Not for Sale

• #### Abbreviations used without definitions in TRB publications 102-102

The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001

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 75
75 Table 25. Example strategy selection, alternatives analysis phase summary, theoretical airport. Airport Operator Achieves Decision to Carry Advance to Strategy Targeted Results? Forward? Step 9? A1. Adjust Rates, Traditional No Yes1 Yes A2. Adjust Rates, Differential No No No B. Relocate Employee Parking No Yes1 Yes Strategy Package 1 (A1 + B) Yes Yes Yes Strategy Package 2 (A2 + B) Yes Yes Yes Note: 1 Airport operator decided to carry forward the strategy because it almost achieves the targeted results. Source: DMR Consulting, November 2009. this is the highest rate increase customers would toler- Alternatives Analysis Phase Summary ate. A differential rate has not been introduced at the Table 25 summarizes the results of the analysis of the airport, and customers may have difficulty under- strategies and strategy packages that are to be carried forward standing the rate or may feel it is unfair for customers into the comparative analysis phase. parking for a longer duration to be singled out for a rate increase. The analysis indicated that total public parking exits would decrease by 0.5%. These customers would Comparative Analysis Phase shift to other modes because they are dissatisfied with and Strategy Selection the parking rate increase. Combined with the additional capacity from relocating employees, customers using the The comparative analysis phase consists of three steps garage would be able to find a space without assistance (Steps 9 through 11) that may be conducted simultaneously. from personnel and would not be diverted to remote These steps are discussed together in this section. parking, which is a customer service improvement. In this theoretical example, the airport operator ranks each There would be negative customer service implications strategy and strategy package from 1 (best) to 4 (worst) based for airport employees working in the terminal area who on the primary and secondary goals of the parking program, have lost the ability to park in the garage. The employees as shown in Table 26. Net revenues and excess vehicle trips and their employers may be dissatisfied. can be ranked based on quantitative data, but the ranking for customer service is subjective. Strategy B, Relocate Employee Parking, was ranked as the most desirable strategy from a cus- Return to Step 7--Evaluate Related Effects tomer service standpoint, because management has ranked in Context of Goals and Objectives customer service for airline passengers as more important The related effects of the two strategy packages were con- than customer service for employees. The airport operator sidered to be compatible with the airport operator's goals and ranked Strategy Package 2 as the worst for customer service objectives for the parking program. because, even though fewer customers would be subject Table 26. Example strategy selection, ranking of strategies based on primary and secondary goals of parking program, theoretical airport. Preserve or Increase Net Excess Trips Customer Service Strategy Revenues Ranking Generated Ranking Ranking A1. Adjust Rates, Traditional 1 3 2 B. Relocate Employee Parking 3 1 1 Strategy Package 1 (A1 + B) 1 3 3 Strategy Package 2 (A2 + B) 2 2 4 Source: DMR Consulting, November 2009.

OCR for page 75
76 to a rate increase, it is believed that customers would have exacerbating the constrained parking situation. For several difficulty understanding and accepting the concept of the years, the airport operator has recognized that each space occu- differential rates and that the strategy package would also pied by an employee vehicle represents lost revenue in the inconvenience employees. Although the traditional rate garage. The airport operator believes that, from a public rela- adjustment (Strategy A1) and Strategy Package 1 would have tions standpoint, it will be easier to relocate employees if the the greatest effect on numbers of vehicle trips generated, air- effects of resolving the problem are shared between employees port management determined that Strategy A1 and Strategy and airline passengers. Package 1 would not degrade the level of service on the air- If the airport operator is concerned about customer ser- port roadway system. vice impacts or vehicle trip generation with the 25% rate Based on the comparative analysis, the airport operator in increase, it could analyze Strategy Package 1 with a lower this scenario selects Strategy Package 1 because it is ranked the parking rate increase to determine if the targeted results highest for the primary goal of preserving or increasing net could be achieved. If customer service were the primary revenues, at a rate level that the airport operator believes the goal rather than net revenues, Strategy B, the relocation of market will tolerate, given that parking rates have not been employees to remote parking, would have been selected as raised in 3 years. Employee parking in the terminal area is the preferred strategy.