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Governments have long recognized the role that modern infrastructure services can play in economic growth and poverty alleviation in developing countries. Increasingly, airports are being viewed as enterprises rather than public services which are expected, at best, to break even. As a result, governments around the world have turned to the private sector for the management and development of airports in order to create viable, bankable and sustainable airport businesses that operate more efficiently than under the public domain.
 

However, the latest decline in privatization activities and investment flows in developing countries seems to be ongoing; consequently this paper looks into the reasons for, and the failure of, privatizations in developing countries where a strong sense of disillusionment has emerged in recent years with regard to the privatization results in the traditional fields of utilities and transport. A wide range of privatization models has been applied to coordinate and balance the interests of the public sector and private investors, respectively. In cases where the market and the overall framework proved attractive to all parties involved, the majority of privatizations have been successful. Where projects lack market depth and other vital elements that determine the attractiveness of a transaction for the private sector, projects turned out to be unsuccessful or never came to fruition.

Nonetheless, alternative ways of privatizing do exist. Here, the public-private-partnership (PPP) provides one method of bundling public- and private-sector resources after balancing their respective interests. Lufthansa Consulting is currently in the process of structuring such a PPP for Ouagadougou International Airport in Burkina Faso in order to make this challenging transaction possible.