《TRB+提高客户对按需运输的认识和理解（演讲PPT）-33页-WN7.pdf》由会员分享，可在线阅读，更多相关《TRB+提高客户对按需运输的认识和理解（演讲PPT）-33页-WN7.pdf（33页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、TRB Webinar:Increasing Customer Awareness and Understanding of On-Demand TransitJune 6,20232:00 3:30 PMNOVEMBER 2022 UPDATETCRP Synthesis 165:Customer Education and Awareness of On-Demand MobilityIncreasing Customer Awareness and Understanding of On-Demand Transit Research Findings from Synthesis Re
2、port 165 Large Urban Case Study:LA Metro Small Urban/Rural Case Study:BATA Moderated question and answer sessionAgendaResearch Findings from Synthesis Report 165Todd Hansen,Texas A&M Transportation InstituteImproving Customer Education EffortsResearch Overview TCRP Synthesis SB-35,now published as S
3、ynthesis 165:Customer Education and Awareness of On-Demand Mobility Learn how marketing,customer outreach,and education/travel training efforts are conducted for on-demand transit Transit partnerships with TNCs,taxi companies,and microtransit as service providers or technology solutions Interested i
4、n media channels and strategies,targeted population groups,partner roles,and phases of engagementKey Terms Ride-hailing Transportation network company(TNC)Microtransit Digital platform Subsidy program Turnkey Software as a ServiceProject PhasesOnline Targeted SurveyLiterature Review and ScanCase Stu
5、dies123Topics in Marketing and OutreachInternal Planning and BudgetingPartnerships and RolesMarketing EffortsEducation and ParticipationCommunication MethodsPerformance MeasurementSurvey and Case Study AgenciesSurvey Findings Location(79%),agency goals(72%),demographics(66%),and points of interest(6
6、2%)impacted marketing and branding Marketing or Community Outreach Departments were usually the lead group Some contracts specified key partner activities and sub-budget Print collateral,social media,and workshops/events were most common for marketingResults for Tracking Cost of Customer Acquisition
7、Key Takeaways Tailoring Messaging Marketing work is best when tailored to specific customer audiences Use different approaches or pitches based on the local context Demonstrating the benefits of on-demand mobility options to customers through hands-on education or comparative materials improve under
8、standing Particularly for customers used to their existing transit servicesHall Area Transit created customer profiles prior to service launch to identify benefits and challenges of transitioning to microtransit.Jersey City targeted marketing efforts towards housing developments and other key riders
9、hip groups.Key Takeaways Retaining Riders Rider retention can also be a challenge for some agencies after customers try the new service the first time Need additional understanding of customer issues with using on-demand service and/or their comfort level with the technology Getting customers to tak
10、e the initial ride on the on-demand service is often the biggest barrier Some communities may need additional education efforts Attracting new customers who are not already using existing transit services can have mixed successKing County Metro monitored sign-ups for the service compared to initial
11、trips and return trips on their microtransit services.Key Takeaways Follow-up Efforts Continued marketing of the new service before the service launch,at the service launch,and as the service continues post-launch helps reach the intended audience Customers can forget about the service after a singl
12、e touchpoint Demonstrate incorporation of customer feedback through responsiveness to their concerns and service asksHall Area Transit offered referral bonuses to help retain existing customers and encourage new ridership.The agency also amended fares,reduced walking distances to virtual stops,and i
13、mplemented an improved ADA assistance button in their app based on customer feedback.Key Takeaways In-Person Engagement When possible to do safely,having staff on the ground to help educate on the street about the service and answer their questions is often the most effective customer engagement too
14、l Use relationships with organizations and elected officials to help educate them about the on-demand service,which then turns into work-of-mouth advertising and organizational support During COVID-19,many agencies had to shift planned in-person activities to be virtual Travel training can be a key
15、tool to show customers how to use smartphone apps and board the vehicle Also assisting customers with signing-up or creating profilesKey Takeaways Leveraging Partners Partners often play a role in customer awareness and education,depending on agency preferences and company capabilities Can provide t
16、emplates for marketing materials,send communications/push messages,and provide in-person engagement Maintaining ongoing collaboration and communication with project partners and stakeholders leads to better success in building awareness and buy-in to the service Monitoring execution of activities fr
17、om project partners is important;contractual provisions can help ensure they occur as specified Can include specifying activities and performance measures related to customer awareness Meet with stakeholders before the service launches for input and feedback to help grow community buy-in Adjust serv
18、ice parameters to meet customers mobility needs Performance measurement of marketing efforts typically looks at metrics for service ridership,new and recurring customers,complaints and service rating,and online engagement Improvement needed in measuring the benefit of marketing and engagement effort
19、s for new on-demand transit services Leveraging available data and resources from service/technology partners is a valuable tool for decision making and saving staff effort Need to work with technology vendor to ensure data availability Set benchmarks and KPIs for measuring level of success in custo
20、mer engagement,retention,and costKey Takeaways Measuring BenefitKey Takeaways Planning Ahead Planning ahead on budgets,resources,and staff/partner roles throughout the project is ideal Setting levels of dedicated funding for education and marketing is critical for activities to occur beyond service
21、launch Project budgets for on-demand services can include line items for marketing so that agencies have the resources available to perform these activities.Conversely,overall marketing budgets can include call-outs for on-demand servicesKing County Metro sets a marketing and engagement budget each
22、year for contracted service(including microtransit).This enables the agency to support planned activities with multiple touchpoints.Large Urban Case Study:Los Angeles MetroRani Narula-WoodsMetro Micro,Superintendent OperationsLos Angeles County Metropolitan Transportation AuthorityCase Study Overvie
23、w 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,and microtransit service(Metro Micro)Experience in developing a customer-centric on-demand service and
24、 customer-specific marketing campaigns Experience in measuring customer acquisition costs for on-demand service Significant successes in initial 18 months of Metro Micro operationsLA Metro Service Design and Features Metro Micro was developed from previous MOD pilots as a public-private on-demand mo
25、bility service Initially 3 teams providing service,then a contract awarded to one private-sector contractor Three service goals:1.Provide a cost-effective transit service that customers love.2.Invest in new technology.3.Change the culture of transit in Los Angeles 8 zones,$1 fare per ride,fleet with
26、 accessible minivansLA Metro Processes and Planning In Micros early days,Metro Communications joined the role in Micro marketing Once Micro marketing collateral was developed,the Metro Micro business unit absorbed the leadership role for marketing and education Micro staff worked closely with the Ag
27、ing&Disability Network to learn about customer needs,get input on fleet selection and features LA Metro sought input on the name as part of LA Metros family of services LA Metro further wanted to introduce the newest transit innovations in that area to reinforce the idea that investing in transit se
28、rvice in that community is importantLA Metro Partnerships and Marketing Vendor supplements what Micro staff do by subcontracting specialists to provide support(through website design,pop-up informational sessions,vehicle wraps,etc.)Contracting out these functions would offer fresh insights Marketing
29、 officer working with LA Metro throughout the process helps align vehicle experience while matching expectations Marketing philosophy principles:Customers should know what Micro service looks and feels like before they experience it Brand and market the service as being as much a part of the LA Metr
30、o“family”Service should be“hyperlocalized”and“authentic”Customer concerns should be resolved quickly and directlyLA Metro Education and Communications Metro Micro marketing includes commercial media,social media,print collateral,and digital ads Customer education efforts have included travel trainin
31、g,how-to-ride videos,print collateral,and workshops or other events During to COVID-19,marketing during the service launch became more reliant on digital(now can do more in-person events)Campaigns are specified for each zone(ex.area retail activities)Enhanced participation methods include referrals,
32、mobile app push notifications,and incentives/reward systems One Micro marketing campaign involved employees giving random riders$5 value cards to pass on to their friends(aiming for word-of-mouth)Multifaceted set of customer-oriented performance Customer retention is a key measure for Micro Use of K
33、PIs to track the success of marketing campaigns Ridership and user ratings help indicate level of success in achieving goalsLA Metro Performance MeasurementLevelKPIsMeasureTargetOct.2021Mar.2022Zone-Level(excerpt)RidershipPassengers per vehicle per hour32.552.97Customer ExperienceAverage number of t
34、rips per week on Micro by unique users33.33.2On-time Performance:%of pickups/drop-offs after promised time(10 min window)75%-64%Project-Level(excerpt)Star rating from customer in Metro Micro mobile applications(completed rides)4.5 of 5 stars4.804.85Strategic PartnershipsNumber of partnerships with h
35、ealth,transport and education institutions2 per zone15Small Urban/Rural Case Study:BATAEric LingaurCommunications&Development DirectorBay Area Transportation AuthorityCase Study Overview BATA BATA serves Grand Traverse and Leelanau counties in Northwest Lower Michigan BATA directly operates a mixtur
36、e of transit services:Local bus service(multiple sets of routes)and flexible-fixed route service Link On-Demand in Traverse City Village Link demand response service in rural areas Seasonal shuttle service to area ski resorts or outdoor events and activities Group of departments working together on
37、customer education efforts,engaged in marketing service and incorporation of customer feedback Communication with Local Advisory Council on service needs Marketing microtransit as a premium service(in fare cost and availability)BATA Service Design and Features Developed Link On-Demand service to sup
38、plant their previous City 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 a vendors software platform in a defined 20 sq.mi.zone;uses cutaway WAVs for
39、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 BATA has explained service changes and transformations to Link On-Demand through web pages and printed materialsBATA Processes and Planning Conducte
40、d community needs assessment in 2017;customers asked for on-demand Internal goal of improving the efficiency of existing demand response service Wanted to make experience of booking trips more fluid for customers Customer education efforts led by Communications and Development Department Operations
41、Department also support in responding to customer questions Link On-Demand is available to general public and accessible,but at a premium fare(encouraging riders to continue using fixed-routes)Branding with consideration to the local area characteristicsBecause Link On-Demand replaced previous City
42、Link,kept the“Link”name and logo while adding“On-Demand”to show the service as distinctBATA Partnerships and Marketing BATA handles most of marketing and customer education activities themselves while learning to manage customer expectations along with available service capacity Uses a combination o
43、f templates available from their technology provider and existing tools/media channels Vendor supports through helping with technical support issues related to either the smartphone app or online portal website Within contract with software vendor,there is a$500 cost per vehicle per month to cover s
44、oftware and customer service support,upgrades,marketing materials,and related efforts Service website includes a link to download the app,pushes to use the app for trip requests,and frequently asked question sectionBATA Education and Communications Variety of numerous avenues for marketing(printed a
45、nd digital)and informed customers about through vehicle drivers Due to COVID-19,held virtual town hall meetings ahead of service launch and mailed postcards to customers Somewhat limited marketing due to both reduced staffing levels and being cautious about demand exceeding available capacity Touris
46、m industry was not an initial target due to these uncertainties Marketing has evolved as used of Link On-Demand is observed Worked to get information about Link On-Demand to the community 6 weeks ahead of service launch Efforts initially improved use of the smartphone app(rather than calling)BATA Me
47、ssaging Variety&Response Messaging channels included press releases,postcards,emails,texts,posters,rack cards,and social media For postcards,used database to identify Link users and send them out along with an email or text message Most effective in increasing awareness Developed a YouTube video as
48、a walk-through demonstration for downloading the app and requesting a ride Sent marketing materials to area medical clinics and service organizationsKey Takeaways Think about marketing and customer education beyond the launch point and throughout the life of the on-demand service Consider right-sizing the messaging and medium of customer education to the intended audience Develop budgeting and evaluation mechanisms for marketing and training efforts