Cover Image

Not for Sale



View/Hide Left Panel
Click for next page ( 129


The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement



Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 128
CHAPTER 5 Selecting Potential Strategies and Supporting Technologies This chapter describes the factors to be considered by airport operators when they select a potential parking strategy and supporting technology. Tables 5.1 through 5.3 are intended to help identify those strategies that respond to the specific objectives of airport management. These tables, which list the identified strategies in this guidebook, indicate which strategies would best improve customer service (Table 5.1), enhance revenues (Table 5.2), or result in more efficient operations (Table 5.3) and provide a qualitative evaluation of each strategy's ability to achieve the stated objectives. In these tables, the strategies are ranked according to whether the effects they provide are very positive, somewhat positive, neutral, somewhat negative, or very negative. However, two strate- gies receiving the same ranking or score may not have the same effect on customer service, rev- enues, or operations. For example, two strategies, Parking Rate Adjustments (F.1) and Validated Parking--Park-Sleep-Fly (B.10), can have very positive effects on enhancing revenues, but the amounts of new revenues may not be the same. The following sections list the key considerations used to develop these rankings and to define provide a high level of customer service, enhance parking revenues, and improve operational efficiency. These three definitions are provided because airport operators may define these terms differently or place different emphasis on the individual components of the rankings. Provide a High Level of Customer Service The level of customer service provided by an airport parking product or service is typically defined by one or more of the following factors: Unassisted walking distance--The distance customers walk between their parking spaces and their destinations within the terminal building or shuttle bus stop. Shorter walking distances equate to a higher level of customer service. Weather protection for the vehicle and customer--The extent to which parked vehicles are covered or enclosed; the extent to which customers are protected from the elements while either waiting for a shuttle bus or walking to and from their parking spaces. Products or ser- vices in which vehicles are covered or enclosed and customers are protected from the weather equate to a higher level of customer service. Reliable availability of a parking space--The level of comfort customers have that they will be able to locate a parking space in the facility of their choice. This factor increases in impor- tance if the customers believe they may be late for their scheduled departure or were delayed en route to the airport. Services that provide reliable availability or guaranteed spaces equate to a higher level of customer service. 128