Strategic Planning for Parking Revenue Maximization
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1 8 September 2014 Strategic Planning for Parking Revenue Maximization
2 Introduction Parking is a major source of non-aeronautical revenue US airports traditionally not heavily focused on commercial, for a range of reasons, such as: Ordinance controlled rates Governance structure Competitive landscape But an increasing focus on commercial considerations Grow non-aeronautical contribution Address revenue decline due to competition Typical objective: maximize non-aeronautical revenue from existing parking assets 2
3 Planning for Revenue Growth The process of maximizing revenue from parking assets: Step 1: strategic planning assess current performance, establish position within the competitive landscape, identify and assess strategic options Step 2: detailed business planning: People Process Technology Facilities and infrastructure Operating structure and agreements Step 3: implement Strategic Planning Process External Assessment Current Performance and Strategic Position Strategic Alternatives Assessment & Business Case Development Establish Strategic Initiatives Internal Assessment 3
4 Planning for Revenue Growth The strategic planning process for airport parking businesses focuses on gathering and analyzing the data to figure out: Strategic Planning Process External Assessment Internal Assessment What drives revenue growth? Current Performance and Strategic Position Strategic Alternatives Assessment & Business Case Development Establish Strategic Initiatives 4
5 Performance is a Function of: Factors that cannot be controlled or for which there is limited control, such as: Market Demand Competition Other External & Internal Factors Market demand Competition Factors that can be controlled, such as: Market Share & Revenue Performance Products Pricing Reach & awareness Commercial Factors Products Pricing Reach & Awareness 5
6 Market Demand & Competition Market Demand Total volume Originating enplanements Market Demand Competition Other External & Internal Factors Less visitors Segments Different wants & needs Different price sensitivities Market Share & Revenue Performance Commercial Factors Products Pricing Reach & Awareness 6
7 Market Demand & Competition Market Demand Total volume Originating enplanements Market Demand Competition Other External & Internal Factors Less visitors Segments Different wants & needs Different price sensitivities Market Share & Revenue Performance Competition Off-airport Drop-off/pick-up Other modes of airport access Commercial Factors Products Pricing Reach & Awareness 7
8 Market Demand & Competition How is the market responding to current set of choices? Gather as much segmentation data as possible Demographics Purpose of trip Frequency of travel Duration of trip Capture actual behavior/choices rather than stated preference Capture all airport access modes, not just airport parking 8
9 Market Demand & Competition Why is the market making current set of choices? Segment wants & needs compared to product features Pricing compared to price sensitivity Which also needs to consider duration of stay Customer satisfaction surveys and focus groups can help decipher some of the patterns in the data 9
10 Market Demand & Competition Establish the key identifiable market segments For example: Segment Wants & Needs Price Sensitivity Segment 1 Proximity and minimum time to terminal Guaranteed availability Great customer service Very low Segment 2 Segment 3 Segment 4 Segment 5 Proximity and minimum time to terminal High availability Good customer service Reasonable proximity and time to terminal Reliable availability Good customer service Reasonable proximity and time to terminal Reliable availability Reasonable service Basic connectivity to terminals Basic service Low Moderate Moderate High 10
11 Market Demand & Competition Map segments to current choices For example: Segment Airport Product Off-Airport Parking Other Mode Segment 1 Not available Not available Limousine Service Segment 2 Terminal Daily Not available Taxi Service Segment 3 Not available Off-Airport A Taxi Service Segment 4 Not available Off-Airport B Taxi Service Segment 5 Remote Economy Off-Airport C Drop-Off/Pick-Up 11
12 Other Factors Other factors, such as Regulatory restrictions Political considerations Market Demand Competition Other External & Internal Factors Available capacity Physical constraints Operating structure and agreements Market Share & Revenue Performance Commercial Factors Products Pricing Reach & Awareness 12
13 Commercial Factors Commercial Factors Products Tiering Market Demand Competition Other External & Internal Factors Refining Pricing Rate setting Yield management Market Share & Revenue Performance Reach & Awareness Connecting to the customer Commercial Factors Products Pricing Reach & Awareness 13
14 Products Fill Gaps in Product Portfolio Premium Product Segment Airport Product Off-Airport Parking Other Mode Segment 1 Not available Not available Limousine Service Segment 2 Terminal Daily Mid-Market Product Not available Taxi Service Segment 3 Not available Off-Airport A Taxi Service Segment 4 Not available Off-Airport B Taxi Service Segment 5 Remote Economy Off-Airport C Drop-Off/Pick-Up 14
15 Products And/or Refine Current Products Adjustments to current product and service features, such as: Improved shuttle routes and frequencies Improved amenities Improved lighting, ambiance, and security Parking guidance systems Refinements are often complicated by operational issues, whether: Cost Labor and/or parking management agreements And by investment needs 15
16 Transactions per Thousand Originating Enplanements Maximum Daily Rate (USD) What Drives Revenue? Pricing Two Elements to Pricing 1. Fixed list prices Maximum hourly/daily rates Demand is elastic (how much varies by segment) Revenue can be optimized by balancing volume and rate Revenue Optimization Rate Range Transactions per Thousand Originating Enplanements vs. Maximum Daily Rate $23 $25 $27 $29 $31 $33 $35 $37 $39 $41 $43 $45 $47 $49 $51 $53 $55 $57 $ Elasticity 0.48 Elasticity Transactions per Thousand Enplanements Maximum Daily Rate 16
17 Pricing Two Elements to Pricing 2. Discretionary variable pricing to manage yield From simple targeted discount coupons To complex dynamic pricing systems and processes, balancing: Available inventory With demand volumes and elasticity by segment, considering seasonality, time of week, holidays, special events and other factors Focused on maximizing revenue by targeting the highest value utilization of available space inventory at any point in time 17
18 Reach & Awareness Marketing and promotional activities are important in competitive environments Technology is facilitating improved distribution channels to the customer Online prebooking via: Airport website Airline website Mobile app Integrated marketing communications and price incentives via multiple channels Technology permits integration of inventory management, yield management, distribution, and communications tools 18
19 Strategic planning helps establish the foundation for revenue growth Revenue Growth by Strategic Initiative Starting Revenue O&D Growth Initiative A Initiative B Initiative C Initiative D Initiative E Initiative F Ending Revenue 19
20 8 September 2014 Strategic Planning for Parking Revenue Maximization
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