitor Trends 14

Strategic Air Service Development Plan 15

Marketing/Advertising Plan 15

Potential for Additional Service 16

Public/Private Partnership 20

Conclusion 21

LEGAL SPONSOR

The Branson Regional Airport Transportation Development District (TDD) is the legal sponsor 

responsible for administering this Grant. The TDD is a public government entity.

Branson Regional Airport Transportation Development District (TDD)

4000 Branson Airport Boulevard

Hollister, Missouri 65672

Pamela Laboi, Secretary

(417) 334-8051

plaboi@flybranson.com

Section Page Number
Proposal of the Branson Regional Airport Transportation Development District • July 2013 2

INTRODUCTION

The region surrounding Branson Airport is home to 600,000 people, but the Airport serves many 

more than those who live in southwest Missouri. It is the hub for one of the largest tourist draws in

the middle of America, as Branson brought in 7.3 million tourists in 2012. While the region had 

been a “drive destination” for many years, it is in the process of a transition in which more 

travelers than ever before are arriving through the region’s airports.

The challenge to growing Branson tourism from outside the Midwest has been the decline in 

airline capacity at the region’s two main airports – Branson Airport and Springfield National 

Airport. Airlines have cut available seats at both airports by 44% since the summer of 2011. 

Together, in that period, the two airports have lost an average of 978 departing seats per day –

even as Southwest Airlines inaugurated service at 

Branson Airport. Branson Airport has just 14% the number 

of seats per capita as the rest of the region.

Branson Airport has low cost service on Southwest and 

Frontier Airlines, but fares in the region have continued to 

increase despite the presence of those carriers. In the 

last four years, the average fare in southwest Missouri is up 20%, to $220 each way. The 

southwest Missouri fare is 27% above the regional average fare.

As the closest airport to the main tourist draws of the region, Branson Airport has become the 

lifeline for hundreds of tourism-related businesses. Those businesses, represented by the 

Branson/Lakes Area Chamber, are partners in this application for federal Small Community Air 

Service Development (SCASD) Grant funding. The Airport has never before been awarded a 

SCASD Grant. It has developed $375,000 in local funding to match a request for $750,000 in 

federal funding supporting marketing and advertising of current service, and a revenue 

guarantee for service to a new non-stop market.

The return on investment for the DOT under this application would be 18-to-1. Each incremental 

enplaned passenger at Branson Airport generates an average of $628 in new spending. New 

service would generate an estimated 36,208 new roundtrip passengers. These roundtrip 

passengers would generate $22.7 million in additional spending in the Branson area. 

“High fares have suppressed 

airline passengers, and hurt 

the tourist-driven economy 

of the region.”
Proposal of the Branson Regional Airport Transportation Development District • July 2013 3

LETTER ON ELIGIBILITY TO PARTICIPATE IN SCASD GRANT PROGRAM
Proposal of the Branson Regional Airport Transportation Development District • July 2013 4
Proposal of the Branson Regional Airport Transportation Development District • July 2013 5

THE BRANSON/SOUTHWEST MISSOURI AIR SERVICE MARKET

Current and Historical Air Service

More than 600,000 people live within a 90-minute drive of the Branson Airport, but local residents 

only represent a small portion of the market for air service. Branson is one of the largest tourist 

destinations in the Midwest, drawing almost 7.3 million people to the market each year. In the 

last two decades regional tourism – people driving to Branson – was responsible for the market’s 

growth, but the establishment of the Branson Airport, in 2009, has helped pull in new visitors to 

the region by air. 

The Branson Airport has a somewhat unique market area, spanning a wide region in 

southwestern Missouri and northwest Arkansas (see Map 1). Within 30 minutes’ drive of the 

Branson Airport – the 

area shaded in the 

deepest blue – the 

current population is 

99,825 as of the 

latest US Census

estimates. The 60 

minute drive time 

radius – seen in the 

next darkest shade 

of blue – is currently 

home to 403,042 

people, while the 90 

minute drive time 

population is 603,512 

as of the most recent

US Census estimates. 

The Airport serves a 

large population that 

is isolated from the service of major airports, such as Kansas City and St. Louis. But the local 

population generates only a small portion of the overall passenger demand – as many of the 

passengers using the Branson Airport, in particular, are inbound to the region as tourists.

MAP 1: Branson Airport’s Catchment Area, by Drive Time

Source: Sixel Consulting Group, 2011 US Census Estimates
Proposal of the Branson Regional Airport Transportation Development District • July 2013 6

As of summer of 2013, 

Branson Airport has nonstop service on two carriers 

to five destinations from the 

East Coast to the Rocky 

Mountains (see Map 2). 

The Airport was chosen as 

one of 22 that Southwest 

Airlines retained as it

integrates AirTran into its 

network. That transition, 

completed earlier this year 

in Branson, has resulted in 

the end of AirTran service to 

Atlanta and 

Baltimore/Washington. At 

the same time, Southwest 

added a daily flight to Dallas Love Field.

It’s important to remember the 

Branson Airport cannot be 

analyzed in a vacuum. It is a part 

of a larger air transportation 

network in southwestern Missouri 

that also includes the Springfield 

National Airport. The two airports 

are separated by about 70 

minutes of highway, but 

Springfield is the more established 

airport with, traditionally, a wider 

breadth of service. The 

combined Springfield-Branson 

route map shows non-stop service 

from the region to 12 cities (see 

Map 3). While Branson has 

MAP 2: Current Service at the Branson Airport

Source: Sixel Consulting Group; OAG Schedule Data, July 2013

MAP 3: Current Service at Springfield and Branson, Combined

Source: Sixel Consulting Group; OAG Schedule Data, July 2013
Proposal of the Branson Regional Airport Transportation Development District • July 2013 7

service to Chicago Midway, Springfield has service to O’Hare. Similarly, Springfield has service to 

Orlando/Sanford while Branson has service to Orlando International, and Springfield has service 

to Dallas/Ft. Worth 

instead of Branson’s 

Dallas Love. Springfield 

duplicates service to 

Denver, but with United, 

instead of Frontier.

In all, Branson Airport 

capacity will be up 

10.5% in August 2013 as 

compared to August 

2012 (see Figure 1), 

despite the loss of nonstop service in four 

markets: Atlanta, Austin, 

Baltimore/Washington, and Milwaukee. Total daily departures will actually be down in August of 

2013, as carriers serving Branson operate larger aircraft. Branson will have an average of five 

daily departures in August of 

2013 to five destinations. 

Capacity will have 

increased on routes to 

Dallas, Houston, and 

Chicago, while capacity will 

be cut on the Orlando route, 

which sees its Saturday-only 

service end in August.

Springfield National Airport 

has 38% more daily 

departing seats than 

Branson Airport, but while 

Branson’s capacity has been 

FIGURE 1: Branson Airport Schedule Comparison, 8/12 vs. 8/13

Source: Sixel Consulting Group; OAG Schedule Data, July 2013

FIGURE 2: Springfield Airport Schedule Comparison, 8/12 vs. 8/13

Source: Sixel Consulting Group; OAG Schedule Data, July 2013

Non-Stop Departures Seats Departures Seats Capacity

Carrier Destination Per Day Per Day Per Day Per Day Change

Branson Air Express AUS 0.3 8 0 0 -100.0%

MQY 0.2 6 0 0 -100.0%

Branson Air Express Total 0.5 1 4 0 0 -100.0%

Frontier DEN 1 138 1 138 0.0%

Frontier Total 1 138 1 138 0.0%

AirTran/Southwest ATL 2 234 0 0 -100.0%

BWI 0.1 1 5 0 0 -100.0%

DAL 0 0 1 143 100.0%

HOU 1 117 1 142 21.4%

MCO 0.1 1 5 0.1 9 -40.0%

MDW 1 117 2 286 144.4%

AirTran/Southwest Total 4.2 498 4.1 580 16.5%

Branson Total 5.7 650 5.1 718 10.5%

Aug-12 Aug-13

Non-Stop Departures Seats Departures Seats Capacity

Carrier Destination Per Day Per Day Per Day Per Day Change

American DFW 7 314 6.8 335 6.7%

ORD 2.8 136 3.8 181 33.1%

American Total 9.8 450 10.6 516 14.7%

Delta ATL 3.9 194 4.8 240 23.7%

MEM 0.9 4 4 0 0 -100.0%

Delta Total 4.8 238 4.8 240 0.8%

United ORD 3.8 190 3.7 187 -1.6%

DEN 1.9 9 4 1.9 9 7 3.2%

United Total 5.7 284 5.6 284 0.0%

Allegiant LAS 0.6 9 6 0.4 7 0 -27.1%

PIE 0.4 6 4 0.4 5 9 -7.8%

SFB 0.4 6 4 0.4 5 9 100.0%

LAX 0.3 5 4 0 0 -100.0%

AZA 0.3 4 8 0.3 4 8 0.0%

Allegiant Total 2 326 1.5 236 -27.6%

Springfield Total 16.6 1014 16.9 992 -2.2%

Aug-12 Aug-13
Proposal of the Branson Regional Airport Transportation Development District • July 2013 8

increasing, Springfield’s capacity has been declining. In August 2013, Springfield will have 2.2% 

fewer daily departing seats than it had in August 2012 (see Figure 2 on previous page). While 

American has increased its seats at Springfield, the largest cuts come from Allegiant, which has 

total August capacity down almost 28% in August 2013. Allegiant has pulled all service from 

Springfield to Los Angeles.

The loss of service, and the impact of Allegiant’s smaller regional footprint, can be seen in 

average fares in southwest Missouri. In the last four years, the combined Branson-Springfield 

average one way fare has climbed by 20% to $220, or an average of $37 each way (see Figure 

3). Higher average fares have caused Springfield passengers to decline by 8% since 2009, while 

Branson passengers have grown by 162% in that period.

Together, the airports generated an average of 1,263 passengers per day each way (PDEW) in 

2012 (see Figure 3). The overall market grew slightly from 2011, adding an average of 58 PDEW 

for a 5% annual growth rate. Springfield is still the dominant airport in the region, as the Branson 

Airport captured 24% of total passengers to and from southwestern Missouri in 2012.

While Branson is thought of as a tourist market with predominately drive visitors, data shows the 

opposite to be the case. Branson is able to draw visitors from all over the country due to its 

FIGURE 3: O&D Passengers and Average One Way Fares, BKG+SGF

Source: US DOT OD1A, Calendar Year 2004 – Calendar Year 2012
Proposal of the Branson Regional Airport Transportation Development District • July 2013 9

family-friendly attractions 

and low overall costs. 

While it is true Branson 

draws well from Missouri, 

Arkansas, and Illinois – all 

areas within a day’s 

drive – it also draws 

heavily from places such 

as south Texas, Southern 

California, the northern 

tier including Minnesota 

and Wisconsin, and from 

Florida (see Map 4). The 

success of non-stop 

service at the Branson 

Airport to cities such as 

Denver, Dallas, and 

Houston has illustrated the fact that tourists will seek out the most convenient route to the place 

where they want to 

vacation. 

There are a number of 

potential unserved 

airline markets from 

which Branson draws 

heavily. According to 

the “heat map” 

compiled by the 

Branson/Lakes Area 

VCB, those markets 

include Los Angeles, Las 

Vegas, Tampa/St. 

Petersburg, Dallas/Ft. 

Worth, New York City, 

Minneapolis/St. Paul, 

MAP 4: Branson Visitors by Origin County

Source: Branson/Lakes Area VCB, Calendar Year 2011

FIGURE 4: Top 25 O&D Passenger Markets, BKG+SGF

Source: US DOT OD1A, Calendar Year 2012
Proposal of the Branson Regional Airport Transportation Development District • July 2013 10

Phoenix, San Francisco, Boston, Detroit, Milwaukee, Indianapolis, Des Moines, and 

Seattle/Tacoma (see Map 4 on previous page).

Indeed, the largest current southwestern Missouri origin and destination passenger market 

without non-stop service is Los Angeles, generating an average of 45.4 passengers per day each 

way (PDEW) in 2012 (see Figure 4 on 

previous page). A large portion of 

travelers choose to fly to and from the 

Branson Airport, instead of the Springfield 

National Airport, when they have the 

option – especially in markets where 

Branson, itself, has non-stop service. These 

markets include Orlando, Chicago, and 

Denver. Nonetheless, there are a number 

of markets where there is potential for 

non-stop service from the region.

Overall fares in the region have risen 

dramatically in the last three years, as the 

southwestern Missouri market now has 

some of the highest average fares in the 

Midwest. Even markets where Branson’s 

Airport offers “low cost” service have high 

fares as compared to markets with more 

competition. The overall average fare at 

the combined Branson Airport and Springfield National Airport region was $220 one way in 2012 

(see Figure 5). Surprisingly, some fares, such as the fare to and from Chicago which is $185 each 

way, are high despite low cost service penetration.

The result of rising fares and declining capacity has been a reduction in passengers flying in and 

out of southwestern Missouri. While many markets have seen passenger declines and fare 

increases over the last three years, it is a particularly critical situation in Branson, as the majority 

of the economy relies upon inbound tourism. In the last three years it has become increasingly 

difficult for non-drive tourists to get to Branson, despite the efforts to grow low cost service at the 

Branson Airport.

FIGURE 5: Average One Way Fares at Top 25 O&D Markets, BKG+SGF

Source: US DOT OD1A, Calendar Year 2012
Proposal of the Branson Regional Airport Transportation Development District • July 2013 11

AIR SERVICE NEEDS AND DEFICIENCIES IN SOUTHWEST MISSOURI

Even with the addition of service at Branson Airport overall southwest Missouri air service 

capacity continues to decline. At Branson Airport, summer 2013 departures are down 11% from 

summer 2012. The overall region’s capacity cuts are more striking, when service at both Branson 

Airport and Springfield National Airport is taken into account. Since summer of 2010, the 

Branson-Springfield market has lost an average of 12.5 departures per day, or 37% of its airline 

departures from the Branson Airport and Springfield National Airport (see Figure 6). The market 

has just 20.5 departures per day, on average, as of February 2013.

At the same time, the Branson-Springfield combined market has lost more than 44% of its 

available airline seats, or an average of 978 daily departing seats (see Figure 6). In July of 2010, 

the combined market 

had an average of 

2,206 seats per day 

each way – in and out. 

By February of 2013 that 

number has fallen to 

1,228 seats per day 

each way. While it is 

true there are 

summertime peaks in 

FIGURE 6: Passengers, Seats, and Flights per Day Each Way, BKG+SGF

Source: US DOT T100; July 2010 – February 2013

FIGURE 7: Seats per Capita in Missouri and Arkansas Markets

Sources: US DOT T100, 2011 US Census; Calendar Year 2012
Proposal of the Branson Regional Airport Transportation Development District • July 2013 12

capacity, Branson-Springfield’s peak summer capacity in 2012 was 206 seats per day each way 

below its peak capacity in 2010 – a peak capacity decline of 9%. The net result is higher fares 

and a suppression of potential tourist traffic.

With those capacity cuts, the Branson market has become one of the most underserved in the 

region. Despite the fact that Branson is a huge inbound passenger draw, service at Branson 

Airport provides just 0.67 seats 

per capita of its immediate 

catchment area per year, as 

of 2012 (see Figure 7 on 

previous page). Of airports in 

Missouri and Arkansas, only

Texarkana and

Columbia/Jefferson City have

fewer airline seats per capita. 

The regional average is 4.65

seats per capita per year, as 

of 2012. The Branson market has just 14% the average number of seats per capita as the region.

Similarly, Branson generates just 0.43 passengers per capita per year, which is just 12% of the

regional passenger average of 3.61 trips per capita per year (see Figure 8). Other airports in the 

region, such as Northwest Arkansas with an average of 2.27 passengers per capita in 2012, are 

able to generate more trips per capita due to their higher airline capacity. This trend goes 

against expectations for the region, 

as of all the markets listed Branson is 

the biggest tourist draw. Branson 

should outpace the rest of the group, 

as many of its passengers are 

travelers inbound from other markets 

on vacation.

Part of the reason for the low number 

of passengers per capita in the 

Branson market, beyond a lack of 

airline capacity, is increasing 

FIGURE 8: Passengers per Capita in Missouri and Arkansas Markets

Sources: US DOT T100, 2011 US Census; Calendar Year 2012

FIGURE 9: Average One Way Fares in Missouri and Arkansas 

Sources: US DOT OD1A; Calendar Year 2012
Proposal of the Branson Regional Airport Transportation Development District • July 2013 13

average fares which drive passengers away. As of calendar year 2012, the combined BransonSpringfield market had an average one way fare of $220 – or $440 roundtrip – which is $47 more 

each way – or $94 more roundtrip – than the Missouri-Arkansas average fare of $173 (see Figure 

9 on previous page). Travelers in and out of the airports in Branson and Springfield pay 27% more

than the average of all travelers to and from other airports in the region. Remarkably, the 

Branson-Springfield combined fare is higher than the fares at some smaller markets, with fewer 

seats and access to fewer carriers, such as Columbia/Jefferson City.

With increasing fares in the market, passengers have been pushed away from local service at 

the Branson Airport. This has been evidenced by the average load factors in the market. In 

calendar year 2012, the Branson market had filled just 65% of its available airline seats, meaning 

35% of seats in the market arrived and departed empty (see Figure 10). In 2012, Branson Airport 

had the second lowest average load factor of all 

markets in Missouri and Arkansas. The regional 

average load factor was 79.4% in 2012. Branson’s 

load factor was almost 15 points below the 

regional average. It is clear the Airport would 

benefit from additional awareness of service as it 

works to support the region’s only low cost 

network carrier. Nonetheless, both Branson 

carriers will be profitable, without subsidy, in 2013 

despite lower load factors. But additional 

passengers would benefit the region.

Increasing fares and reduced load factors are at 

least partially responsible for the declining number 

of visitors traveling to Branson. Since the visitor peak in 2007, when 8.3 million people traveled to 

Branson, the region has seen a 12% decline in visitors (see Figure 11 on next page). In that 

period, Branson lost an average of 1,792 visitors per day, or a little more than a million total 

annual visitors.

Visitors to Branson have been essentially flat since 1999, as visitors have normalized in the last 

several years. But from 1991 to the present, Branson’s visitor market has grown by an average of 

11,773 visitors per day, or 143% (see Figure 11 on next page). The biggest key to ensure Branson’s 

long-term success as a destination is the diversification of its visitor base. Reaching out to 

FIGURE 10: Load Factors in Missouri and Arkansas Markets

Sources: US DOT T100; Calendar Year 2012
Proposal of the Branson Regional Airport Transportation Development District • July 2013 14

potential visitors traveling by air not only opens the market to a new set of tourists, but it also 

increases the average revenue per stay, as air travelers are likely to stay longer and budget 

more money for their trips.

This project has the potential to fill empty airlines seats, not only, at the Branson Airport, but 

throughout the region. The result will be increased demand and increased low cost service, 

lowering fares. With more people flying to and from the region there will be additional jobs 

generated through additional visitor spending.

FIGURE 11: Annual Visitors to Branson

Source: Branson/Lakes Area Chamber of Commerce & Convention and Visitors Bureau, 1991 – 2012
Proposal of the Branson Regional Airport Transportation Development District • July 2013 15

STRATEGIC AIR SERVICE DEVELOPMENT PLAN

Until the last decade, Branson was not known as an air travel tourism market, but it has become 

a market where inbound air travelers make up a significant portion of the nearly 7.3 million 

annual visitors. A recent economic impact study conducted by Dr. Lee McPheters, a professor 

at Arizona State University, found that the Branson Airport generated more than $45 million in 

visitor spending and nearly 1,000 local jobs. The study also estimates that with half a million 

enplanements, the airport could generate an estimated $204 million in visitor spending. Air 

travel tourism growth has exploded in the last three years, as 

service launched at the nearby Branson Airport 

supplemented the air service provided at the Springfield 

National Airport, which is more than an hour away.

To effectively serve the region, Branson Airport must 

continue to increase its load factors, and continue to grow 

service options. As noted, Branson visitors have declined by 12% in the last six years. Branson 

Airport’s strategic air service development plan is a dual effort to grow passengers on current 

service and to recruit additional service options.

The first part of the plan proposed by the Branson Regional Airport Transportation Development 

District (TDD) is a targeted air service marketing and advertising campaign to grow local 

enplanements and the usage of local air service. The campaign will be designed with two main 

objectives:

1) Do a better job filling airline seats with both in-market, outbound travelers, and with outof-market, inbound tourists;

2) To grow passengers to a level where additional service is necessitated, and where 

additional routes to targeted new destinations can be added.

In order to fulfill those objectives, the TDD plans to leverage all that people know about Branson, 

and all that Branson has to offer, with the messaging that people can get to Branson by flying 

into the local airport from their hometown. As such, the out-of-market campaign will be focused 

on markets that have current non-stop or one-stop service to the Branson Airport.

“...a dual-effort to grow 

passengers on current service 

and recruit additional service 

options.”
Proposal of the Branson Regional Airport Transportation Development District • July 2013 16

Inside the Branson market, the TDD plans to use a smaller portion of the campaign budget to 

better educate local travelers on the breadth of local service. There is still a knowledge gap in 

the market due to the fact that the Branson Airport has only had commercial air service for four 

years, and the fact that Southwest has 

only recently launched service.

The updated brand strategy will focus 

on a clear positioning of Branson as a 

wholesome, intimate, and authentic 

alternative to Las Vegas and Orlando. 

Branson will be branded as “the 

heartland” (see Figure 12). The 

campaigns will appeal to those with 

the most disposable income, including 

Baby Boomer couples, younger adults, 

and families, in that order.

In addition to the marketing campaign supported by this Grant, the TDD seeks to grow non-stop 

air service to a destination without current service through the use of Grant funding, and the 

local matching cash, as a revenue guarantee. The top target for this new service is Los Angeles. 

FIGURE 12: Branson Brand Position

Source: Branson/Lakes Area Convention and Visitors Bureau

FIGURE 13: O&D Passengers and Average One Way Fares, BKG+SGF – Los Angeles Basin Airports

Source: US DOT OD1A, Calendar Year 2004 – Calendar Year 2012; Includes LAX, BUR, LGB, ONT, SNA
Proposal of the Branson Regional Airport Transportation Development District • July 2013 17

The Branson-Springfield combined 

market generated almost 58,000 total 

passengers in 2012, or an average of 

79 passengers per day each way 

(PDEW) (see Figure 13 on previous 

page). The market has been 

stimulated by 108% since 2008, adding 

an average of 41 PDEW. While 

average fares have declined since 

2008, they have been climbing again 

for the last three years. In fact, the 

average one way fare between 

Branson-Springfield and Los Angeles 

has increased by $25, or 17% in the last 

five years.

While the local Springfield-Branson market is 

sufficiently large to support daily regional jet 

service, flights are more likely to be successful if 

they are operated by a carrier that has some 

level of connectivity at a Los Angeles focus city. 

The TDD has targeted Alaska Airlines as, 

potentially, the best match for service on the 

route. Service between Branson and LAX would 

connect to 29 one-stop cities on Alaska and its 

codeshare partners (see Map 5), accessing an 

average of 274 PDEW at a $206 average one way 

fare, based on 2012 data. The route would open 

new one-stop connections from Branson to a 

number of cities, including Honolulu, Anchorage, 

Fresno, Shanghai, and Tokyo.

In addition to the 79 PDEW the Branson-Springfield 

market currently generates to Los Angeles Basin 

FIGURE 14: Top 20 Markets Over LAX on AS, BKG+SGF

Source: Sixel Consulting Group Hub Builder CY2012

MAP 5: Connections Over LAX on Alaska Airlines and Partners

Source: Sixel Consulting Group Hub Builder CY2012; July 2013
Proposal of the Branson Regional Airport Transportation Development District • July 2013 18

airports, the service would be able to 

access large numbers of passengers to 

cities such as Las Vegas, which averages 

77 PDEW; San Francisco, which averages 

20 PDEW, Seattle/Tacoma, which 

averages 19 PDEW; and Phoenix, which 

averages 15 PDEW (see Figure 14 on 

previous page). Altogether, the top 20 

markets over LAX on the Alaska network 

generated an average of 272 PDEW in 

2012.

The overall average fare over LAX on 

Alaska and its codeshare partners was 

$206 each way in 2012 (see Figure 15). 

But fares in just two markets are below the 

overall average – Los Angeles, itself, at 

$170 each way and Las Vegas at $124 

each way – both skewed lower because 

of the presence of Allegiant at Springfield 

National Airport. All 18 other top markets 

have fares above the average, at levels where passenger traffic would likely be suppressed due 

to pricing. A new non-stop provider to Los Angeles, with new one stop options to these markets, 

would have the impact of lowering fares and stimulating new passengers.

The total cost of this project is $1,125,000, with $375,000 in the cash needed coming from local 

partners. The TDD is requesting federal funding, under the Small Community Air Service 

Development Program (SCASDP), of $750,000. Of the total funding amount, the TDD expects to 

use $625,000, or 56% of the project’s funding, for the marketing and advertising campaign in 

support of incumbent service at the Branson Airport. The remaining $500,000 will be used as 

revenue guarantee funding for new non-stop service to a destination not currently served by a 

carrier at the Branson Airport. As the Airport has never before won a SCASD Grant, the revenue 

guarantee could be used for any new service initiative, as long as that service does not directly 

compete with current service.

FIGURE 15: Average One Way Fares at Top 20 Markets Over LAX

Source: Sixel Consulting Group Hub Builder CY2012; July 2013
Proposal of the Branson Regional Airport Transportation Development District • July 2013 19

This Grant proposal will generate significant return on investment. According to the Arizona 

State University Study, each incremental enplaned passenger at Branson Airport generates an 

average of $628 in new spending. Assuming single-daily 737-700 service, with 124 seats per flight, 

and an average 80% load factor, new flights would generate an average of 72,416 passengers 

per year, or 36,208 roundtrip passengers (visitors). These roundtrip passengers would generate 

$22.7 million in additional spending in the Branson area. The return on investment for the DOT 

under this application would be 18-to-1.

As creative development for Branson’s marketing and advertising efforts is continually 

underway, and $375,000 of the funding has already been secured, the campaign is “turnkey” 

and ready to launch as soon 

as a contract has been signed 

with the Department of 

Transportation. The 

anticipated timeline for the 

campaign assumes a Grant 

would be awarded in 

September of 2013 (see Figure 

16). If the Grant agreement 

with the DOT is finalized in October of 2013, the campaign will begin both in- and out-of-market 

that month. The campaign will have sufficient funding to be sustained through the second 

quarter of 2016, with the Grant-supported portion of the air service development campaign 

ending in September of 2016. The TDD and the Branson Airport have been in discussions with a 

number of airlines about expanded service so far in 2013. The recruitment effort will be stepped

up as soon as funding is awarded, with a hope to launch new service in summer of 2014.

Branson has found itself competing against dozens of other tourist drive markets throughout the 

Midwest. But Branson has something unique – an airport located just minutes from all of its major 

attractions. The Branson Airport has seen tremendous growth, generating all the air travel 

growth for southwestern Missouri. As Branson evolves, it will become increasingly reliant on its 

airport to bring in the visitors that sustain the local economy. This Grant is a key in helping to 

make the transition from drive market to fly market.

FIGURE 16: Branson’s Grant Timeline, July 2013

Source: Branson Regional Airport Transportation Development District

Activity/Project Milestone Estimated Date

SCASD Grant Award Announcement Sepetmber 2013

Executive Grant Agreement with DOT October 2013

Develop Creative/Launch Marketing October 2013

Meet with Airlines to Recruit Route Fall/Winter 2013 - 2014

Targeted Announcement Date for Service April 2014

Targeted Start Date for Service June 2014

Submit Grant Status Reports to DOT Quarterly Q4 2013 - Q2 2016

Close Grant Sepetmber 2016
Proposal of the Branson Regional Airport Transportation Development District • July 2013 20

PUBLIC/PRIVATE PARTNERSHIP

This application for federal Small Community Air Service Development Grant funding is 

presented by the Branson Regional Airport Transportation Development District (TDD). The 

government District owns the land on which Branson Airport sits, and is responsible for the 

oversight of the Airport. It has a number of public and private partners in funding this 

application, with the largest groups mentioned in this section of the application.

Branson Regional Airport Transportation Development District (TDD)

Branson Airport opened on May 11, 2009. The airport is located on 922 acres in the Ozark 

foothills of Taney County, Missouri, just south of Branson in the southwestern part of the State. The 

land on which the Airport sits is owned by the Branson Regional Airport Transportation 

Development District (TDD). The Airport land is a government asset, and publically controlled by 

the Board of the TDD.

Branson/Lakes Area Chamber of Commerce & Convention and Visitors Bureau (BLACVB)

The Branson/Lakes Area Chamber of Commerce & Convention and Visitors Bureau (BLACVB) is

the designated marketing organization for the Branson area. The BLACVB implements a 

comprehensive area-wide marketing plan that includes, but is not limited to, television, radio, 

print and web advertising, publicity, research, convention and group tour and travel programs 

and fulfillment. The marketing program is supported by local tax dollars.

City of Branson

The City of Branson has long been a popular destination for vacationers from Missouri and 

neighboring areas. Branson Airport helps link the City with tourists from around the world. The 

City of Branson is not financially obligated to the airport in the way most municipal airports would 

be. The City has signed a 30-year "pay-for-performance" agreement with the airport, under 

which is pays the Airport enplanement fees.

Taney County

Taney County is a partner with the Branson Airport. While Taney County officials have no 

financial obligation to the airport, they have agreed to accept ownership of the property and 

provide a long-term lease to Branson Airport LLC, allowing the Airport to finance construction 

with municipal debt.
Proposal of the Branson Regional Airport Transportation Development District • July 2013 21

CONCLUSION

The Branson Regional Airport Transportation Development District (TDD), the public government 

entity overseeing Branson Airport, is seeking federal assistance for a project to grow passengers 

on current service at the Airport, while offering a revenue guarantee for service to new non-stop 

markets. The project is designed to help replace some of the 500,000-plus airline seats the 

southwest Missouri market has lost since the summer of 2011 – 44% of the market’s previous 

capacity.

With the loss of airline capacity, fares in the region continue to climb, averaging 27% above the 

rest of the region’s airports in 2012. Average fares in southwest Missouri are up 20% in just the last 

four years, despite Southwest Airlines establishing new low 

cost service at Branson Airport this year. Rising fares are 

also having an impact on tourism to the region.

Branson ranks as the most visited tourist center in Missouri, 

and one of the most visited in the Midwest. In 2012, Branson 

drew 7.3 million unique visitors – about two million more 

visitors than the Grand Canyon. Tourism is the lifeblood of the region’s economy, with a total 

impact of $2.6 billion per year. But Branson tourist visits have declined by 12% in the last five 

years. Air service will be the key to stimulating additional visits.

The return on investment for the DOT under this application would be 18-to-1. Each incremental 

enplaned passenger at Branson Airport generates an average of $628 in new spending. New 

service would generate an estimated 36,208 new roundtrip passengers. These roundtrip 

passengers would generate $22.7 million in additional spending in the Branson area. 

This project will help to fill available airline seats in the Branson market through extensive inmarket and out-of-market advertising. It will also help to secure additional service to a new 

destination through a proven revenue guarantee program. This support is critical to the future of 

the region, which is why regional partners have pledged $375,000 in matching cash for this 

application. The federal portion of the project is necessary to bring the total funding to the 

seven figure mark, and to provide incentives that are competitive with other airports across the 

country.

“In 2012, Branson drew 7.3 

million visitors – about two 

million more visitors than the 

Grand Canyon.”