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| Developing a strategic direction for =
airports to enable the provision of services to both network and =
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| Document types: | Feature |
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| Source type: | Periodical |
| ISSN/ISBN: | 02632772 |
| ProQuest document ID: | 119045874 |
| Text Word Count | 4673 |
| Document URL: | http://proquest.umi.com/pqdweb?did=3D119045874&sid=3D11&= amp;Fmt=3D3&clientId=3D29909&RQT=3D309&VName=3DPQD |
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As airports strive to attract new |
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| Copyright MCB UP Limited (MCB) Jan/Feb =
2001
M.R. Pitt: M.R. Pitt is a Lecturer at Heriot-Watt University,=20 Edinburgh, UK. A.W. Brown: A.W. Brown is a Lecturer at Heriot-Watt University, = Edinburgh, UK. Introduction The rise of the low-fare carrier The low-cost air carriers are competing against rail operators = on the=20 grounds of price, but additionally, and perhaps more importantly = for the=20 strategic facilities manager, on the grounds of time. The rail = operators=20 have inherited a rail infrastructure which, although requiring = substantial=20 investment, connects the hearts of the main city centres within = the UK. In=20 contrast, the new low-cost air carriers are operating between = obscure=20 localities such as Teeside and Luton, neither of which are likely = to=20 reflect either the beginning point or ultimate destination of the = large=20 majority of the passengers which use the carriers operating = between them.=20 Whilst there is, at present, a clear advantage in terms of the = time in=20 which the air carriers can physically move people between these = points=20 (when compared with rail carriers), there is, in fact, very little = difference in terms of the total journey time when allowing for = airport=20 processes and procedures and when considering the time taken to = get to the=20 departure airport and to transfer from the arrival airport to the = ultimate=20 destination. Rail carriers and Railtrack are presently investing in new = rolling=20 stock and infrastructure respectively which are likely to reduce = the time=20 necessary for long-distance rail travel. Meanwhile, a general = growth in=20 air travel to non-domestic destinations can be predicted from the = same=20 obscure airports as used for low cost domestic flights. With an = outdated=20 and under-invested air traffic control system, this is likely to = mean=20 increase in the time aircraft spend in the air between these hubs. = Thus,=20 if the low cost airlines are to continue to grow and compete on = grounds of=20 time, there are obvious process issues that require to be = examined. If the=20 airports in question are to continue generating revenue and = increase the=20 throughput of travellers using low cost carriers in an effective = manner,=20 the strategic facilities manager has a significant role to = play. The challenge for the facilities manager Barter (1992) set out the need for a clear understanding of the = airport=20 business rationale if the business itself is to be successful. The = low-cost airlines have presently established themselves as a = viable=20 alternative to ground based transportation in the case of short = haul=20 domestic travel demand. It can be anticipated that the demand for = such=20 travel is capable of further significant growth since the volume = of=20 passengers carried by the rail carriers (for example between = Edinburgh and=20 London) remains substantially more than those carried by the = low-cost=20 airlines. However, to realise this growth potential, the regional = airport=20 facilities used by these airlines must be capable of handling = significant=20 increases both in the number of aircraft manoeuvres on aprons, = taxiways=20 stands and runways and just as importantly, must be capable of = processing=20 and handling a significantly higher passenger throughput. This is = of much=20 importance due to the competitive aspect which should be attached = to the=20 total journey process time. Whilst the rail stations in the UK may = not be=20 the most amenable facilities, they are, nevertheless, inherently = simple.=20 The process of boarding the correct train at the correct time is = very=20 straightforward in organisational terms when compared with the = processes=20 involved in checking in for flights and boarding aircraft. There = are, of=20 course, limitations since it is unlikely that the airport would be = capable=20 of matching the flexibility of the rail station whereby a = traveller can=20 arrive one minute prior to departure time and board the train with = relative ease; even in the case of missing the intended train, the = traveller can rely on the likelihood of another within 45 minutes; = not the=20 case with the low-cost airline at present. Thus, the challenge for the airport facilities manager is one = of space=20 planning, logistics and process mapping, all core ingredients of = the=20 contemporary facilities management discipline (Pitt and Brown, = 2000a;=20 2000b). Typically, an understanding of the airport's business rationale = would=20 be an integral part of the function of an airport's facilities = management=20 team (whether this be the airport itself or a consultant). = Regional=20 airports, however, often have little experience in the "Easy Jet" = style of=20 airline, having mainly experienced freight, charter or small = schedule (low=20 passenger throughput) airlines in the past. An understanding of = the=20 process needs of these new low cost airlines is therefore = essential to=20 attracting them and enabling them to continue to offer their = products at=20 the price levels that have been established, while also permitting = the=20 sustained growth of their businesses. In this regard, the = facilities=20 manager can play an integral role in the development of the = airport=20 business through recognising the changing needs of the airport = customers,=20 both the airlines (for whom the capability to compete with ground=20 transportation and to sustain growth are of principal concern) and = the=20 travelling public (for whom ease of use and more streamlined = processing=20 capabilities are of importance in evaluating the method which they = should=20 use for domestic travel). The strategic facilities manager Strategic facilities managers at regional airports should be = thoroughly=20 familiar with the needs of the new airlines through a simple study = of=20 their public identity. Easy-Jet, for example, makes much in its=20 advertising of the new links between London-Luton and Central = London. This=20 suggests that what is sought is an easy connection on ground = public=20 transport to whatever major conurbation is being served. One of = the main=20 causes of passengers arriving late at Luton is ground traffic, and = this=20 can be reduced through encouraging centre-to-centre travel by rail = or bus.=20 One of the major requirements of a new airline will therefore be = the=20 accessibility of the airport in general terms and the facilities = manager=20 is there to ensure that easy access is provided. The access = requirement=20 will, however, remain subordinate to the overall strategic aim of = ruthless=20 cost cutting. An airline which prides itself on the simplicity of = its=20 operation and service will not want to be associated with an = airport that=20 is congested and overcrowded. There remains, however, the elusive = answer=20 to the cost to convenience trade-off. There is no question that = the=20 low-cost airlines tend to fly to the less popular airports = surrounding=20 London and that their passengers are prepared to do this. The = extent to=20 which people are prepared to sacrifice point of arrival = convenience for=20 money depends upon more factors than can be covered here. What is=20 important, however, is that in strategic terms the facilities = manager can=20 make a difference to passengers' perceptions of a particular = airport.=20 Heathrow cannot, in the short-term, escape its congested = reputation and it=20 is from this, possibly unique, position of strength that more = passengers=20 can be attracted to the more distant airports. Of course, the one thing that strategic facilities managers = cannot=20 easily change is the location of the airport. There are = undoubtedly cases=20 where the airport is inappropriately positioned to meet the needs = of the=20 expanding passenger market. This fact is significant. The = development (or=20 otherwise) of regional airports, such as Carlisle, in apparently = unusual=20 locations will be interesting to watch. Thinking ahead The major airport strategists look well into the future and = plan for=20 increased traffic where appropriate. There are always surges that = are=20 difficult to predict such as the large increase in domestic = traffic=20 through Edinburgh even before the advent of the Scottish = parliament.=20 Edinburgh is an example to all facilities managers that what was = once=20 considered a relatively minor regional airport can turn into a = major=20 domestic and minor international one virtually overnight. According to the Civil Aviation Authority (1998), Manchester is = the=20 third largest airport in the UK with around 17.2 million = passengers in=20 1998. As long ago as 1991 Manchester Airport publicly recognised = the need=20 for a second runway. The behind-the-scenes developments that led = to this=20 public declaration would undoubtedly have gone on for many years = prior to=20 this. The challenge for the more provincial strategic facilities = manager=20 lies in matching the ability of the larger airports to plan and = predict=20 air transport growth and passenger numbers at a local level. As = can be=20 seen from Manchester, the planning of infrastructure can take many = years=20 and the building even longer. The long awaited second Manchester = runway is=20 finally set to open this year. Planning an airport runway is a = complicated=20 process but it nonetheless lies at the core of the airport = business. The=20 facilities manager must be aware that plans today may not come to = fruition=20 until the year 2015. The competition problem Understanding the airport competition issue is often = complicated by the=20 large amount of legislation that disrupts normal modelling. These = legal=20 constraints come from both domestic and international dictates. = They are=20 complex and great in number. What is important is that legislation = disrupts the normal operation of market forces that might, for = example,=20 lead the owners of an airport to give some financial advantage to = one=20 airline over another. In the UK scheduled airline services have in recent times =
become=20
polarised. The importation of the low-fare carrier philosophy from =
the USA=20
provides a viable and cheaper alternative to the traditional =
network=20
carrier's product. Essentially, the low fare carriers in and =
around the UK=20
are Easy-Jet, This paper focuses partly on Dublin International Airport which = is=20 currently owned by Aer Rianta which in turn is owned by the Irish=20 government. At the request of the Irish Minister for Public = Enterprise,=20 Mary O'Rourke, Aer Rianta (1999) produced a report on its future = strategic=20 direction. The report was produced in conjunction with = professional=20 advisers, amongst whom was Arthur Andersen. In the report, Aer = Rianta=20 addresses the issue of the rise of the low-fare carrier. In this = context=20 the report identifies the fundamental differences between the two = types of=20 carrier as shown in Table I. In the context of the differences that have been identified by = Aer=20 Rianta and their professional advisers this paper will examine the = potential for an airport business to satisfy the differing = requirements of=20 the network and low fare carriers. Drawing comparisons: airports as just another industry The test for the unique nature of airport facilities management = as a=20 discipline is the extent to which the normal facilities management = core=20 skills and tools apply. It has been shown that the skills required = are=20 essentially the same (Pitt and Brown, 2000) but the exact nature = of these=20 and the depth of knowledge required varies considerably in = relation to=20 airports. Elements of international law apply to airports where = they would=20 impinge little on the operations of most facilities; airports are=20 strategic weapons for many governments, with flag carriers acting = as=20 advertising boards, and the environmental issues are so great as = to demand=20 high levels of knowledge from the manager (Pitt and Jones, = 2000a). Airport income is often categorised as aeronautical and=20 non-aeronautical. The level of income which is derived from the = two=20 categories is determined by the strategies which are followed. At = Dublin,=20 aeronautical income has historically been far lower than = non-aeronautical=20 income although this will undoubtedly change with the new = strategic=20 direction that is being planned (Aer Rianta,1999). Airports are unique facilities which form an integral part of = economic=20 development. Hence the regulation of the airport business is an = essential=20 tool in the overall management of any nation state. The skills = required go=20 beyond the normal facilities skill, making airport facilities = management a=20 significantly specialised area. An airport cannot merely be seen = as just=20 another facility. Dublin Airport As a state owned company currently being considered for = privatisation,=20 Aer Rianta is currently going through a period of major change. = The=20 current position is one that might be considered unsustainable in = the=20 private sector given the discrepancy in income terms between it = and its=20 BAA neighbour in the UK. At the current time only 16 per cent of = Aer=20 Rianta's income is derived from aeronautical charges, with the = bulk of=20 income coming from the very successful duty and VAT-free retailing = programme. As a public company, Aer Rianta has attracted new = airlines and=20 has been able to assist these customers from a cost perspective, = adding to=20 the socio-economic development of the country (Aer Rianta, = 1999). Aer Rianta has responded to the problem of the competing =
demands of the=20
airlines in the run up to its probable public offering by =
appointing a new=20
terminals manager with airline experience and looking closely at =
its=20
long-term strategy through reports produced in conjunction with =
external=20
consultants. The result is a situation of changing attitudes to =
the=20
demands of the airlines. The problem that has to be addressed is the difficulty that = will be=20 experienced in satisfying the requirements of both customers at = the same=20 airport. The The efficiency of the In an environment where time is very much central to the =
profitability=20
of the business, the unique requirements of In general, the approach taken by - seek to reduce delays; - reduce the time taken at all stages of the operations; = and - to emphasise the importance of the airline's presence to = Dublin=20 airport whilst negotiating airport charges. The low level of charges paid to Aer Rianta by In common with Easy-Jet, The low-fare carriers may not want to see airport growth, or at =
the=20
very least they will wish to see growth happen in a different way. =
In=20
essence, they are not prepared to pay for the growth that may, in =
fact, be=20
necessitated by their own activity. In the past, both Easy-Jet and =
The The network carrier product is the more familiar and =
established one.=20
The airline has none of the low fare characteristics and = presents an=20 entirely different set of requirements to airport managers. Table II sets out the different requirements of the two = distinctly=20 different types of airline. Solving the problem The operational and strategic differences that exist between = the two=20 types of airline under examination are shown in Table I. These = differences=20 are fundamental but do not all necessarily present a challenge to = the=20 facilities manager. Table II presents the differences as they = translate=20 into facilities requirements. The provision of facilities that = match the=20 low cost requirement and the prestigious requirement within the = same=20 airport terminal facility is virtually impossible. In order to = meet the=20 requirements of the differing types of airlines a new strategic = approach=20 will need to be developed by the airport managers. What is needed is a strategic direction that deals with the = issues that=20 effect the immediate surroundings of the airport (Pitt and Jones, = 2000b)=20 and allows economic growth to continue unhindered through = permitting the=20 development of airline transport in its various forms. The = development of=20 this strategy cannot be an "arm's-length" operation. It must = involve the=20 airlines and the airports in the development of an air transport = policy=20 which looks towards the middle of this century. Only then can the=20 haphazard reactive management styles that have characterised the = airline=20 sector conflict be finally resolved. Strategic progress If an airport is not able to deal with the two distinctly = different=20 types of customer in their existing form, some new strategic = direction is=20 required to accommodate both types of carrier. There are a number of possible strategic options. These = are: - the "two airport" strategy; - the "two terminal" strategy; or - the "dedicated terminal pier" strategy. Each is examined below. The two airport strategy Business managers, and therefore facilities managers at Aer = Rianta=20 could consider the construction of a separate airport facility = elsewhere=20 in Dublin to cater for the specific needs of low-fare carriers. = The=20 ability to pursue such an option is constrained by the need to = comply with=20 international legal dictates that demand competition between = airports. Aer=20 Rianta has examined the competition question in the report = commissioned of=20 Arthur Andersen (1999). The report examines the nature of the = airport=20 business and concludes that competition between two airports, = where one is=20 created by new development, will encounter substantial = problems. In the case of Aer Rianta at Dublin, the four following = conclusions may=20 be drawn based on Arthur Andersen's (1999) report: (1) Any new airport facility must offer a significant number of = services already offered at Dublin International in order to = achieve=20 compliance with competition dictates. (2) An airport dedicated to and competing for low-cost carriers = may=20 segment the market between the two Dublin airports. This fails to = provide=20 sufficient overlap with business at the existing Dublin airport to = provide=20 effective competition. (3) The "two airport" proposal would result in resource = duplication and=20 may be highly cost inefficient. (4) It would be difficult to encourage airlines to switch their = routes=20 to a new airport, thus causing competition problems. The question of the provision of a new airport at Dublin is = essentially=20 one of cost. The function of the suggested new airport is unclear. = Major=20 airports airports essentially fall in the categories of = "hourglass" hubs=20 (Doganis and Dennis, 1989), which serve directional traffic and = waves=20 alternating in direction, and "gateway" hubs such as Heathrow. At = the=20 moment Dublin probably falls into the former category, although = the growth=20 as a gateway is often itself dependent upon strategic direction. = Caves=20 (1997) suggests that new gateways are hard to justify and it seems = likely=20 therefore that any new airport would be secondary in nature and at = a=20 competitive disadvantage. For these reasons, the two airport strategy is not feasible at = Dublin=20 and it is likely to be unfeasible in other locations which may be=20 experiencing similar problems. The two terminal strategy The possibility of constructing a new terminal at Dublin was = also=20 considered by Arthur Andersen (1999), in the context of the = creation of=20 competition between terminals. While the purpose of the report was = not to=20 establish the possibility of serving two types of airline, the = conclusions=20 remain relevant. These were as follows: - A terminal dedicated solely to low-cost carriers may segment = business=20 between the new terminal and the existing Aer Rianta terminal. = Unless=20 there are enough carriers willing to switch between the two = terminals, a=20 new terminal may not provide an effective competitive constraint = to the=20 existing Aer Rianta facilities. - Any proposal for a second terminal would require large-scale=20 investment, could result in the duplication of resources and=20 infrastructure, and may again be highly cost inefficient. The most important issue here is the first. What concerns = Arthur=20 Andersen (1999) mainly is the question of the creation of = competition=20 between the terminals. This paper is concerned with the inevitable = segregation of carrier types on a first class and second class = basis. The=20 fact that segmentation may occur should not be seen as a potential = problem=20 but an inevitable consequence of the two tiered airline system. = Figures=20 show that growth at Dublin has been so great (Aer Rianta, 1998) = that=20 expansion has been paramount in the strategy that has been pursued = to=20 date. The strategic direction required is one that allows both the = airport=20 and its customers to grow in the most efficient and cost-effective = way. It=20 is argued that this goal cannot be achieved through the = maintenance of=20 common facilities for all airlines. The dedicated terminal pier approach As discussed previously, a principal difference between the = network=20 carrier and the low-fare carrier concerns the turn around process. = This=20 process does not depend upon the terminal's core facilities in any = way[1].=20 Rather, the effectiveness of the turn around process, upon which a = low-fare airlines profitability is so dependent, is governed by = the=20 facilities provided at the aircraft stand. Such facilities = comprise: - the hard standing area for the aircraft; - the proximity of the apron to the runway; - the gate facility; and - the passenger departure lounge. This being the case, airport facilities managers can sensibly =
consider=20
the provision of dedicated piers as extensions to existing =
terminals to=20
cope with the specific demands and needs generated by the low-fare =
carrier. In this way, one terminal, provided that it has =
sufficient=20
capacity, may be able to deal with the polarised needs of the =
different=20
carrier types in an effective manner. In the case of Dublin =
International,=20
The fact that Aer Rianta declined this particular proposal does = not=20 mean that the dedicated pier approach can be summarily dismissed = by the=20 airport facilities manager in a general context. Conclusion This paper has discussed the problems that are presented to the = contemporary airport business and consequently, the airport = facilities=20 manager, in seeking to provide facilities for two distinct groups = of=20 airline. The demands made by the different carriers have been examined = and it=20 has been demonstrated that these vary to a degree whereby the = provision of=20 one stand alone facility which is capable of fully satisfying = both, is a=20 greatly complicated task. Thus, airport facilities managers face an intractable task. In = an=20 environment where a significant number of airports are struggling = to meet=20 the demand in terms of passenger numbers and aircraft movements, = airport=20 strategy managers are focussed upon implementing expansion plans = which, in=20 all probability, fail to address the needs presented by low-fare = carriers.=20 Yet the low-fare carriers are largely responsible for the growth=20 necessitating expansion. The fact that a general solution to the facilities problems = that have=20 been outlined in this paper has not been fully developed is not an = indication that facilities management is failing in the airport = context.=20 However, it perhaps indicates that the facilities manager is not = yet=20 integrated within the organisational structure that governs the = strategic=20 decision-making process. To apply Mintzberg's model, the airport=20 organisation generally may be categorised as "machine bureaucracy" = (Mintzberg, 1983) insofar as the airport organisation tends = towards=20 standardisation in terms of the facilities that it seeks to manage = for all=20 airlines. This is perhaps of importance in solving the problem = that has=20 been reviewed. The airport manager, and consequently airport = facilities=20 manager, must recognise that in allowing low-fare carriers to = operate=20 alongside network carriers, they have in essence tapped into two = entirely=20 separate markets with different customers and distinct products. = Thus=20 airport organisations perhaps need to move towards a more = divisional form,=20 allowing the two carriers to be provided for separately within a = single=20 airport complex. This may better serve the needs of the two carriers (and = ultimately the=20 airport's own business needs) and may lead towards a move towards = a two=20 terminal approach, or to a dedicated pier approach, to solve the=20 identified problem. The facilities manager must have a strategic = role in=20 facility planning and decision making, as well as a functional,=20 operational role making sure that the provided facilities work=20 effectively. It is possible that there is a need for a shift in=20 organisational culture to enable this and to allow the facilities = manager=20 to adequately meet the needs of the two groups of airline. Note The core terminal facilities can be considered to comprise = check-in=20 facilities, baggage handling, security control, restaurants and = shopping=20 areas. References 1. Aer Rianta (1998), Annual Report and Accounts. 2. Aer Rianta (1999), "Future strategic direction", Report to = the=20 Minister for Public Enterprise. 3. Arthur Andersen (1999), "An economic framework for assessing = airport=20 competition issues in Ireland", Summary Report prepared for Aer=20 Rianta. 4. Barter, S.L. (1992), "Developing an airport estate: = maximising the=20 benefits", Journal of Property Finance, Vol. 3 No. 4, pp. = 509-17. 5. Caves, R.E. (1997), "European airline networks and their=20 implications for airport planning', Transport Reviews, Vol. 17. = No. 2. pp.=20 121-44. 6. Civil Aviation Authority (1998), UK Airports Annual = Statements of=20 Movements, Passengers and Cargo, CAA, London. 7. Doganis, R. and Dennis, N. (1989), "Lessons in hubbing", = Airline=20 Business, March, pp. 42-7. 8. Mintzberg, H. (1983), Structure in Fives; Designing = Effective=20 Organizations, Prentice-Hall, Englewood Cliffs, NJ. 9. Pitt, M. and Brown, A. (2000a), "Challenges in strategic = facilities=20 management: developing the airport business", Facilities = Management,=20 May. 10. Pitt, M. and Brown, A. (2000b), "The competing demands made = at=20 airports by network and low-fare carriers", Proceedings of CIB W70 = Symposium on Facilities Management, Brisbane, November. 11. Pitt, M. and Jones, M. (2000a), "Modelling the effect of = airport=20 noise on property values", Facilities, Vol. 18. Nos 9/10. 12. Pitt, M. and Jones, M. (2000b), "Challenges in strategic = facilities=20 management: the importance of considering noise levels in industry = (case=20 study airports)", The Valuer, November/December.
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Content-Transfer-Encoding: quoted-printable Content-Location: http://proquest.umi.com/js/retrieve.js var naicArray =3D new Array(50);=0A= var naicIndex =3D 0;=0A= var sicArray =3D new Array(50);=0A= var sicIndex =3D 0;=0A= var tickerArray =3D new Array(50);=0A= var tickerIndex =3D 0;=0A= var subjectArray =3D new Array(50);=0A= var subjectIndex =3D 0;=0A= var paperKeywordArray =3D new Array(50);=0A= var paperKeywordIndex =3D 0;=0A= var advisorArray =3D new Array(50);=0A= var advisorIndex =3D 0;=0A= var generateMoreLikeThis =3D false;=0A= var absoluteDatabaseName =3D null;=0A= var requestString =3D null;=0A= var naicsExist =3D false;=0A= var sicExist =3D false;=0A= var tickerExist =3D false;=0A= var tickerName =3D ' ';=0A= var naicsName =3D ' ';=0A= var sicName =3D ' ';=0A= var subjectName =3D ' ';=0A= =0A= function setTickerName(name) {=0A= tickerName =3D name;=0A= }=0A= =0A= function setNaicsName(name) {=0A= naicsName =3D name;=0A= }=0A= =0A= function setSicName(name) {=0A= sicName =3D name;=0A= }=0A= =0A= function setSubjectName(name) {=0A= subjectName =3D name;=0A= }=0A= =0A= function addSubject(sub) {=0A= //alert('adding subject '+sub+' Index '+subjectIndex);=0A= // Check to see if there is any repetition=0A= //alert("Entered subject: " + sub);=0A= for ( i =3D0 ; i < subjectIndex; i++ ) {=0A= //alert('ARRAY VALUE ['+subjectArray[i]+'] sub value ['+sub+']');=0A= if ( subjectArray[i] =3D=3D sub )=0A= return;=0A= }=0A= subjectArray[subjectIndex++] =3D sub;=0A= =0A= }=0A= =0A= function addPaperKeyword(sub) {=0A= for ( i =3D0 ; i < paperKeywordIndex; i++ ) {=0A= =0A= if ( paperKeywordArray[i] =3D=3D sub )=0A= return;=0A= }=0A= paperKeywordArray[paperKeywordIndex++] =3D sub;=0A= }=0A= =0A= function addAdvisor(sub) {=0A= for ( i =3D0 ; i < advisorIndex; i++ ) {=0A= =0A= if ( advisorArray[i] =3D=3D sub )=0A= return;=0A= }=0A= advisorArray[advisorIndex++] =3D sub;=0A= }=0A= =0A= =0A= function addNaic(sub) {=0A= //alert('adding naic '+sub+' Index '+naicIndex);=0A= // Check to see if there is any repetition=0A= for ( i =3D0 ; i < naicIndex; i++ ) {=0A= //alert('ARRAY VALUE ['+naicArray[i]+'] sub value ['+sub+']');=0A= if ( naicArray[i] =3D=3D sub )=0A= return;=0A= }=0A= naicArray[naicIndex++] =3D sub;=0A= }=0A= =0A= function addSic(sub) {=0A= //alert('adding sic '+sub+' Index '+sicIndex);=0A= for ( i =3D0 ; i < sicIndex; i++ ) {=0A= if ( sicArray[i] =3D=3D sub )=0A= return;=0A= }=0A= sicArray[sicIndex++] =3D sub;=0A= }=0A= =0A= function addTicker(sub) {=0A= //alert('adding ticker '+sub+' Index '+tickerIndex);=0A= for (i =3D0 ; i < tickerIndex; i++ ) {=0A= if ( tickerArray[i] =3D=3D sub )=0A= return;=0A= }=0A= tickerArray[tickerIndex++] =3D sub;=0A= }=0A= =0A= function generateSubjectMLT() {=0A= var str =3D ' ';=0A= var temp =3D '';=0A= if ( subjectIndex > 0 ) {=0A= str =3D str + '
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