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Harvard Case - Monetizing Regulations: TSA Generated Opportunities

"Monetizing Regulations: TSA Generated Opportunities" Harvard business case study is written by Mark Fagan, Hugh Verrier. It deals with the challenges in the field of Business & Government Relations. The case study is 4 page(s) long and it was first published on : Sep 28, 2020

At Fern Fort University, we recommend that TSA leverage its unique position as a government agency with significant influence on the travel industry to create a new revenue stream through the development of a 'TSA Innovation Hub.' This hub would serve as a platform for fostering innovation and collaboration between the TSA, private sector companies, and research institutions, focusing on developing and deploying new technologies and solutions to enhance security, efficiency, and passenger experience at airports.

2. Background

The Transportation Security Administration (TSA) faces the challenge of balancing security with passenger convenience and efficiency. The case study highlights the TSA's limited resources and the need to find innovative ways to improve its operations and generate revenue. The main protagonists of the case study are the TSA leadership, who are tasked with finding ways to improve the agency's performance while facing budgetary constraints and public scrutiny.

3. Analysis of the Case Study

The case study presents several key challenges faced by the TSA:

  • Limited Resources: The TSA operates with limited resources, making it difficult to implement new technologies and improve operations.
  • Public Scrutiny: The TSA faces constant public scrutiny regarding its effectiveness and efficiency, particularly in the aftermath of security breaches.
  • Need for Innovation: The TSA needs to find innovative ways to improve security, efficiency, and the passenger experience while remaining within its budget.

Framework for Analysis: To analyze the TSA's situation, we can utilize the Porter's Five Forces framework:

  • Threat of New Entrants: The threat of new entrants is low due to the high barriers to entry in the security industry, including regulatory requirements and the need for specialized expertise.
  • Bargaining Power of Buyers: The bargaining power of buyers (passengers) is limited as they have few alternatives when traveling.
  • Bargaining Power of Suppliers: The bargaining power of suppliers (technology providers) is moderate, as the TSA is a significant customer for many companies.
  • Threat of Substitutes: The threat of substitutes is low, as there are no readily available alternatives to the TSA's security screening services.
  • Competitive Rivalry: The competitive rivalry within the security industry is moderate, with several companies vying for contracts with the TSA.

Key Observations:

  • The TSA has a strong position in the market due to its monopoly on airport security.
  • The agency faces significant challenges in terms of resources, public perception, and the need for innovation.
  • The TSA can leverage its position and expertise to create new revenue streams and enhance its operations.

4. Recommendations

Establish a TSA Innovation Hub:

  • Objective: To foster collaboration and develop innovative solutions for airport security, efficiency, and passenger experience.
  • Structure: The hub would be a dedicated space for research, development, and testing of new technologies and processes.
  • Partnerships: The TSA should partner with private sector companies, research institutions, and universities to leverage their expertise and resources.
  • Focus Areas: The hub should focus on areas such as:
    • Advanced Screening Technologies: Developing and deploying new technologies for passenger and baggage screening, including advanced imaging, biometrics, and artificial intelligence.
    • Automated Processes: Automating security processes to improve efficiency and reduce wait times, such as self-service kiosks and automated baggage handling systems.
    • Data Analytics: Utilizing data analytics to identify security threats, improve operational efficiency, and enhance passenger experience.
    • Passenger Experience: Developing technologies and processes that enhance the passenger experience, such as streamlined security lines, mobile applications, and personalized services.

Monetizing the Innovation Hub:

  • Licensing and Technology Transfer: The TSA can generate revenue by licensing its developed technologies and processes to private sector companies.
  • Consulting Services: The TSA can offer consulting services to other government agencies and private organizations on security best practices and technology implementation.
  • Training Programs: The TSA can develop and offer training programs to security personnel in the private sector and other government agencies.
  • Public-Private Partnerships: The TSA can partner with private sector companies to develop and deploy new technologies and services, sharing the costs and profits.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies: The TSA possesses unique expertise in airport security and a strong understanding of the travel industry.
  • External Customers: The TSA's primary customers are passengers and the airlines, who benefit from improved security and efficiency.
  • Internal Clients: The TSA's internal clients are its employees, who benefit from improved working conditions and access to new technologies.
  • Competitors: The TSA faces limited competition in the security industry, allowing it to leverage its position to create new revenue streams.
  • Attractiveness: The TSA Innovation Hub has the potential to generate significant revenue through licensing, consulting, and public-private partnerships.

Assumptions:

  • The TSA will be able to secure funding for the Innovation Hub.
  • The TSA will be able to attract and retain talented researchers and engineers.
  • Private sector companies will be interested in partnering with the TSA.

6. Conclusion

By establishing a TSA Innovation Hub, the agency can leverage its expertise and resources to develop new technologies and solutions that enhance security, efficiency, and passenger experience. This initiative has the potential to generate significant revenue for the TSA, improve its public image, and strengthen its position as a leader in the security industry.

7. Discussion

Alternatives:

  • Focus on Cost Reduction: The TSA could focus on reducing costs by streamlining operations and eliminating redundancies. However, this approach may not be sustainable in the long term and could lead to reductions in security standards.
  • Increased Funding: The TSA could request increased funding from Congress. However, this approach is unlikely to be successful in the current political climate.

Risks:

  • Lack of Funding: The TSA may not be able to secure funding for the Innovation Hub.
  • Technological Challenges: The development and deployment of new technologies can be complex and time-consuming.
  • Public Resistance: The public may resist the implementation of new technologies, particularly if they are perceived as intrusive or inconvenient.

Key Assumptions:

  • The TSA will be able to secure funding for the Innovation Hub.
  • The TSA will be able to attract and retain talented researchers and engineers.
  • Private sector companies will be interested in partnering with the TSA.

8. Next Steps

  • Develop a Business Plan: The TSA should develop a detailed business plan for the Innovation Hub, outlining its objectives, structure, funding, and potential revenue streams.
  • Identify Potential Partners: The TSA should identify and engage with potential partners in the private sector, research institutions, and universities.
  • Secure Funding: The TSA should seek funding for the Innovation Hub from Congress, private investors, or through public-private partnerships.
  • Pilot Projects: The TSA should initiate pilot projects to test and refine new technologies and processes before deploying them on a larger scale.
  • Public Engagement: The TSA should engage with the public to address concerns and build support for the Innovation Hub.

By taking these steps, the TSA can successfully establish a TSA Innovation Hub and leverage its position to create a new revenue stream, enhance its operations, and improve the passenger experience.

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Case Description

TSA promulgated a regulatory process to ensure safety and security at the nation's airports. That process also creates opportunities for entrepreneurs. This case describes the TSA process and engages the students to identify and vet opportunities to create private value. The SCAMPER methodology is explained and used to identify market opportunities. They are vetted using the 6 Hats framework. The case can also be used to help regulators understand the unintended consequences that may emerge from regulations.

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