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The year 2009 will not be proclaimed as one of the best financial years in the aviation industry. Decreasing passenger numbers worldwide have meant less revenue for airlines and airports, fewer jobs and also lower tax income for states on the macroeconomic level.

Various institutes have forecasted a 3 - 5 per cent decline in passenger numbers in 2009. Until we see an upturn, airports should concentrate on the utilization of their assets, such as efficient car park management at the airport.

The car park EBITDA return is one of the highest among aviation related business units and varies between 70 to 80 per cent. In addition, car park revenue is one of the highest non-aeronautical sources of income for airports and it is crucial that the car park operations are managed efficiently. A method to steer and monitor passenger interest is the continuous measurement of customer satisfaction. This method can also be applied to the car park business as it supports successful business development and customer retention.

Customer satisfaction is a driver for revenue growth

In general, car park customers are individuals with different requirements. Their primary aim is to find a car park location easily and to select a product depending on their needs at the related price (primary indicators). These are the two critical success factors which are generally monitored by the operators. However, if a customer/driver is not satisfied with the processes at the car park and/or feels overcharged a revenue decrease can be observed.

Pricing: Customers expect good value for the money they spend on parking. Usually airport car parking facilities are much more expensive than city car parks, but customers are aware of this fact. The passenger is more interested in which additional services or benefits are provided in relation to the costs.

Location: A mid to large size airport has a range of car park products in different locations because customers prefer to have a choice (e.g. terminal parking, short-term or long-term parking or pick-up/drop-off parking) and transparent orientation (signage) to and from the parking bays and facilities.

The technical efficiency as well as “soft issues” from the customer’s perspective are secondary indicators:

Technical efficiency: Highly reliable and easy to use equipment secure smooth processes at entry, payment and exit. Without a state-of-the-art system the evaluation of movement data is very difficult and traffic flow steering cannot be influenced.

Customer service: Friendly customer support along the process chain (except in the approach phase) should be available 24 hours a day in the parking lot.

Clean and secure: Clean and secure parking is an important factor for customers when choosing their parking. There is a strong correlation between clean and secure parking and customer satisfaction.

Business development: Innovations in the car park business are becoming more and more popular. Customers are used to new innovative products at airports (e.g. online-check-in), therefore new products like online (pre) booking and XXL parking bays can generate additional revenue to car park operations.

In order to sustain customer satisfaction on a regular basis the primary and secondary indicators should be monitored and if necessary amended. To retain customers car park operators must maintain and develop services in the mid to long-term. An appropriate customer satisfaction evaluation is therefore the first step to optimizing future car park revenues.