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TRB

Webinar:

IncreasingCustomer

Awareness

andUnderstanding

of

On-Demand

TransitJune

6,

20232:00

–

3:30

PMN

OVEMBER

2022

U

PD

ATEIncreasing

CustomerAwareness

andUnderstanding

ofOn-Demand

TransitTCRP

Synthesis

165:

Customer

Education

andAwareness

ofOn-Demand

Mobility?

Research

Findings

from

Synthesis

Report165?

Large

UrbanCase

Study:

LA

Metro?

Small

Urban/Rural

Case

Study:

B

ATA?

Moderated

question

and

answer

sessionAgendaResearch

Findingsfrom

SynthesisReport

165To

dd

Hansen,

Texas

A&M

Transportation

InstituteImproving

Customer

Education

EffortsResearch

Overview?

TCRP

Synthesis

SB-35,

nowpublished

as

Synthesis

165:Customer

Education

and

Awareness

of

On-Demand

Mobility?

Learnhow

marketing,

customer

outreach,

andeducation/traveltraining

efforts

are

conducted

for

on-demand

transit?

Transit

partnerships

with

TNCs

,

taxi

companies,

andmicrotransit

as

service

providers

or

technology

solutions?

Interested

in

media

channels

andstrategies,

targeted

populationgroups,

partner

roles,

andphases

ofengagementKey

Terms?

Ride-hailing?

Transportationnetwork

company(TNC)?

Microtransit?

Digitalplatform?

Subsidy

program?

Turnkey?

Software

as

aServiceProject

PhasesLiterature

Review

and

Scan12Online

Targeted

Survey3Case

StudiesTopics

in

Marketing

and

OutreachInternalPlanning

andBudgetingPartnershipsand

RolesMarketingEffortsCommunicationMethodsEducation

andParticipationPerformanceMeasurementSurvey

andCase

StudyAgenciesSurvey

Findings?

Location

(79%),

agency

goals(72%),

demographics

(66%),andpoints

ofinterest

(62%)impacted

marketing

andbranding?

Marketing

or

CommunityOutreachDepartments

wereusually

the

leadgroup?

Some

contracts

specified

keypartner

activities

and

sub-budget?

Print

collateral,

social

media,andworkshops/events

weremost

common

for

marketingResults

for

Tracking

Cost

of

Customer

AcquisitionKey

Takeaw

ays

–

Tailoring

Messaging?

Marketing

work

is

best

when

tailored

to

specific

customeraudiences?

Use

different

approaches

or

pitches

based

on

the

local

context?

Demonstrating

the

benefits

of

on-demand

mobility

options

tocustomers

through

hands-on

education

or

comparativematerials

improve

understanding?

Particularly

for

customers

used

to

their

existing

transit

servicesHall

Area

Transit

created

customer

profiles

prior

to

service

launch

toidentify

benefits

and

challenges

oftransitioning

to

microtransit.Jersey

City

targeted

marketing

efforts

towards

housing

developmentsand

other

key

ridership

groups.Key

Takeaw

ays

–

Retaining

Riders?

Riderretention

can

also

be

achallenge

for

some

agencies

aftercustomers

try

the

new

service

the

first

time?

Need

additional

understanding

of

customer

issues

with

usingo

n-demand

service

and/or

their

comfort

level

with

the

technology?

Getting

customers

to

take

the

initial

ride

on

the

on-demandservice

is

often

the

biggest

barrier?

Some

communities

may

need

additional

education

efforts?

Attracting

new

customers

who

are

not

already

using

existingtransit

services

can

have

mixed

successKing

County

Metro

monitored

sign-ups

for

the

service

compared

toinitial

trips

and

return

trips

on

their

microtransit

services.Key

Takeaw

ays

–

Follow-up

Efforts?

Continued

marketing

of

the

new

service

before

the

servicelaunch,

at

the

service

launch,

and

as

the

service

continuespost-launch

helps

reach

the

intended

audience?

Customers

can

forget

about

the

service

after

a

single

touchpoint?

Demonstrate

incorporation

of

customer

feedback

throughresponsiveness

to

their

concerns

and

service

asksHallArea

Transit

offered

referral

bonuses

to

help

retain

existingcustomers

and

encourage

new

ridership.The

agency

also

amended

fares,

reduced

walking

distances

tovirtual

stops,

and

implementedan

improved

ADAassistance

buttonin

theirapp

based

on

customer

feedback.Key

Takeaw

ays

–

In-Person

Engagement?

W

hen

possible

todo

safely,

having

staff

on

the

ground

to

helpeducate

on

the

street

about

the

service

and

answer

theirquestions

is

often

the

most

effective

customer

engagement

tool?

Use

relationships

with

organizations

andelected

officials

to

helpeducate

them

about

the

on-demandservice,

which

then

turns

intowork-of

-mouth

advertising

and

organizational

support?

During

COVID-19,

many

agencies

had

to

shift

planned

in-personactivities

to

be

virtual?

Travel

training

can

be

akey

tool

to

show

customers

how

to

usesmartphone

apps

and

board

the

vehicle?

Als

o

assisting

customers

with

signing-up

or

creating

profilesKey

Takeaw

ays

–

Leveraging

Partners?

Partners

often

play

a

role

in

customer

awareness

and

education,depending

on

agency

preferences

and

company

capabilities?

Can

provide

templates

for

marketing

materials,

send

communications/pushmessages,

and

provide

in-person

e

nga

ge

me

nt?

Maintaining

ongoing

collaboration

and

communication

with

projectpartners

and

stakeholders

leads

to

better

success

in

buildingawareness

and

buy-in

to

the

service?

Monitoring

execution

of

activities

from

project

partners

is

important;contractual

provisions

can

help

ensure

they

occur

as

specified?

Can

include

specifying

activities

and

performance

measures

related

tocustomer

awareness?

Meet

with

stakeholders

before

the

service

launches

for

input

andfeedback

to

help

grow

community

buy-in?

Adjust

service

parameters

to

meet

customers’

mobility

needsKey

Takeaw

ays

–

Measuring

Benefit?

Performance

measurement

of

marketing

efforts

typically

looksat

metrics

for

service

ridership,

new

and

recurring

customers,complaints

and

service

rating,

and

online

engagement?

Improvement

needed

in

measuring

the

benefit

of

marketing

andengagement

efforts

for

new

on-demand

transit

services?

Leveraging

available

data

and

resources

fromservice/technology

partners

is

avaluable

tool

for

decisionmaking

and

saving

staff

effort?

Need

to

work

with

technology

vendor

to

ensure

data

availability?

Set

benchmarks

and

KPIs

for

measuring

level

of

successin

customer

engagement,

retention,

and

costKey

Takeaw

ays

–

Planning

Ahead?

Planning

ahead

on

budgets,

resources,

and

staff/partner

rolesthroughout

the

project

is

ideal?

Setting

levels

of

dedicated

funding

for

education

and

marketing

iscritical

for

activities

to

occur

beyond

service

launch?

Project

budgets

for

on-demand

services

can

include

line

itemsfor

marketing

so

that

agencies

have

the

resources

available

toperform

these

activities.?

Conversely,

overall

marketing

budgets

can

include

call-outsfor

on-demand

servicesKing

County

Metro

sets

a

marketing

and

engagement

budget

each

yearfor

contracted

service

(including

microtransit).

This

enablesthe

agencyto

support

planned

activities

withmultiple

touchpoints.Large

Urban

CaseStudy:Los

Angeles

MetroRani

Narula-WoodsMetro

Micro,Superintendent

OperationsLos

Angeles

County

Metropolitan

TransportationAuthorityCase

Study

Overview

–LA

Metro?

Los

Angeles

County

Metropolitan

Transportation

Authority

(LA

Metro)provides

transportation

service

in

LA

city

and

county

in

California?

Provides

local

bus,

BRT,

heavy

rail,

light

rail,

vanpool,

andmicrotransitservice

(Metro

Micro)?

Experience

in

developing

a

customer-centric

on-demand

service

andcustomer-specific

marketing

campaigns?

Experience

in

measuring

customer

acquisitioncosts

for

on-demandservice?

Significant

successes

in

initial18

months

ofMetro

Micro

operationsLA

Metro

–Service

Design

and

Features?

Metro

Micro

was

developed

from

previous

MOD

pilots

as

apublic-private

on-demand

mobility

service?

Initially

3teams

providing

service,

then

acontract

awarded

toone

private-sector

contractor?

Three

service

goals:1.

Provide

a

cost-effective

transit

service

that

customers

love.2.

Invest

in

new

tec

hnology.3.

Change

the

culture

of

transit

in

Los

Angeles?

8zones,

$1

fare

perride,

fleet

with

accessible

minivansLA

Metro

–Processes

and

Planning?

In

Micro’s

early

days,

Metro

Communications

joined

the

role

in

Micromarketing?

Once

Micro

marketing

collateral

was

developed,

the

Metro

Micro

businessunit

absorbed

the

leadership

role

for

marketing

and

education?

Micro

staff

worked

closely

with

the

Aging

&

Disability

Network

to

learnabout

customer

needs,

get

input

on

fleet

selection

and

features?

LA

Metro

sought

input

on

the

na

me

as

part

of

LA

Metro’s

family

of

services?

LA

Metro

further

wanted

to

introduce

the

newest

transit

innovations

inthat

area

to

reinforce

the

ideathat

investing

in

transit

service

in

thatcommunity

is

importantLA

Metro

–Partnerships

and

Marketing?

Vendor

supplements

what

Micro

staff

do

by

subcontracting

specialists

toprovide

support

(through

website

design,

pop-up

informational

sessions,vehicle

wraps,

etc.)?

Contracting

out

these

functions

would

offer

fresh

insights?

Marketing

officer

working

with

LA

Metro

throughout

the

process

helpsalign

vehicle

experience

while

matching

expectations?

Marketing

philosophy

principles:?

Cus

tomers

should

know

what

Micro

service

looks

and

feels

like

before

theyexperience

it?

Brand

and

market

the

service

as

being

as

muc

h

a

part

of

the

LA

Metro

“family”?

Service

should

be

“hyperlocalized”

and

“authentic”?

Customer

concerns

should

be

resolved

quickly

and

directlyLA

Metro

–Education

and

Com

m

unications?

Metro

Micro

marketing

includes

commercialmedia,

social

media,

printcollateral,

and

digital

ads?

Customer

education

efforts

h

ave

included

travel

training,

how-to-ridevideos,

print

collateral,

and

workshops

or

other

events?

During

to

COVID-19,

marketing

during

the

service

launch

became

morereliant

on

digital

(now

can

do

more

in-person

events)?

Ca

mpa

i

gns

are

specified

for

each

zo

ne

(ex.

area

retail

activities)?

Enhanced

participation

methods

include

referrals,

mobile

app

pushnotifications,

and

incentives/reward

systems?

One

Micro

marketing

campaign

involved

employees

giving

random

riders$5

value

cards

to

pass

on

to

theirfriends

(aiming

for

word-of-mouth)LevelKPIsMeasureTarget

Oct.Mar.LA

Metro

–PerformanceMeasurement2021

2022Zone-Level

Ridership(excerpt)Passengers

pervehicle

per

hourAverage

number

oftrips

perweek

onMicro

by

uniqueusers332.55

2.973.3--3.2?

Multifaceted

set

ofcustomer-orientedperformanceCustomerExperience

On-time75%64%Performance:

%

ofpickups/drop-offsafter

promised

time(10

min

window)Star

rating

fromcustomer

in

Metro

5

starsMicro

mobile?

Customer

retention

isa

key

measure

forMicroProject-Level(excerpt)4.5

of

4.80

4.85?

Use

ofKPIs

to

trackthesuccess

ofapplications(completed

rides)marketing

campaigns?

Ridership

and

userratings

help

indicatelevel

of

success

inachievinggoalsStrategicPartnerships

partnershipswithhealth,

transportNumber

of2

perzone15and

educationinstitutionsSmall

Urban

/

RuralCase

Study:B

ATAEric

LingaurCommunications

&

Development

DirectorBay

Area

Transportation

AuthorityCase

Study

Overview

–B

ATA?

B

ATA

s

erves

Grand

Travers

e

andLeelanau

counties

in

NorthwestLower

Michigan?

B

ATA

directly

operates

a

m

ixture

of

transit

services:?

Localbus

service

(multiple

sets

of

routes)

and

flexible-fixed

route

service?

Link

On-Demand

inTraverse

City?

Village

Link

demand

response

service

in

ruralareas?

Seasonal

shut

t

le

service

toarea

skiresorts

oroutdoor

events

and

activities?

Group

of

departments

working

together

oncustomer

education

efforts,engaged

in

marketing

service

and

incorporation

of

customer

feedback?

Communication

with

LocalAdvisory

Council

on

service

needs?

Marketing

microtransit

as

a

premium

service

(in

fare

cost

andavailability)B

ATA

–Service

Design

and

Features?

Developed

Link

On-Demand

service

to

supplant

their

previousCity

Link

dial-a-ride

service

in

Traverse

City?

Began

as

a

pilot

in

2020,

then

subsequently

expanded

to

permanent?

In

2021,

transitioned

previous

senior

bus

service

to

be

included?

Operates

the

service

with

avendor’s

software

platform

inadefined

20

sq.

mi.

zone;

uses

cutaway

WAVs

for

all

vehicles?

Most

ride

requests

met

in

15-20

minutes

(sometimes

up

to

30-45

min.during

peaks)?

Fare

designed

to

be

higher

($6.00)

compared

to

other

services?

B

ATA

has

explained

service

changes

and

transformations

to

LinkOn-Demand

through

web

pages

and

printed

materialsB

ATA

–Processes

and

Planning?

Conducted

community

needs

assessment

in

2017;

customers

asked

foron-demand?

Internal

goal

ofimproving

the

efficiency

ofexisting

demand

response

service?

Wanted

to

make

experience

ofbooking

trips

more

fluid

for

customers?

Customer

education

efforts

led

by

Communications

andDevelopmentDepartment?

Operations

Department

also

support

in

responding

to

customer

questions?

Link

On-Demand

is

available

to

general

public

and

accessible,

but

at

apremium

fare(encouraging

riders

to

continue

using

fixed-routes)Branding

with

consideration

to

the

local

area

characteristics?

Because

Link

On-Demand

replaced

previous

City

Link,

kept

the

“Link”name

and

logo

while

adding

“On-Demand”

to

show

the

service

as

distinctB

ATA

–Partnerships

and

Marketing?

B

ATA

handles

most

of

marketing

and

customer

education

activitiesthemselves

while

learning

to

manage

customer

expectations

alongwith

available

service

capacity?

Uses

a

combination

of

templates

available

from

their

technologyprovider

and

existing

tools/media

channels?

Vendor

supports

through

helping

with

technical

support

issues

relatedto

either

the

smartphone

app

or

online

portal

website?

Within

contract

with

software

ven

d

or,

there

is

a

$500

cost

per

vehicleper

month

to

cover

softwareand

customer

service

support,

upgrades,marketing

materials,

and

relatedefforts?

Service

website

includes

a

link

to

download

the

app,

pushes

to

usethe

app

for

trip

requests,

and

frequently

asked

question

section