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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 strategyâs 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 ParkingâPark-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 distanceâThe 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 customerâThe 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 spaceâThe 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 C H A P T E R 5 Selecting Potential Strategies and Supporting Technologies
Selecting Potential Strategies and Supporting Technologies 129 ⢠Ease of circulationâClear wayfinding and ease of circulation, both for drivers and pedestri- ans, including the efficiency of the garage ramping system. Express ramp systems are usually more efficient in delivering cars to and from available parking spaces. ⢠Time required to locate an available parking spaceâThe in-vehicle travel time between when customers enter a parking facility and when they park. Shorter travel times equate to a higher level of customer service. ⢠Time spent at the entry or exit of a parking facilityâThe amount of time customers wait in a vehicle queue at either the entry or exit plaza. Parking services or technologies that reduce this time equate to a higher level of customer service. ⢠Number of level changesâThe number of times customers must change levels while walk- ing between their parking spaces and their destinations. Fewer level changes equate to a higher level of customer service. ⢠Perception of security for vehicle and customerâCustomersâ perceived level of security and safety for their parked vehicles and for themselves as they travel between their parking spaces and the terminal building. A perception of safety and security equates to a higher level of cus- tomer service. This perception may be enhanced by bright lighting, glass-enclosed stairways or elevators, and unobstructed view lines (e.g., those that are not limited by interior ramps, shear walls, closely spaced columns, or other objects). ⢠Perception of cleanlinessâThe cleanliness and maintenance of a facility may affect customer perception of a facility and the level of service it offers. A clean, well maintained facility is more appealing than a facility that contains dirt and trash strewn about, oil drippings, and odors and that is dimly lit. ⢠Availability of advance informationâThe timely availability of accurate information regard- ing key factors that may influence customer decisions on which parking facility or product they will choose. These factors could include parking fees, space availability, roadway conges- tion, and services provided by a parking product. Some of this information (e.g., parking rates and services, roadway congestion) may need to be available for customers as they depart for the airport while other information may be more important once customers are closer to the airport (e.g., parking space availability for a specific facility or product). Services that provide the proper information at the proper time in a customerâs journey to the airport equate to a higher level of customer service. ⢠Availability of additional servicesâThe number and range of available useful products or services from which customers may choose. A large menu of services equates to a higher level of customer service, as long as the product offerings are not confusing to customers. ⢠Baggage assistanceâThe availability of services that reduce the distance customers must carry their baggage as they travel between their parking spaces and their destinations within the ter- minal building. Services that reduce this distance equate to a higher level of customer service. ⢠Customer independenceâThe extent to which customers do not have to rely on other ser- vices (i.e., a shuttle bus) during their parking experience. Parking products or services that allow customers to walk between their parking spaces and the terminal building equate to a higher level of customer service. ⢠Customer satisfaction measuresâFeedback from customers and independent assessments (such as mystery parkers) regarding parking products and services. High scores or few com- plaints from independent assessments equate to a higher level of customer service. Enhance Parking Revenues For public parking at airports, the effect of a parking product or service on parking revenues is typically based on the following factors: ⢠Gross revenuesâThe amount of total revenues generated by a parking product, service, or facility.
130 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies ⢠Market shareâThe share of airline passenger parking transactions, revenues, or occupied spaces that is accommodated in airport-owned parking facilities versus privately operated off- airport facilities. A strategy or technology that increases the airportâs market share provides an opportunity for additional parking revenues. Improve Operational Efficiency For public parking at airports, the effect of a parking product or service on operating efficiency is typically based on the factors listed below. More efficient operations enable an airport enter- prise to retain more of the revenue collected in parking fees (i.e., net revenue). ⢠Cost of staffâThe number of staff hours (whether airport or contract employees) and cost per staff hour (including salary and benefits) related to operation of a parking facility, prod- uct, or service. Fewer staff hours or lower costs per hour indicate more efficient operations. ⢠Other operating expensesâThe non-staff costs of operating a parking facility, product, or service. These costs may include utilities, maintenance materials, credit card fees, shuttle bus operations (vehicle leasing or depreciation, fueling, maintenance), uniforms, and manage- ment or concession fees. Lower costs for these items indicate more efficient operations. ⢠Square footage per parking spaceâThe number of vehicles that can be stored within a given area. Some parking strategies, such as valet parking, allow vehicles to be stored more com- pactly than do others, such as a self-parking operation. A lower number of square feet per parking space indicates more efficient operations. ⢠Revenue securityâMitigation of the risk of losing revenue to customer or employee theft or fraud. Strategies or technologies that reduce a customerâs or employeeâs ability or opportunity to handle cash, obtain lower-value parking tickets, exit a facility without paying, or wrongly claim damage to a vehicle indicate more efficient operations. As noted, Tables 5.1 through 5.3 summarize the qualitative assessment of how each parking strategy or technology influences the three overall goals described above. The extent to which each strategy or technology is expected to positively or negatively influence an airport operatorâs ability to meet each overall goal was assessed using one of the following five ratings: ⢠Very positiveâThe strategy or technology positively and significantly influences many of the relevant factors that contribute to meeting a goal. ⢠Somewhat positiveâThe strategy or technology positively influences some of the relevant factors that contribute to meeting a goal, and perhaps influences a few factors significantly. ⢠NeutralâA strategy that equally provides positive and negative influences on factors that con- tribute to meeting a goal, or a strategy that has no effect on meeting a particular goal. ⢠Somewhat negativeâThe strategy or technology negatively influences some of the relevant factors that contribute to meeting a goal, and perhaps influences a few factors significantly. ⢠Very negativeâThe strategy or technology negatively and significantly influences many factors that contribute to meeting a goal. In addition to identifying those strategies that best respond to managementâs objectives, it is helpful to identify complementary strategies and consider including them in the list of candidate strategies to be evaluated. Please see the descriptions of the strategies in Chapter 4 for lists of sup- porting and complementary strategies and technologies.
Selecting Potential Strategies and Supporting Technologies 131 Improves customer service Categories/Strategies Ve ry po sit ive So m ew ha t po sit ive N eu tra l So m ew ha t n e ga tiv e Ve ry n e ga tiv e Notes A. Parking ProductsâDuration Based A.1 Hourly/Short-Duration Parking * Also reduces curbside congestion. A.2 Daily Parking * A.3 Economy/Long-Duration Parking * A.4 Very-Short-Duration Parking/Curbside Areas * Eliminates free curbside option. A.5 Free 30-Minute Parking * Also reduces curbside congestion. A.6 Cell Phone Lots * Also reduces curbside congestion and recirculating traffic. A.7 No Overnight Parking Zones * Increases assurance that short-duration spaces are available, but prohibits long-duration parkers from using convenient parking spaces. A.8 Vacation Parking * A.9 Holiday/Overflow Parking * Assures available spaces during busy periods, but spaces may be inconvenient. A.10 Parking Condominiums * B. Value-Added Parking Products B.1 Valet ParkingâCurbside Drop-Off/Pickup * B.2 Valet ParkingâCurbside Drop-Off/Pickup with Airline Check-In * B.3 Valet ParkingâNon-Curbside Drop-Off/Pickup * B.4 Valet ParkingâCustomer Transported to/from Airport in Shuttle Van * B.5 Business Parking * B.6 Monthly BillingâPay per Use * B.7 Reserved Parking ZoneâPay per Use * B.8 Guaranteed SpaceâUnlimited Use * B.9 Validated ParkingâRetail * B.10 Validated ParkingâPark-Sleep-Fly * Parking with Valet Service * B.11 XXL (Extra Large) Parking * B.12 Parking for Ladies and Families * B.13 Secure Parking and Secure Table 5.1. Ability of strategy to improve customer service. (continued on next page)
132 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Improves customer service Categories/Strategies Ve ry po sit ive So m ew ha t po sit ive N eu tra l So m ew ha t n e ga tiv e Ve ry n e ga tiv e Notes C. Complementary Customer Services C.1 Vehicle Washing and Servicing * C.2 Concierge Services * C.3 Onsite Sale of Food, Beverages, and Other Products * C.4 Pre-Ordered In-Flight Meals to Go * C.5 Loyalty Programs (Frequent Parker Programs) * C.6 Passenger Check-In Kiosks * Market for this service is declining, as more patrons check-in prior to leaving for the airport. C.7 Baggage Check-In * C.8 Pet Kennels * C.9 Shaded Spaces * Benefits vary depending on local weather conditions. C.10 Shaded Spaces with Solar Panels * C-11 Electric Charging Stations * Limited customer base at present. D. Parking Space Availability and Guidance Systems D.1 Space Availability via the Internet Prior to Arrival * Depends upon when information is received. D.2 Space Availability via Phone/Radio Prior to Arrival * D.3 Space Availability by Facility * D.4 Space Availability by Parking Level * D.5 Space Availability by Aisle/Sector * Provides environmental benefits as well. D.6 Space Availability by Space * Provides environmental benefits as well. D.7 Managed Fills * D.8 Parking Compartments * Provides environmental benefits as well. D.9 Space Locators * D.10 In-Vehicle Parking Technologies * Future technology, uncertain impacts. E. Cashierless Transactions E.1 Pay-on-Foot Systems * E.2 Credit Card In/Out * E.3 Automatic Vehicle Identification/Radio-Frequency Identification * Most beneficial if tag is issued by regional toll authority. E.4 IntelliDrive * Future technology, uncertain impacts. E.5 Proximity Cards * E.6 License Plate Recognition * Limited applicability in North America. E.7 Cellular Telephone/Pay by Cell * Generally not appropriate for airports. E.8 In-Car Meters * Generally not appropriate for airports. E.9 In-Lane Processing * Generally not appropriate for airports. Table 5.1. (Continued). (continued)
Selecting Potential Strategies and Supporting Technologies 133 Improves customer service Categories/Strategies Ve ry po sit ive So m ew ha t po sit ive N eu tra l So m ew ha t n e ga tiv e Ve ry n e ga tiv e Notes F. Revenue Enhancement Strategies F.1 Parking Rate Adjustments * Depends on purpose of rate adjustments. Rate adjustments intended to increase space availability in a particular product may improve customer service. F.2 Strategic Pricing * F.3 Web-Based Reservations * F.4 Yield Management * F.5 Coupons * F.6 Advertising SalesâInterior, Exterior, Tickets, and Equipment * F.7 Branding * F.8 Marketing * G. Safety and Security Strategies G.1 Visual SurveillanceâCamera * G.2 Emergency Audio Communications * H. Operational Enhancements H.1 Parking Facility Operation Options * H.2 Privatized Facility Development * H.3 Automated Overnight License Plate Inventory * Source: Jacobs Consultancy, April 2009. Table 5.1. (Continued).
134 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Enhances parking revenues Categories/Strategies Ve ry po sit ive So m ew ha t po sit ive N eu tra l So m ew ha t n e ga tiv e Ve ry n e ga tiv e Notes A. Parking ProductsâDuration Based A.1 Hourly/Short-Duration Parking * Depends on prices for other parking products and goals of airport management (i.e., lower hourly/short- duration parking rates decrease curbside congestion). A.2 Daily Parking * Depends on prices for other parking products. A.3 Economy/Long-Duration Parking * Depends on prices for other parking products. A.4 Very-Short-Duration Parking/Curbside Areas * A.5 Free 30-Minute Parking * A.6 Cell Phone Lots * A.7 No Overnight Parking Zones * A.8 Vacation Parking * A.9 Holiday/Overflow Parking * A.10 Parking Condominiums * B. Value-Added Parking Products B.1 Valet ParkingâCurbside Drop-Off/Pickup * B.2 Valet ParkingâCurbside Drop-Off/Pickup with Airline Check-In * B.3 Valet ParkingâNon-Curbside Drop-Off/Pickup * B.4 Valet ParkingâCustomer Transported to/from Airport in Shuttle Van * B.5 Business Parking * B.6 Monthly BillingâPay per Use * B.7 Reserved Parking ZoneâPay per Use * B.8 Guaranteed SpaceâUnlimited Use * B.9 Validated ParkingâRetail * B.10 Validated ParkingâPark-Sleep-Fly * Parking with Valet Service * Depends on how revenue is allocated to parking operation versus hotel operation. B.11 XXL (Extra Large) Parking * B.12 Parking for Ladies and Families * B.13 Secure Parking and Secure C. Complementary Customer Services C.1 Vehicle Washing and Servicing * C.2 Concierge Services * C.3 Onsite Sale of Food, Beverages, and Other Products * C.4 Pre-Ordered In-Flight Meals toGo * C.5 Loyalty Programs (Frequent Parker Programs) * C.6 Passenger Check-In Kiosks * C.7 Baggage Check-In * C.8 Pet Kennels * C.9 Shaded Spaces * C.10 Shaded Spaces with Solar Panels * C.11 Electric Charging Stations * Table 5.2. Ability of strategy to enhance parking revenues. (continued)
Selecting Potential Strategies and Supporting Technologies 135 Enhances parking revenues Categories/Strategies Ve ry po sit ive So m ew ha t po sit ive N eu tra l So m ew ha t n e ga tiv e Ve ry n e ga tiv e Notes D. Parking Space Availability and Guidance Systems D.1 Space Availability via the Internet Prior to Arrival * D.2 Space Availability via Phone/Radio Prior to Arrival * D.3 Space Availability by Facility * D.4 Space Availability by Parking Level * D.5 Space Availability by Aisle/Sector * D.6 Space Availability by Space * D.7 Managed Fills * D.8 Parking Compartments * D.9 Space Locators * D.10 In-Vehicle Parking Technologies * Future technology, uncertain impacts. E. Cashierless Transactions E.1 Pay-on-Foot Systems * Assuming that payment method does not affect parking rate. E.2 Credit Card In/Out * E.3 Automatic Vehicle Identification/Radio-Frequency Identification * E.4 IntelliDrive * Future technology, uncertain impacts. E.5 Proximity Cards * Cards may be associated with a specialized product, which may enhance parking revenues. E.6 License Plate Recognition * E.7 Cellular Telephone/Pay by Cell * Generally not appropriate for airports. E.8 In-Car Meters * Generally not appropriate for airports. E.9 In-Lane Processing * Generally not appropriate for airports. F. Revenue Enhancement Strategies F.1 Parking Rate Adjustments * F.2 Strategic Pricing * May reduce near-term revenues, but increase market share, which can result in higher future revenues. F.3 Web-Based Reservations * F.4 Yield Management * F.5 Coupons * Depends on whether discount is offset by increased transactions. F.6 Advertising SalesâInterior, Exterior, Tickets, and Equipment * F.7 Branding * F.8 Marketing * G. Safety and Security Strategies G.1 Visual SurveillanceâCamera * G.2 Emergency Audio Communications * H. Operational Enhancements H.1 Parking Facility OperationOptions * Depends on selected option. H.2 Privatized Facility Development * May generate large lump sum payment or reduce capital development costs. H.3 Automated Overnight License Plate Inventory * Note: Operational expenses were not considered; see Table 5.3. Source: Jacobs Consultancy, April 2009. Table 5.2. (Continued).
136 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Improves operational efficiency Categories/Strategies Ve ry po sit ive So m ew ha t po sit ive N eu tra l So m ew ha t n e ga tiv e Ve ry n e ga tiv e Notes A. Parking ProductsâDuration Based A.1 Hourly/Short-Duration Parking * May require separate entry lanes. A.2 Daily Parking * May require separate entry lanes. A.3 Economy/Long-Duration Parking * Shuttle bus operations are costly. A.4 Very-Short-Duration Parking/Curbside Areas * A.5 Free 30-Minute Parking * A.6 Cell Phone Lots * Assumes a reduced need for curbside enforcement. A.7 No-Overnight-Parking Zones * Requires additional enforcement. A.8 Vacation Parking * Depends on need for shuttle bus. A.9 Holiday/Overflow Parking * Increased efficiency if product can be combined with another product (such as economy parking). A.10 Parking Condominiums * Service provided by third party. B. Value-Added Parking Products B.1 Valet ParkingâCurbside Drop-Off/Pickup * B.2 Valet ParkingâCurbside Drop-Off/Pickup with Airline Check-In * B.3 Valet ParkingâNon-Curbside Drop-Off/Pickup * B.4 Valet ParkingâCustomer Transported to/from Airport in Shuttle Van * B.5 Business Parking * B.6 Monthly BillingâPay per Use * B.7 Reserved Parking ZoneâPay per Use * Lower space utilization. B.8 Guaranteed SpaceâUnlimited Use * Lower space utilization. B.9 Validated ParkingâRetail * B.10 Validated ParkingâPark-Sleep-Fly * Parking with Valet Service * B.11 XXL (Extra Large) Parking * Less efficient use of available area. B.12 Parking for Ladies and Families * B.13 Secure Parking and Secure Service provided by third party. Table 5.3. Ability of strategy to improve operational efficiency. (continued)
Selecting Potential Strategies and Supporting Technologies 137 Improves operational efficiency Categories/Strategies Ve ry po sit ive So m ew ha t po sit ive N eu tra l So m ew ha t n e ga tiv e Ve ry n e ga tiv e Notes C. Complementary Customer Services C.1 Vehicle Washing and Servicing * Service typically provided by third party. C.2 Concierge Services * Service typically provided by third party. C.3 Onsite Sale of Food, Beverages, and Other Products * Service typically provided by third party. C.4 Pre-Ordered In-Flight Meals to Go * Service typically provided by third party. C.5 Loyalty Programs (Frequent Parker Programs) * C.6 Passenger Check-In Kiosks * C.7 Baggage Check-In * Service typically provided by third party. C.8 Pet Kennels * Service typically provided by third party. C.9 Shaded Spaces * C.10 Shaded Spaces with Solar Panels * Reduces utility expenses. C.11 Electric Charging Stations * D. Parking Space Availability and Guidance Systems D.1 Space Availability via the Internet Prior to Arrival * D.2 Space Availability via Phone/Radio Prior to Arrival * D.3 Space Availability by Facility * D.4 Space Availability by Parking Level * D.5 Space Availability by Aisle/Sector * D.6 Space Availability by Space * D.7 Managed Fills * D.8 Parking Compartments * D.9 Space Locators * D.10 In-Vehicle Parking Technologies * Future technology, uncertain impacts. E. Cashierless Transactions E.1 Pay-on-Foot Systems * Cashier cost savings may be partially offset by increased maintenance expenses. E.2 Credit Card In/Out * Revenue security may be partially offset by increased processing fees. E.3 Automatic Vehicle Identification/Radio-Frequency Identification * Revenue security may be partially offset by increased processing fees. E.4 IntelliDrive * Future technology, uncertain impacts. E.5 Proximity Cards * Revenue security may be partially offset by increased expenses to operate program and billing mechanisms. E.6 License Plate Recognition * Often requires additional staff. E.7 Cellular Telephone/Pay by Cell * Generally not appropriate for airports. E.8 In-Car Meters * Eliminates need for parking revenue equipment. Generally not appropriate for airports. E.9 In-Lane Processing * Generally not appropriate for airports. Table 5.3. (Continued). (continued on next page)
138 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Improves operational efficiency Categories/Strategies Ve ry po sit ive So m ew ha t po sit ive N eu tra l So m ew ha t n e ga tiv e Ve ry n e ga tiv e Notes F. Revenue Enhancement Strategies F.1 Parking Rate Adjustments * Can improve balance of parking space use among facilities. F.2 Strategic Pricing * F.3 Web-Based Reservations * Depends on who operates the system. F.4 Yield Management * F.5 Coupons * F.6 Advertising SalesâInterior, Exterior, Tickets, and Equipment * F.7 Branding * F.8 Marketing * G. Safety and Security Strategies G.1 Visual SurveillanceâCamera * G.2 Emergency Audio Communications * H. Operational Enhancements H.1 Parking Facility Operation Options * H.2 Privatized Facility Development * H.3 Automated Overnight License Plate Inventory * Source: Jacobs Consultancy, April 2009. Table 5.3. (Continued).