W Hotel San Francisco – Lower Cost Structure
In the heart of the SOMA District of San Francisco, the W
Hotel is a 404-room Starwood property with a panoramic view of the city skyline
and Bay Bridge. Because there was no onsite inventory of parking spaces, high
labor and insurance costs began to lower the revenue stream from the valet
parking department. City Park implemented its “staff by demand” philosophy to
find efficiencies in the valet labor force and reduce the number of working hours,
while still retaining a high service level. Paired with a lower cost structure
in workers’ compensation and liability insurance, City Park was able to
contribute an increase of $200,000 to the bottom-line of the hotel.
Jessie Square Garage – Marketing Success
Located near the southern Financial District in San Francisco, the Jessie Square Garage is a 377-space self-park garage that serves local
businesses and hotels. Opened in February of 2005, the garage faced many
hurdles in attracting business – lack of visibility (underground), minimal
opportunity for signage (construction zone), and accessibility (small alley).
The garage was running in the “red” for its first four months of operation.
After completing a marketing survey of the neighborhood, and assessing revenue
opportunities, City Park implemented a detailed marketing plan that included
group discounting, a direct-mail piece, and public outreach to local
businesses. Within two months, the garage was running in the “black,” and in
the course of a year the impact of the marketing campaign contributed over
$300,000 in new revenues to the garage.
Union Square Garage – Hotel Resources
The Union Square Garage is located in the heart of San Francisco ’s Union Square, the City’s most popular visitor destination. Surrounded by
over six million square feet of retail space and 12,500 hotel rooms, the 985-space,
self-park garage owned by the City and County of San Francisco serves over
865,000 parkers a year. Faced with an inventory of unused spaces in the
garage, City Park negotiated the ability to park hotel guest cars from the nearby
685-room Grand Hyatt San Francisco in the unused spaces, and at the same time
was able to save the Grand Hyatt thousands of dollars a year in off-site
parking costs. In return, the City and County of San Francisco realized an
additional $800,000 in new revenues a year, with only a minimal of capital