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68 Table 17. Average distribution of Strategy A2: Adjust Rates, Differential--Increase the daily parking exits, Tuesday through Thursday, rate in the garage for stays of more than 3 days to make the spring 2009, theoretical airport. rate in the remote lot more attractive to price-sensitive cus- tomers staying longer than 3 days. Proportion of Exits Strategy A3: Adjust Rates, Variable--Adjust rates during Length of Stay Garage Remote Lot the spring and fall to provide guaranteed spaces in both the 02 Hours 20% 0% garage and remote parking facilities for customers who 26 Hours 10% 1% book in advance at rates that are geared toward preserving 624 Hours 30% a 6% space in the garage for customers who do not book in ad- 12 Days 24% 10% vance. Customers who do not book in advance are more 23 Days 4% 38% likely to be business travelers who are willing to pay more 35 Days 5% 21% to maintain flexibility. More Than 5 Days 7% 24% Strategy B: Relocate Employee Parking--Half of the Total 100% 100% employees parking in the garage can not be relocated Note: because of lease agreements between their employers and a Of the parking customers in the garage who park for a duration of 624 h, two-thirds are airline passengers and the airport operator. The remaining employees would be one-third are employees. required to move to the remote lot, which would free-up Source: DMR Consulting, November 2009. garage space accordingly. Strategy C: Introduce a Premium Product--Develop a premium parking product in the garage tailored to busi- Although the majority of long-term parkers using the garage ness travelers. Allocate a certain number of parking spaces are business travelers, the proportion of nonbusiness airline for customers who most want to park in the garage and are passengers increases substantially for stays of more than 3 days. willing to pay a premium for the privilege. The program This information is presented in Table 18. includes two options: either purchase of a permit or ac- cess card that can be transferred among employees for a monthly fee equivalent to the fee for parking 25 days per Potential Strategies month in the garage, or a pay-as-you-go option provided at The following strategies were identified for consideration in a daily rate equivalent to 30% more than the garage rate resolving the constrained parking problem at the theoretical and with no monthly payment required. airport. Strategy D: Introduce Valet Parking--Offer curbside valet service at a premium over the daily rate for garage parking for Strategy A1: Adjust Rates, Traditional--Increase the customers that place the highest value on quick access to the maximum daily rate in the garage to make the daily rate in terminal. Automobiles can be stored in the remote lot or the remote lot more attractive to price-sensitive customers elsewhere on airport property. The premium should be set using terminal area parking. This strategy is likely to to help resolve the parking constraint, while considering influence a high proportion of airline passengers park- the effects of too many customers shifting to valet parking. ing for longer than 3 days because the proportion of non- Strategy E: Expand the Terminal Area Parking Supply-- business airline passengers increases with stays longer Add spaces to the parking supply to accommodate fore- than 3 days. cast demand over the next 10 years. Table 18. Trip purpose by length of stay for long-term parkers, theoretical airport. Garage Remote Lot Length of Stay Business Nonbusiness Total Business Nonbusiness Total Up to 1 Day 84% 16% 100% 8% 92% 100% 12 Days 86% 14% 100% 12% 88% 100% 23 Days 78% 22% 100% 9% 91% 100% 35 Days 62% 38% 100% 18% 82% 100% More than 5 Days 52% 48% 100% 23% 77% 100% Source: DMR Consulting, November 2009.