San Francisco’s LaneOne provides VIP experiences for concertgoers that include tickets for the best seats in the house, food and beverage, a preferred entrance, and transportation. Once, that might have meant a limo. In 2020, it’s an Uber.

“We load a $50 Uber credit on every ticket we sell,” said Eric Johnson, CEO of LaneOne, which is a joint venture between Live Nation and Azoff MSG Entertainment. (Venues, promoters and artists get a percentage of the sales.) “We set a pin at the drop-off spot at the show. It takes away the anxiety of having to park and figure out those logistics.

“It’s been a seamless partnership for us,” he said. From the get-go, a team at Uber provided “a ton of assistance in the build and integration” to include the ride credits in LaneOne’s app.

The deal exemplifies the types of business relationships that both Uber and Lyft are forging as they seek sources of sustainable, recurring revenue. The money-losing San Francisco ride-hailing companies went public last year and, under the glare of Wall Street scrutiny, need to establish a path toward consistent profits.

While the ride-hail rivals are best known for consumer transportation, each has a division that makes direct deals to ferry customers and employees of companies in a variety of industries, including real estate, hospitality, education, entertainment, sports, insurance and autos.

“Those are huge areas of potential growth for both Uber and Lyft,” said Daniel Morgan, vice president of Synovus Trust Co., a money management firm. “And the fact that these businesses have the confidence to have their employees and customers utilize the services says a lot about how far these companies have come.”

Mark Mahaney, managing director for internet research at RBC Capital Markets in San Francisco, agreed. “These divisions are a bright spot,” he said. “They expand the value proposition of Uber and Lyft.”

Examples are legion: Recruiters pay for job candidates’ trips to interviews; retailers give ride vouchers to shoppers; auto shops offer rides instead of loaner cars while vehicles are repaired or serviced; sports teams comp season ticket holders for game-day rides; and universities replace or supplement shuttle services.

The companies use existing drivers for these trips. Often they generate rides during the slower parts of the day — people are more likely to go to a medical appointment midday than during rush hour or nightlife hours, for instance.

Uber and Lyft help corporate customers integrate the paid-for rides into their apps, and provide tools for dispatchers to arrange rides, and for bean-counters to track expenses.

“For Uber this is a massive market, very differentiated from the core consumer ride offering that most people know,” said Ronnie Gurion, global head of Uber for Business.

Uber for Business generated $1.2 billion in bookings in the fourth quarter, accounting for 8.9% of all ride bookings. (Ride bookings were $13.5 billion; all bookings, including Rides, Eats, Freight, and Jump e-bikes and e-scooters, were $18.1 billion.) Managed business accounts grew 75% compared to the same quarter in 2018, while health transportation grew 300% year over year, Uber said in its quarterly report.

Uber for Business started by aiming at business travelers as Uber integrated its app with SAP’s Concur expense-reporting software. “We quickly saw a host of companies reach out to use Uber in new, innovative ways,” Gurion said. “So we expanded it to play in the (business-to-business) space more broadly.”

He has salespeople on the ground in 20 countries pursuing medium and larger companies. The division operates in all 69 countries where Uber offers rides.

Uber also has a version of its Uber Eats food-delivery service aimed at businesses, allowing them to order group meals for lunch, or dinners while on business trips, for instance.

At Lyft, the business division “is one of the fastest-growing, most-profitable segments of Lyft,” said Gyre Renwick, Lyft vice president of enterprise sales, while declining to give any financial breakdowns.

Lyft said it expects growth in Lyft Business to continue to outpace its overall business, and views it as a $25 billion market.

Both companies said they did not think that the fact that corporate customers book rides through them on behalf of customers and employees would make it more likely that Lyft and Uber drivers would be found to be employees under AB5, California’s new gig-work law — a potential change both are working hard to avoid.

“These business riders are paying and have a relationship with the driver,” said Xavier Van Chau, an Uber spokesman, reiterating the company’s point that it provides technology and a “marketplace” for those parties to use.

Uber and Lyft both have a strong emphasis on health care, providing nonemergency medical transportation to patients and employees at hospitals, clinics and doctors’ offices, sometimes through existing medical-transport brokers.

The companies do not provide additional training for drivers giving medical rides. Both said that the rides are for ambulatory patients. Advocates for the disabled have sued Lyft and Uber over lack of wheelchair access.

“Every year, 3.6 million people miss medical appointments due to lack of transportation,” said Megan Callahan, Lyft vice president of health care. “Health systems can save millions by sponsoring rides for patients to make sure they make appointments.”

That’s one reason Sutter Health partnered with Lyft, said Chris Waugh, chief innovation officer for the nonprofit health care network that serves patients in more than 100 Northern California towns and cities. Individual Sutter Health hospital and care centers can develop customized transportation programs with Lyft.

Waugh rattled off examples: taking home health aides to and from patient visits; chauffeuring discharged patients home from the hospital; giving rides to and from doctor appointments; transporting patients to specialty services such as chemo, radiation and dialysis; assisting low-income patients who lack any transportation; last-mile rides for patients who take public transit; ferrying “floating” staff members wherever they’re needed.

“We’ll create specific digital pickup points on a large corporate campus or hospital,” Renwick said. “The drivers know to go to that specific location. We’ll also create physical signage.”

Lyft is cheaper, faster and more reliable than taxis and more flexible than shuttles, he said. Savings can be even bigger if the rides mean less infrastructure is needed. “Building a parking garage in places like San Francisco is no small investment,” he said.

Even something as simple as taking discharged patients home from the emergency room can be a big deal, he said.

Taxis averaged 23 minutes to pick up patients being discharged from the California Pacific Medical Center in San Francisco; Lyft cars come in three minutes.

“If you are backed up on the discharge side, you can’t see patients as quickly on the front side,” Waugh said. “We were able to reduce patient wait times through Lyft because it’s a much more predictable arrival.”

Carolyn Said is a San Francisco Chronicle staff writer. Email: csaid@sfchronicle.com Twitter: @csaid