Target Markets

1. Beverly Hills/Century City

2. Irvine

3. Tri-Cities (Burbank, Glendale, Pasadena)

4. Van Nuys

As a final check prior to committing to these four areas for priority corridor/target marketing, the group reviewed detailed profile analyses of the four targeted area, provided by Kosmont and Associates. Included in the profile analyses was a description of the area, a demographic analysis, commute characteristics, as well marketing agents, products, target corridors, and potential opportunities for alternative transportation.

Broader working groups were then created in each of the four target areas, including local representatives. These groups reviewed available and planned services and products to develop conceptual promotional ideas for the four target activity centers. The following matrices outline the recommended corridor/activity center marketing efforts for the Southern California region, focusing on products, placement, and promotion strategies. They provide the framework for funding purposes, and are not meant to be all-inclusive. These matrices are the foundation for more detailed plans which will be developed further by appropriate working groups in order to execute the promotions in the time frames identified.

Beverly Hills/Century City

Promotional strategies for the activity centers of Beverly Hills and Century City are included on the following pages. The Beverly Hills/Century City working group met in August 1995, with representatives from Santa Monica Bus Lines, the City of Beverly Hills, West Hollywood TMA, Century City Chamber of Commerce, West Hollywood TMO, Los Angeles Department of Transportation, and Southern California Rideshare.

The group decided promotional strategies should focus on the following products: carpools, vanpools, telecommute, and transit services (RUSH, LADOT Express 573, 431, 534; Santa Monica 5, and the future West Hollywood Shuttle).

General Discussion: West Hollywood TMO suggested West Hollywood be included as part of a Tri-Cities area with Beverly Hills and Century City. Promotional ideas for this area focus on parking cost savings, and cater to the upscale commuter. The group discussed that the primary incentive for either employers or employees is the savings from not paying high parking fees. While these alternative transportation products (with the exception of telecommuting) do not necessarily generate a time savings for commuters, they do allow for more productive time while commuting. This is the focus for the Beverly Hills/Century City target. As described in the guiding principles, the primary audience is the smaller employer.

Major arterial streets identified as congested corridors include Santa Monica, Olympic, Wilshire, Sunset, Pico, Motor, Robertson, Overland, and La Cienaga. Other corridors include the 10 and 405.

There are four products that offer good alternatives to driving alone to Beverly Hills/Century City: carpools, vanpools, telecommuting, and transit which includes RUSH/LADOT Express 573, 431, 534/Santa Monica 5/West Hollywood Shuttle. The following is a summary of the discussion about each product.

Carpools and Vanpools

Promotional ideas need to focus on parking cost savings for both carpools/vanpools.

Parking costs in the area average $71 to $250 monthly. For carpools, the key corridor to target is the 405. Both employees and the employers are our audience.

For vanpools, there is currently a $60 van subsidy/tax exemption for employers. This tax exemption is available for all modes of transit except carpools. Corridors effected by vanpooling include the 10, 405. Our target audience includes small employers on the work-end, and commuters coming to Century City/Beverly Hills from Ventura, San Fernando Valley, South Bay, and Park and Ride lots.

Telecommuting

The group discussed that telecommuting is a product to consider for small employers (0-25 employees), and the audience is the employer/CEO. Barriers include overcoming the objections of upper level management. Westside TMA described the Integrated Virtual Network.

Transit

RUSH Service:

RUSH is a new, upscale product that began service in October 1995. RUSH has three routes:

a) West Hollywood to Century City and Beverly Hills, alleviating traffic on Santa Monica Blvd.

b) Palms to Century City, alleviating traffic on Motor.

c) Brentwood to Century City, alleviating traffic on Sunset and Barrington.

A monthly pass is $60 which is less expensive than many monthly parking fees. RUSH is scheduled to run Monday through Friday, during the morning peak 6:30 a.m.- 9:30 a.m., and evening peak between 4:30 p.m. and 7:30 p.m., with twenty minute headways. Off-peak commute times are between 10:00 a.m. and 4:00 p.m., with 10 minutes headways (Beverly Hills and Westwood only). There are eight buses; six in use and two on reserve. Seating capacity on each bus is approximately sixteen people.

LADOT Express 573, 431, 534

These LADOT lines also cater to the upscale commuter

Route 573: The line services home-end commuters from Sylmar and Santa Clarita, to Century City (Constellation and Century Park West) during the morning peak, with return service from Century City during the evening peak.

Route 534: Morning service originates at Union Station, to mid-town Century City and Westwood. The line has stops at Century Park East, Constellation, and Wilshire Park Glen. Evening service returns to Union Station/downtown.

Route 431: Morning and evening service between Westwood and downtown. Morning service originates at Sepulveda and Oveda Place, down Gayley to Westwood Blvd., Wilshire, Overland, and National to downtown. Evening service returns to Westwood.

West Hollywood Shuttle

This is a new product planned for the Fall 1995. The planned route includes stops at Union Station and West Hollywood, eventually connecting with the RUSH! shuttle/LADOT 573, although this remains tentative.

Santa Monica 5

The Santa Monica 5 originates at the Veteran's Hospital in Santa Monica, with stops at Sawtell and Olympic to Century City, Beverly Drive, Pico, and Rimpau in downtown Los Angeles (east of Fairfax).

The group also discussed promotion of MTA lines 4, 304, 328/28. It was reported that MTA is trying to get drivers to be more receptive to rider's complaints.

Outreach

The Gold Commuter Privilege Program card was discussed, available through the Westside TMA. It also may be used as a monthly bus pass, and will be accepted on the RUSH! with a validation sticker. Ideas for outreach include local newspapers, 405 billboards (vanpools and carpools), street banners (with no corporate logo), communication through property managers and lobby concierges (possible commission). Other ideas include bus shelters, radio (KCRW) and local cable, retail communications, business center fairs, business journals, shopping bag stuffers, parking validation tickets, and direct mail within 1/4 mile of key transit stops. The group also discussed the possibility of using 1-800-Commute. Sheila Irani (So. Cal. Rideshare) reported that there is capacity on trans-star to accommodate calls about products. The exception may be calls for MTA information, due to their union contract.

Promotional Strategies--Carpools

ACTIVITY CENTER	BEVERLY HILLS/CENTURY CITY
PRODUCTS	Carpools
TARGET AUDIENCE	Employees Employers
CORRIDORS	405, and major arterial streets: Santa Monica, Olympic, Wilshire, Sunset, Pico, Motor, Overland, La Cienaga
OBJECTIVE	Generate trial and continued use of carpooling.
STRATEGY	Promote tangible benefits of carpooling to receptive audience.
PROMOTIONAL IDEAS	Carpooling will: Allow more productive time during the commute, allowing for better quality of life. Generate parking cost savings Decrease automobile wear and tear.
TIMING	March-June 1996
OUTREACH	Home-end: Local newspapers/print (Courier, 213, Beverly Hills & Brentwood News) 405 billboards Street banners Work-end: Property managers/lobby delivery Concierge commission Retail communications
BUDGET	$20,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--Vanpools

ACTIVITY CENTER	BEVERLY HILLS/CENTURY CITY (Home-end promotion includes Ventura and Los Angeles Counties)
PRODUCTS	Vanpools
TARGET AUDIENCE	Work-end: Small Employers Home-end: Employees from Ventura, San Fernando Valley, South Bay Park and Ride lots
CORRIDORS	10, 405, and major parallel arterial streets (Santa Monica, Olympic, Wilshire, Sunset, Pico, Motor, Overland, La Cienaga)
OBJECTIVE	Generate trial and continued use of vanpooling.
STRATEGY	Promote tangible benefits of vanpooling to receptive audience.
PROMOTIONAL IDEAS	Vanpooling will: Allow more productive time during the commute, allowing for better quality of life. Generate parking cost savings. $60 van subsidy/tax exemption for employer. Decrease automobile wear and tear.
TIMING	March-June 1996
OUTREACH	Home-end: Local newspapers 405 billboards Street banners Work-end: Property managers/lobby delivery Concierge commission Word of mouth--existing user incentives.
BUDGET	$15,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--Telecommuting

ACTIVITY CENTER	BEVERLY HILLS/CENTURY CITY
PRODUCTS	Telecommuting
TARGET AUDIENCE	Employers/CEO's (Target employers with approx. 25 employees and less)
CORRIDORS	All
OBJECTIVE	Generate trial and continued use of telecommuting.
STRATEGY	Promote tangible benefits of telecommuting to employers.
PROMOTIONAL IDEAS	Telecommuting will: Reduce employers bottom line costs and increase worker productivity
TIMING	February - March 1996
OUTREACH	collateral brochure one-on-one meetings Business journal/magazines
BUDGET	$14,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--Transit

ACTIVITY CENTER	BEVERLY HILLS/CENTURY CITY/(WEST HOLLYWOOD)
PRODUCTS	1. RUSH Service (October 95) 2. LADOT Express 573, 431, 534 3. Santa Monica 5 4. West Hollywood Shuttle (future product)
TARGET AUDIENCE	Employees Includes areas of Brentwood, Westwood, West Los Angeles, West Hollywood, Palms, Century City, and Beverly Hills. Small Employers
CORRIDORS	405, 10; Sunset, Santa Monica, Motor, and other major parallel arterial streets.
OBJECTIVE	Generate new and continued use of shuttle/transit services.
STRATEGY	Promote tangible benefits of shuttle/transit to receptive audience.
PROMOTIONAL IDEAS	Shuttle/Transit Service will: Allow more productive time during the commute, allowing for better quality of life. Generate parking cost savings Provide an inter-business shuttle during off-peak hours Provide transportation to Century City, Beverly Hills, and West Hollywood Provide a new, upscale service for commuters
TIMING	January - April 1996
OUTREACH	Direct mail within 1/4 mile of key stops Local newspaper/ print (Copley News) Billboards Street banners Bus shelters Radio (KCRW)/local cable Gold Privilege Card Property managers/lobby delivery Concierge commission Retail communications Business Center Fairs Consider 1-800-Commute
BUDGET	$35,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Irvine

Promotional strategies for Irvine are included on the following pages. The working group met in July 1995 and included representatives from the Caltrans District 12, the City of Irvine, Irvine Spectrum TMA, Metrolink, and Riverside Transit Agency.

There are three products in Irvine that offer good alternatives to driving alone: Metrolink, carpooling/vanpooling, and telecommuting.

Carpools and Vanpools

Target corridors for carpools and vanpools include the 405, 55, 91, and 5. It was discussed that people do carpool for shorter trips; the focus needs to be on the small employer and employees at the work-end rather than home-end. Target audiences for carpools/vanpools include employers and employees from the Irvine Spectrum, Irvine Business Center, University of California Irvine, and areas of Woodbridge and Westpark.

The City of Irvine would like more CEO's involved. There is corporate reserved parking at the Spectrumotion station. The problem with vanpool and small employers is that they are often not willing to subsidize the cost of vanpooling. In addition, there is currently a citywide TMP program. At present, there are approximately 10 vans from the Riverside/Corona area.

Carpools/Vanpools are considered to be a great new product because of the time savings made possible with new HOV lanes on main corridors. Other discussion included that some carpoolers/vanpoolers meet at Park & Ride lots--convenience and safety are the main factors.

Ideas for outreach include targeted direct mail, paycheck stuffers, property management flyer distribution, tray liners at restaurants/cafeterias, local media including OC Metro and business journals/magazines, and contacting major OC developers, the Irvine Chamber, the Building Industry Association and the Industry League of Orange County.

Telecommuting in Irvine is a viable product because of the high-tech industrial employers in the Irvine Spectrum.

Metrolink/Shuttle Service

There is both existing and new rail service, but connecting transit from train station to employer sites is needed. Capacity and connection are not up to speed with potential. According to the Irvine Spectrum TMA, there are currently three Amtrak trains (North-South) and seven Metrolink trains. It was discussed that 75% of Metrolink riders are subsidized by large employers. Target corridors include the 5, and 91. The target audience includes residents of Orange County, south of Orange County (Oceanside), and Riverside County on the home-end. Specifically, this includes the areas of Moreno Valley, La Sierra, Riverside, Corona, Anaheim Hills, and Anaheim. In order to market rail service effectively, the availability of taxi/shuttle service is crucial at the work-end; passengers must have some type of transportation to place of employment.

It was decided that the target audience for Metrolink is English speaking on both the home-end and the work end. On the home-end, ideas for outreach include outdoor advertising (billboards on 91 corridor), but an outdoor campaign is more supplemental. Other ideas included changeable message signs and traffic tags at commute time. RTA reported there is no exterior advertising on the outside of buses in Riverside. Residents in Riverside can be targeted with direct mail, with utility companies (such as SCUD), local print, and Farmer's Fair. On the work-end, (employers and employees from the Irvine Spectrum and Irvine Business Center) ideas for outreach included targeted direct mail to employers, employee paycheck stuffers, local print in business journals and magazines such as OC Metro and Business Connection, local Chambers (Destination Irvine), tray liners at various restaurants/cafeterias, and property management flyers. Outdoor support in bus shelters, train stations, and mobile catering trucks was also suggested. In addition, an access guide with map and information on rail/shuttle service was recommended.

Metrolink/Bicycles

A Bike/Rail program was also suggested in conjunction with marketing Metrolink service. Bicycling could provide a viable method of commuting between station and employment sites because target employers are within a four-mile radius of station. In addition, there are existing bike lanes on flat terrain. Currently, bicycles are allowed on Metrolink. There are available bike lockers, each with two-bike capacity at Irvine Spectrumotion station. A bike permit on Metrolink is free. The benefits of biking were discussed, including trip reduction, and an increase parking capacity. Employer liability was also discussed; the point was made that bike programs must go through the ETC's because of liability issues. Suggestion was made of a "loan to own" bike program. Target bicycle areas are South and West Irvine, including UCI and residential areas of Westpark and Woodbridge.

Telecommuting

Telecommuting was also discussed as a product, especially because there are high-tech industrial employers in Irvine Spectrum, as well as room for growth in telecommuting. Many companies do not allow telecommuting often because of trust issues. RTA mentioned that on the home-end (Riverside), the Telecommuting Center was recently closed. Kosmont & Assoc. mentioned there needs to be a champion of telecommuting, such as AT & T. It was decided the product is home-based with target audiences CEO's and large employers (including the software market, and co.'s such as AST, AT &T, ALR). The key message would include the benefits of telecommuting; suggested outreach included a collateral brochure and one-on-one meetings.

Promotional Strategies--Carpool/Vanpool

ACTIVITY CENTER	IRVINE
PRODUCTS	Carpool Vanpool
TARGET AUDIENCE	Employers and Employees: Irvine Spectrum Irvine Business Center University of California, Irvine Activity Corridor: Areas of Woodbridge, Westpark
CORRIDORS	405, 55, 5, 91
OBJECTIVE	Generate new and continued use of carpooling and vanpooling along congested corridors
STRATEGY	Promote tangible benefits of carpooling/ vanpooling to receptive audience
PROMOTIONAL IDEAS	Carpooling/Vanpooling will: generate time savings boost employee benefits at no cost
TIMING	January - May 1996
OUTREACH	Targeted direct mail (employers) Paycheck stuffers (employees) Property management flyer distribution (employees) Local print: business journals/magazines (employers) Tray liners at various restaurants/cafeterias (employees) Major OC developers Irvine Chamber Building Industry Association Industry League of Orange County
BUDGET	$35,000
PARTNER CONTRIBUTIONS	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--Metrolink

ACTIVITY CENTER	IRVINE (Home-end promotion in Riverside, San Bernardino and Orange Counties)
PRODUCTS	Metrolink/Shuttle/Taxi Service Metrolink/Bike
TARGET AUDIENCE	Home-End: Orange County (broad) Riverside County near station stops Areas South of Orange County (Oceanside) Employers and Employees: Irvine Spectrum Irvine Business Center University of California, Irvine Activity Corridor: Areas of Woodbridge, Westpark
CORRIDORS	5, 55, 91
OBJECTIVE	Generate new and continued use of Metrolink service. Generate trial and continued use of taxi/shuttle service from Metrolink Spectrum station to employers. Generate new and continued use of bicycling from Metrolink Spectrum Station to employers within four mile radius.
STRATEGY	Promote tangible benefits of direct Metrolink/rail service to work connection.
PROMOTIONAL IDEAS	Metrolink will: Allow more productive time and less stress during commute, allowing for better quality of life. New shuttle/taxi service will: Provide safe and convenient access to and from employment site. Bicycling will: Provide convenient, independent access to and from employment sites on existing bike routes.
TIMING	January-May 1996
OUTREACH	Outdoor advertising billboards (91 corridor) Traffic tags, news radio, changeable message signs (91 corridor) Direct mail with utility companies, local print, Farmer's fair (Riverside County) Targeted direct mail (employers) Paycheck stuffers (employees) Property management flyer distribution (employees) Local print: business journals/magazines (employers) Tray liners at various restaurants/cafeterias (employees) Targeted access guides with inserts (employees)
BUDGET	$36,000
PARTNER CONTRIBUTIONS	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--Telecommuting

ACTIVITY CENTER	IRVINE
PRODUCTS	Telecommuting
TARGET AUDIENCE	Employers Irvine Spectrum Irvine Business Center
OBJECTIVE	Generate new and continued use of telecommuting
STRATEGY	Promote tangible benefits of telecommuting to employers.
PROMOTIONAL IDEAS	Telecommuting Will: Reduce employers bottom line costs and increase worker productivity.
TIMING	February - March 1996
OUTREACH	Collateral brochure one-on-one meetings
BUDGET	$14,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Tri-Cities: Burbank, Glendale, Pasadena

Promotional strategies for the Tri-Cities (Burbank, Glendale, and Pasadena) are included on the following pages. The Tri-Cities working group met in August 1995, with representatives from Caltrans District 7, Burbank Media District TMO, Pasadena TMA, Glendale TMA, City of Burbank, Burbank City Centre TMA, Metrolink, LADOT, City of Glendale (Beeline), and Southern California Rideshare.

The group decided promotional strategies should focus on the following products which offer good alternatives to driving alone:

• Metrolink/Shuttle service
• carpools/HOV lanes/Park and Ride lots
• LADOT Express 549 (with Guaranteed Ride Home)
• Foothill Express Transit Line 690

A brief description of the working group's deliberations follows:

General discussion: Because vanpools are losing their subsidy, they were ruled out as a competitive product. Key corridors were identified including the 134, 2, 5 in Glendale; the 210 and 134 in Pasadena; and the 5 and 134 in Burbank. It was also discussed whether incentives such as a free cup of coffee, etc. change commuting behavior. It was agreed that the true incentive is convenience.

Following is a summary of the discussion about each product.

Metrolink/Shuttle Service

Metrolink currently services Burbank Airport, Burbank, and Glendale. Peter Hidalgo (Metrolink) reported 25% of riders are coming to Burbank from Santa Clarita/Antelope Valley, and 16% of riders are coming to Burbank from Ventura County.

Target corridors include the 134 and the 5. The target audiences include Tri-Cities employees on the home-end areas of Santa Clarita and Antelope Valley, Ventura County, and North/West San Fernando Valley. A greater focus on promotion at the home-end is desired. We also need to target the small employers on the work-end. A shuttle service needs to be in place to take riders from stations to employment sites.

Foothill Express Line 690 provides rail feeder service from the Montclair Metrolink station into Pasadena.

Carpools/Guaranteed Ride Home Program

The key corridors to target for carpools include the 134 and 210. An East/West HOV lane is currently under construction on Route 134. The group decided the target audience included both employees and small employers. An important program to promote with carpool and carpool lanes is the Guaranteed Ride Home program, which reported will be on line in October of 1996. The group discussed the need to market the GRH as a potential cost saver to the small employer. Other messages to convey to the employees included that there is a local shuttle for mid-day travel in the cities of Glendale and Pasadena on the LADOT express.

LADOT Express 549

LADOT reported to the group that this shuttle will remain on-line (it was previously planned to be discontinued). The Express 549 originates at a park and ride lot in Encino, and services the cities of Burbank, Glendale, and Pasadena during peak commute hours. The cities of Glendale and Pasadena are also serviced mid-day, providing mid-day transportation to employees who are carpooling or taking transit. The target corridors include the 134, 170, and 101.

Foothill Transit Express Line 690

The Foothill Transit Express Bus Line 690 provides service during peak commute hours between the Montclair Metrolink station and Pasadena. Line 690 uses the HOV lane on the 210 freeway to Pasadena between 5:00 a.m. and 7:38 a.m. during the morning commute, with evening service from Pasadena to Montclair between 3:30 p.m. and 6:15 p.m. Key corridors include the 210 and 134. Our target audience includes employees who live in the San Gabriel Valley, Claremont, Pomona, and Montclair.

Outreach

Suggested outreach included inserts in local print and local radio/cable. Spanish radio was suggested as a way to reach Spanish speaking commuters. Other ideas included billboards on congested corridors, lunchtime communication, paycheck stuffers, flyer distribution through property managers, posters in the workroom, trayliners/coupons at lunchtime retail locations and restaurants, interiors of shuttles, Chambers, TMAs, TMOs, and the Building Owners and Management Association. Direct mail within proximity to stops was suggested for Foothill Transit Express Line 690 and LADOT Express 549.

Promotional Strategies--Metrolink

ACTIVITY CENTER	TRI-CITIES: BURBANK, PASADENA, GLENDALE (Home-end promotion in Ventura and Los Angeles Counties)
PRODUCTS	Metrolink/ Shuttle Service
TARGET AUDIENCE	Employee on Home-End: Spanish (Radio)/English Santa Clarita/Antelope Valley Ventura County Los Angeles (North/West San Fernando Valley) Small Employers on Work-End Burbank and Glendale
CORRIDORS	5, 118, 134
OBJECTIVE	Generate new and continued use of Metrolink/Shuttle Service
STRATEGY	Promote tangible benefits of direct Metrolink to employment site connection in Burbank/Glendale
PROMOTIONAL IDEAS	Metrolink will: Allow more productive time and less stress during the commute, allowing for better quality of life. Shuttle Service will: Provide safe and convenient access to and from employment site Metrolink/Shuttle Service: Provides direct home to work connection
TIMING	March -May 1996
OUTREACH	Home-End: Inserts in local press Local radio/cable Work-End: Billboards on congested key corridors Lunch-time communication/Activity Centers Paycheck stuffers Property Management Posters in workroom Tray liners (maybe coupon for service) Shuttle/LADOT interiors Chamber, TMA, TMO Building Owners and Management Association
LANGUAGE	English/Spanish
BUDGET	$25,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--Carpools

ACTIVITY CENTER	TRI-CITIES: BURBANK, PASADENA, GLENDALE
PRODUCTS	CARPOOLS/CARPOOL LANES PARK & RIDE LOTS
TARGET AUDIENCE	Employees in Tri-Cities Small Employers Spanish/English
CORRIDORS	134, 170, 210 (HOV)
OBJECTIVE	Generate new and continued use of carpools and carpool lanes along congested corridors.
STRATEGY	Promote tangible benefits of Carpool /Carpool Lanes to receptive audience. Promote GRH as potential cost saving to small employer. Convey message: Local shuttle for mid-day (cities of Glendale & Pasadena) making need for car during day unnecessary.
PROMOTIONAL IDEAS	Carpooling and use of HOV lanes will: Generate Time Savings (need to quantify time). Generate money savings. Boost employee benefits at no cost to employer. Guaranteed Ride Home will: Allow employees to have ride home in case of emergency if in carpool.
TIMING	January-February 1996
OUTREACH	Focus on work-end: Billboards on congested key corridors Lunch-time communication/Activity Centers Paycheck stuffers Property Management Posters in workroom Tray liners (maybe coupon for service) Shuttle/LADOT interiors Chamber, TMA, TMO Building Owners and Management Association
BUDGET	$30,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--LADOT Express 549

ACTIVITY CENTER	TRI-CITIES: BURBANK, PASADENA, GLENDALE
PRODUCTS	LADOT EXPRESS 549 with GRH
TARGET AUDIENCE	Small Employers and Employees in Tri-Cities
CORRIDORS	134, 170, 101
OBJECTIVE	Generate new and continued use of Express 549
STRATEGY	Promote tangible benefits of Express to receptive audience.
PROMOTIONAL IDEAS	LADOT Express 549 will: Eliminate need to find parking in congested areas, e.g. Glendale Galleria Provide greater flexibility and convenience to access Tri-Cities without an automobile.
TIMING	February - April 1996
OUTREACH	Work-End: Lunch-time communication/Activity Centers Paycheck stuffers Property Management Posters in workroom Tray liners (maybe coupon for service) Shuttle/LADOT interiors Chamber, TMA, TMO Building Owners and Management Association Home End: Direct mail within 1/4 mile of LADOT stops, maybe rider radius with convenient lots. Billboards on congested key corridors
LANGUAGE	Spanish/English
BUDGET	$10,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--Foothill Express Transit Line 690

ACTIVITY CENTER	TRI-CITIES: BURBANK, PASADENA, GLENDALE
PRODUCTS	FOOTHILL TRANSIT EXPRESS LINE 690
TARGET AUDIENCE	Small employers/Employees Home End: San Gabriel/Claremont/Pomona/Montclair Work End: Pasadena
CORRIDORS	210, 134
OBJECTIVE	Generate new and continued use of Foothill Transit Line 690.
STRATEGY	Promote tangible benefits of Foothill Transit to receptive audience
PROMOTIONAL IDEAS	Convey Message: express from Montclair Metrolink station to Pasadena.
TIMING	February - April 1996
OUTREACH	Work End: Billboards on congested key corridors Lunch-time communication/Activity Centers Paycheck stuffers Property Management Posters in workroom Tray liners (maybe coupon for service) Shuttle/LADOT interiors Chamber, TMA, TMO Building Owners and Management Association Home End: Local print Direct mail within proximity to stops
LANGUAGE	Spanish/English
BUDGET	$10,000
PARTNER CONTRIBUTION	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Van Nuys

Promotional strategies for Van Nuys are included on the following pages. The Van Nuys working group met in July 1995, and included representatives from Los Angeles Department of Transportation, the Mid-Valley Chamber of Commerce, and Metrolink. Available products determined by this group include carpools, vanpools, a new LADOT shuttle, and potentially Metrolink.

General Discussion: There was significant discussion that although the corridors around Van Nuys are congested, and the employment is dense, there are not many alternatives available to commuters going to and from Van Nuys. The group decided that vanpools, carpools, and SMART/DASH could potentially be good alternatives to driving alone to Van Nuys because of new products coming on line. Vanpools and carpools will have access to new HOV lanes on both the 134 and 405. Additionally, SMART/DASH is a new shuttle service planned for Spring 1996. The shuttle will service Van Nuys, and will include stops at the Civic Center and the Airport.

There was much discussion about whether Metrolink was a good product to market to Van Nuys employees. Currently, there is no shuttle service available between Metrolink and employment centers in Van Nuys. A product enhancement shuttle service was discussed, which would provide commuters with a direct connection between the Metrolink station and their place of employment in Van Nuys. Because ongoing funding for shuttle service is uncertain, any Metrolink shuttle would have to focus only on existing connections.

Following is a summary of the discussion about each product.

Vanpools

Vanpools are generally for commuters traveling a longer distance; promoting vanpools would need to be a joint effort between the ETC's and the CEO's. The problem with vanpools is that they are expensive--you have to have a paid driver; similar to buses, but there are no resources to pay these drivers. LADOT also mentioned that when reaching out to non-regulated employers, it is hard to target something that benefits the employer.

Promotional ideas for vanpools included $5,000 per van subsidy and coupon books/discounts. It was also recommended to consider parking issues for both employer/employee.

To promote vanpools, research needs to be done to determine best time for campaign: some ideas mentioned included the August Fair in Van Nuys.

Carpools

It was mentioned that carpool commuters are generally traveling shorter distances than vanpoolers. The key corridor to target for carpools is the 101. It was decided that promotional materials should include the Spanish-speaking audience. Key messages to the audience should focus on saving wear and tear on car, include a family message and a credible spokesperson, and promote cost consciousness.

Promotions/Outreach included approaching Alarcon, Jaffe, and other big businesses. Tools mentioned included media such as Spanish radio stations (KLAX, KLVE), and print (L'Opinion, Hispanic Business, Nuestre Tiempo). It was also mentioned that Nuestre Tiempo is to be discontinued by the LA Times.

Some names for credible spokespersons included Blinkie Rodriguez, and Edward James Olmos. For an outdoor campaign, billboards on surface streets in Canoga Park and Roscoe Blvd. were suggested. Direct mail by zip code was also recommended.

Metrolink/Shuttle Service

The Mid Valley Chamber TMA stated that the majority of individuals board at the Van Nuys Metrolink station but only 3% get off there--it is inconvenient for commuters because they have to go all the way to Sylmar, which is too far away from Van Nuys. Also, the TMA believes that for many employees Metrolink is not affordable.

After significant discussion about whether Metrolink is a good product to market to Van Nuys workers, it was determined that audiences to be targeted are those truly served by existing service--at the home end: Santa Clarita, Sylmar, San Fernando Valley, Castaic, and Val Verde.

It was decided the target audience for Metrolink is English speaking (home-end). Outreach may include a paper insert/perforated coupon. Suggested media include the Santa Clarita View, KBET radio station, local press (Signal, Daily News, Antelope Valley Press), and community events (Antelope Valley Fair, Santa Clarita Chamber Business Exposition). On the employment end suggestions for outreach included posters in the workroom, a work newsletter, outreach through Valley Industry and Commerce Association (VICA) and Business Journals.

Safety Issue: It was discussed that people do not want to wait for transportation in the dark. Ideas included a buddy system or escort service.

LADOT: SMART/DASH Shuttle Service

The audience for the SMART/DASH shuttle includes people who live and work in Van Nuys. It is a new product being implemented by LADOT in 1996. It is a shuttle service that loops around Van Nuys, covering the Civic Center and Airport areas. LADOT believes the route will be flexible, and could be planned so as to include Metrolink's station or other proximate locations.

For this product, there is an Asian/Latino market on the home-end.

Promotional Strategies--Carpools/Vanpools/DASH/SMART

ACTIVITY CENTER	VAN NUYS
PRODUCTS	Carpools Vanpools DASH/SMART
TARGET AUDIENCE	Employees (Carpool, Vanpool) Employers (Vanpool) Areas within fifteen mile radius of Downtown Van Nuys (Carpool) Rationale: Congestion on corridors 101/405 is high New product introduction: 134 HOV New product introduction: 405 HOV (1996)
CORRIDORS	101, 405, 5
OBJECTIVE	Generate trial and continued use of carpooling/vanpooling.
STRATEGY	Promote tangible benefits of carpooling/vanpooling to receptive audience
PROMOTIONAL IDEAS	Carpooling/Vanpooling: $5,000 per van subsidy: decreases commuting costs for employees Easier parking conditions Faster commute time: access to HOV lanes (134 & 405) Prevents wear and tear on auto from daily commute Target families with Spanish message
TIMING	February - May 1996
OUTREACH	50-100 size Employers Alarcon Mayor's Office (Jaffe) Local print Radio stations: KLAX, KLVE Celebrity spokesperson (B. Rodriguez/Olmos) Billboards on surface streets Direct mail by zip code within 1/4 mile of vanpool stops Coupon books/Discounts
LANGUAGE	English/Spanish
BUDGET	$35,000
PARTNER CONTRIBUTIONS	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--Metrolink

ACTIVITY CENTER	VAN NUYS (Home-end promotion in Ventura and Los Angeles Counties)
PRODUCTS	Metrolink Shuttle Service
TARGET AUDIENCE	Home-end: Santa Clarita/Antelope Valley Castaic Val Verde Sylmar Ventura County Work-end: Civic Center/Airport
CORRIDORS	101/405
OBJECTIVE	Generate new and continued use of Metrolink/Shuttle service
STRATEGY	Promote tangible benefits of Metrolink/Shuttle service to receptive audience Key message: From Antelope Valley/Santa Clarita-- Metrolink/Shuttle service provides direct link to Van Nuys
PROMOTIONAL IDEAS	Metrolink/ Shuttle Service will: Provide a direct connection between station and Civic Center/Airport in Van Nuys Friends Ride Free (Metrolink Incentive) Provide safe alternatives to SOV: Escort/Buddy system
TIMING	May 1996 (TENTATIVE) Metrolink/Shuttle
OUTREACH	Home-end: Local paper insert Santa Clarita View KBET Radio Local press: Signal, Daily News, Antelope Valley Press Antelope Valley Fair, Bus exposition Antelope Valley station coupon books Work-end: Posters in workroom Employer newsletters Business Journals Chambers VICA (Valley Industry and Commerce Assoc.)
LANGUAGE	English
BUDGET	($30,000--tentative)
PARTNER CONTRIBUTIONS	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Promotional Strategies--DASH/SMART (included with Carpools/Vanpools)

ACTIVITY CENTER	VAN NUYS
PRODUCTS	SMART/DASH shuttle service (LADOT)
TARGET AUDIENCE	Small employers at Civic Center (Primary) Small employers at Airport (Secondary) CEO's Government employees
CORRIDORS	101
OBJECTIVE	Generate new and continued use of SMART/DASH
STRATEGY	Promote tangible benefits of shuttle services to receptive audience
PROMOTIONAL IDEAS	Using the Shuttle will: Provide greater flexibility and convenience to access areas of Van Nuys without an automobile
TIMING	February-May 1996
OUTREACH	coupon books/discounts at retail/lunchtime spots
BUDGET	included with carpools/vanpools
PARTNER CONTRIBUTIONS	TBD
EVALUATION	Response Mechanism and Ridership Tracking

Congested Corridors

The process of identifying key target markets for the Sacramento region began with a review of major transportation corridors. Using the factors of traffic congestion, traffic volume, and lane capacity (including mixed flow and HOV lanes), the primary corridors in the region were ranked and given a congestion score on a scale of zero to 20 (20 being most congested). The map on the following page highlights the most congested corridors in the region, which include Interstate 80, Interstate 5, Highway 50, and State Route 99. Because the residential communities and employment centers along these corridors cover a broad geographic area, a single corridor may have many segments with different transportation products and target audiences.

Key Activity Centers

To assist in defining strategic targets for marketing alternative transportation products, an analysis of key activity centers in the region was completed (including employment and recreational activity). This analysis included a review of existing marketing agents, products, current mode split, transportation regulations in place and pertinent background information about the activity center. This analysis identified 10 potential targets for further analysis:

1. Downtown Sacramento/East Sacramento
2. Lake Tahoe
3. Chico
4. Roseville
5. South Natomas
6. Folsom/El Dorado Hills
7. Rancho Cordova
8. Grass Valley/Nevada City
9. Davis
10. Yuba Sutter

Trip origins and volumes were then identified for each potential target area. Volume II of this document provides the detailed analysis for congested corridors and target areas.

From this information, it is evident that the combined Downtown and East Sacramento area has the most traffic congestion, employment density, and volume of trips in the region--155,774 total morning peak work trips. The remaining areas experience varying levels of congestion and have volumes of trips ranging between 4,500 to 18,000 total morning peak work trips.

Defining Target Audiences

Using all of the above information, a marketing strategy was developed which targets audiences based on unique product characteristics and significant employment/activity centers. This strategy is not an all-encompassing approach which includes every product in every potential market. Rather, it focuses on the specific products and audiences in each geographic location which will result in the most likelihood of commuters trying an alternative way of commuting. It allows tailored, cost-effective marketing of alternative transportation products.

Four specific categories of audiences are targeted including:

• commuters traveling to Downtown/East Sacramento
• commuters traveling to another employment center from an outlying community
• commuters who live and work within the same community
• recreational travelers

In addition, two products are identified for targeted marketing efforts:

• telecommuting
• Smart Traveler (the 800 COMMUTE and internet information systems).

These products require different marketing outreach strategies. The telecommuting mode choice requires a decision by both the employer and the commuter, so marketing must include persuasive communication to two distinct audiences. The Smart Traveler information systems are available to all consumers throughout the entire Sacramento region, thus marketing of Smart Traveler requires the broadest messages and methods of communication.

Commuters traveling to Downtown/East Sacramento

Commuters traveling to Downtown and East Sacramento have several good options for their commute. Trips are dispersed from origins throughout the region, but approximately 40 percent of trips to the Sacramento employment center also originate in Downtown or East Sacramento.

Available, competitive commute options include the following:

• Carpool on Route 99
• Vanpool for longer distance commuters
• Express and local bus
• Light Rail
• Bicycling

Commuters traveling to other employment centers from an outlying community

Employment centers with audiences in this category include:

• Folsom
• Rancho Cordova
• South Natomas

A review of the available products serving commuters identified those modes most likely to be competitive with driving alone:

Employment Destination	Available, Competitive Product(s)
Folsom	Carpool, bicycling
Rancho Cordova	Carpool, vanpool
South Natomas	New shuttle service connecting South Natomas to Sacramento light rail and transit

Commuters who live and work within the same community

This category of audience occurs in the following communities:

• Chico
• Davis
• Yuba/Marysville

Again, reviewing the available products serving commuters identified those modes most likely to be competitive with driving alone:

Home, Work Community	Available, Competitive Product(s)
Chico	Transit
Davis/Woodland	Transit
Yuba City/Marysville	Carpool

Recreational travelers

Tahoe/Truckee is the only area in this category. The products most competitive with driving alone for recreational travelers in the Tahoe area are shuttle, trolleys, and bus systems. It may also be appropriate to market bike/transit combination trips also in this target market.

Telecommuting

There are four telecenters along I-80--three in Placer County and one in Nevada County--which offer longer distance commuters an excellent commute choice.

Smart Traveler Information Systems

One product that is available region-wide is the transportation information system (including 800-COMMUTE and internet). Consequently, this product is proposed to be marketed to the "audience" of all commuters in the region.

Detailed Promotional Strategies

The following pages provide detailed promotional strategies for the target corridors, audiences and products identified above. These strategies are the framework from which the promotions will be developed and implemented. In addition, a campaign plan for each promotion will be developed by working groups of the regional partnership based on the schedule outlined.

Commuters traveling to Downtown/East Sacramento - Multi-modal

Activity Center	Downtown/East Sacramento
Product(s)	Multi-modal promotion Carpool Vanpool Express Bus Local Bus Light rail Bicycling
Target Audiences Note: these audiences will be refined and the messages will be tailored by mode as part of the detailed development of the promotions.	Home end: Carpool: commuters traveling longer distances (20 or more one way). SR 99 has a carpool lane. Vanpool: commuters traveling over 20 miles Express Bus: Yolo County (Woodland/Davis); Yuba City/Marysville; Folsom; El Dorado County/Placerville; potentially Stockton/Modesto (SMART); potentially upper Placer County. Light rail: Communities along the two lines--1) approximately Rancho Cordova paralleling US 50 to 16th Street downtown (12 stops); 2) approximately North Highlands paralleling I-80 to 12th and I downtown. Bicycling: residents living within 5 miles of Downtown--will need to target based on safety (hours of commuting, routes) Local Bus: will need to refine, identifying those routes that offer convenience of home to work trip (residential communities within approx. 1/4 mile of stops, and traveling shorter distances to light rail station connections or to downtown/east town employers proximate to employment centers. Work End: Government agencies Small employers (SACOG has manageable database)
Objective	Generate trial and continued use of alternative modes to Downtown and East Sacramento
Strategy	Promote tangible benefits to commuters of using alternative modes to Sacramento. These benefits will vary by mode, but include convenience, productive commute time, and reduced stress (hassle of parking, circling).
Promotional Ideas	Bus/Light Rail: taking an alternative to driving alone will avoid the hassle of driving, circling and parking in downtown Sacramento; productive commute. Carpool/Vanpool: on SR 99--potential time savings; other routes--productive commute time. Vanpool will have to be promoted as taking your own vehicle and creating a vanpool--there are no formal vanpool/vehicle programs currently. Bicycling: health and reduced stress messages.
Timing	October 1995, September 1996
Commuters traveling to Downtown/East Sacramento - Multi-modal (continued)
Outreach	Home end: Local print Direct mail or door hangers within appropriate miles of light rail, bus stops Outdoor along corridors Radio/traffic tags Work end: Flyers to property managers, at lunch time retail and restaurants Collateral to TMAs/ETCs
Budget	October 1995: $80,000; September 1996: $80,000
Partner Contributions	TBD (in-kind or cash contributions)
Evaluation	TBD

Commuters traveling to other employment centers from an outlying community

Activity Center	Folsom
Product(s)	Carpool Bicycling In future, vanpool--keep under consideration--home end is El Dorado County and Yuba/Sutter
Corridors	US 50 (east- and westbound) Hazel Avenue (southbound)
Target Audience	Businesses located between Intel and Aerojet Prison employees (two prisons) Rationale: Between Intel/Aerojet (along Blue Ravine Road) is where the highest concentration of large employers are located Prison employees have regular work schedules, same work site destinations
Objective	Generate trial and continued use of carpools and bicycling
Strategy	Promote tangible benefits of carpooling and bicycling
Promotional Ideas	Carpooling: will save you money will give you a better commute (more personal time) is convenient There is a Guaranteed Ride Home program that should be promoted Bicycling: is healthy will give you better personal commute time there are showers at most businesses, and will be bike lockers soon
Timing	Carpool: Spring 1996 - tie to 150 year celebration; transportation-related events Bicycling: September 1996 (bike lockers available)
Outreach	Carpool: paycheck stuffers ETC package flyers at lunchtime retail/restaurants Prison bulletin Bicycling: coop promotion with REI, Bicycles Plus distribute information through bicycle advocate groups Prison bulletin
Budget	Carpool: $15,000 Bicycling: $7,500
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Commuters traveling to other employment centers from an outlying community

Activity Center	Rancho Cordova
Products	Carpool Vanpool
Corridors	US 50 (east- and westbound) Sunrise Boulevard (southbound) Hazel Avenue (southbound)
Target Audience	Employees of Business Park South of Highway 50 ETCs Rationale: Parking at the business park is currently tight Congestion on Highway 50 is high Significant number of work trips to this location
Objective	Generate trial and continued use of carpooling/vanpooling to and from the Business Park South of Highway 50
Strategy	Promote tangible benefits of carpooling and vanpooling to receptive audience
Promotional Ideas	Carpooling/Vanpooling will: give you more quality time going to and from work (employees) save you money (employees) reduce stress/parking problems (employees) boost employee benefits at no cost (employers) Market Guaranteed Ride Home program
Timing	Spring 1996
Outreach	Paycheck stuffers (employees) Property management flyer distribution (employees) Coop promotions with lunchtime restaurants/retailers in walking distance (employees) Direct mail to ETCs and CEOs in Business Park--TMA database (employers) Business Journal/Magazines (employers)
Partner Contribution	TBD (in-kind or cash contributions)
Budget	$15,000

Commuters traveling to other employment centers from an outlying community

Activity Center	South Natomas
Product(s)	Shuttle service connecting light rail and transit from Sacramento with South Natomas (called the Commuter Scooter)
Corridor(s)	I-80 (southbound connecting to I-5) US 50 (westbound connecting to I-5) I-5 (north- and southbound) West El Camino (westbound)
Target Audience	TMA member employers in South Natomas Rationale: This is a new service, available only to TMA members (approximately 50 employers; 3,300 commuters)
Objective	Generate trial and continued use of shuttle service
Strategy	Introduce new service Emphasize the fact that it can be used on a part time basis--once a week--or when it is convenient
Promotional Ideas	The South Natomas shuttle: is free (free pass until December 1996) is convenient (connects with light rail and transit downtown)
Timing	October, November 1995 Follow up in Spring 1996
Outreach	Paycheck stuffers Collateral piece for new lobby displays Employee newsletter Word of mouth promotion--incentives existing riders to bring a co-worker
Budget	October, November 1995: $5,000 Spring 1996: $4,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	There is a built in evaluation program that incorporates daily counts on the shuttle as well as magnetic stripe tracking on RT buses which will give real world data and can be correlated to marketing efforts.

Note: the Commuter Scooter project began operation on April 3, 1995. since that time, ridership during the morning and evening commutes have tripled. In addition, Regional Transit ridership which is provided for free with the pass has also increased. Surveys show that prior to this program, 1.5% of commuters in South Natomas were taking transit. Three months into the project (numbers through June 1995) show that number has increased to 2.5% of all TMA member employees. Five percent of all TMA members who currently have the pass take Regional Transit on a daily basis. This number increases when you add in those who take outlying transit services into the downtown to connect with the shuttle (i.e. Yolo Transit, Yuba Sutter Transit).

While this service is targeted specifically at South Natomas TMA member employees, 50 member companies representing about 3,300 employees, the project is a demonstration project designed to evaluate the effectiveness of both the shuttle connector service and multi-use pass. Based on the results of the evaluation described above, similar programs could be implemented in other suburban areas not currently well served by traditional transit.

Commuters living and working in the same community

Activity Center	Chico
Product(s)	Transit
Target Audience	Downtown Chico employees/employers Chico State students, staff, faculty (as part of downtown employers)
Objective	Generate trial and continued use of transit
Strategy	Promote free downtown passes and the Chico State transit pass program
Promotional Ideas	Taking the bus: is easy will save you money (or, is free) helps avoid parking problems
Timing	February 1996 September 1996
Outreach	Local print Bus shelters On campus newspapers, information kiosks, new student orientation kits Paycheck stuffers Property management flyers Coop promotions with lunch time retail/restaurants
Budget	February 1996: $10,000 September 1996: $5,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Commuters living and working in the same community

Activity Center	Davis
Product(s)	Transit--Unitrans, Yolo Bus Carpool
Corridors	113 (southbound) Richards Boulevard Russell Boulevard Potentially I-80
Target Audience	Home End: Davis Woodland Work End: Major Employers (UC Davis, School District, DDBA, PGE, Sutter Davis, Calgene, Hunt Wesson, Davis Lumber) Chamber of Commerce Davis TMA
Objective	Generate trial and continued use of transit and carpooling from Woodland and within Davis to UC Davis
Strategy	Promote tangible benefits of using transit and carpools for this commute.
Promotional Ideas	Taking the bus: allows you to avoid parking problems and congestion on campus is convenient--drops you off where you want to go is convenient--takes you from outlying parking/transit stops to campus Carpooling will: reduce parking stress save you money at UC Davis, carpoolers get preferential parking, reduced parking fees up to 1/2 off and an emergency ride home TMA-Guaranteed Ride Home, Rideshare Express
Timing	May 1996 Aug./Sept. 1996
Outreach	Local print Bus exteriors (if allowable) Door hangars 1/4 mile from transit stops in Woodland, Davis On campus, new student communication Direct mail
Budget	Spring campaign: $5,000 Fall campaign: $5,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Commuters living and working in the same community

Activity Center	Yuba City/Marysville
Product	Carpooling
Corridors	Fifth Street Tenth Street
Target Audience	Home end: Marysville commuters using 5th and 10th St. bridges during peak hours. Work end: Yuba City employers Rationale: Commuter congestion is concentrated on these bridges which are the only routes in to Yuba City. By focusing on Marysville residents, we reach the majority of commuters using these bridges and who would be interested in alternatives.
Objective	Generate trial and continued use of carpool
Strategy	Promote tangible benefits to the commuter of carpooling
Promotional Ideas	Carpooling will: save you time crossing the bridge GRH program--possibly
Timing	Fall 1996
Outreach	paycheck stuffers local print ETCs word of mouth incentive
Budget	$2,500
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Visitor Travelers

Activity Center	Tahoe Basin/Truckee
Product(s)	Transit: public and private shuttles express service bus trolleys regional carriers (Greyhound, Amtrak) There are 9 major service providers (public and private) and several smaller private shuttle services. Bicycle/Transit combination: there may be opportunities to promote transit/bike trips--review available capacity first.
Corridors	I-80 US 50
Target Audience	Visitor travelers in the Tahoe Basin and Greater Truckee Area (focused on trips in the Basin once travelers have arrived at the Tahoe destination). Local's discretionary travel in the Tahoe Basin and the Greater Truckee Area.
Objective	Market transit services as a region-wide, coordinated, integrated system and behaviorally influence discretionary travel.
Strategy	Promote the tangible benefits to travelers of using transit to get in and around Tahoe both pre-arrival and post-arrival. Promote the use of technology (as appropriate) in the coordination of efficient travel.
Promotional Ideas	Transit is: user-friendly transportation Here's where you are... Tell us where you want to go... Now, here's how to get there... Call 800 COMMUTE to find out how to get around
Timing	Summer season 1996 (between April and October)
Outreach	a brochure which clearly defines the transportation and interconnection opportunities in-room table tents for lodging properties local poster campaign based on mapping transit alternatives local radio, print, and in-room cable tv outdoor billboards on I-80 and US 50 Pre-arrival information program intensive promotion with front-line personnel at lodging properties, Chambers, Visitor's & Convention Bureau, Visitor Centers, transit centers, lodging associations integrate into planned Smart-Kiosk program; TransCal, Internet co-op promotions with retail and restaurants
Budget	$80,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Tahoe Basin/Truckee Supporting Information

The product

The Tahoe Basin/Truckee promotion strategy focuses on competitive, available traveler transportation choices as well as the integration of these services into a comprehensive technologically driven system.

Available services include public transit, private shuttle services, demand response express services, visitor trolley shuttles, and inter/intra regional carriers. A listing of current providers is listed below.

• Tahoe Area Regional Transit (TART--public bus on the North Shore)
• South Tahoe Area Ground Express (STAGE--public bus on the South Shore)
• Bus Plus (El Dorado County connection to STAGE)
• Truckee Trolleys
• Tahoe City Trolley
• Nifty "50" Trolley (South Shore Trolley Service)
• Tahoe Casino Express (limousine bus service to Reno Airport)
• Lake Lapper Bus (around the Lake bus service beginning May 1996)
• South Shore CTS (Consolidated Transit Service)
• Private shuttle and ski bus services available in the Basin

Transit service in the basin is currently being redesigned to fit the needs of targeted travelers. The Lake Lapper Service (beginning May 1996) will become the link that regionalizes North and South Shore transit services. The integration of these services will occur through Automatic Vehicle Location, Advanced Traveler Information and Demand Response Dispatching.

The partnership

The Tahoe Basin/Truckee area has a partnership for marketing in place that includes political jurisdictions, redevelopment proponents, the private business community and local associations. Significant local funds have already been invested into the regional transportation system through three funds: transportation dedicated Transient Occupancy Taxes, a basin-wide air quality mitigation fund, and developer project mitigation funds.

The targeted audience

The Tahoe Basin Short Range Transit Plan indicates that 58% of total transportation demand in the area consists of visitors, and 42% originates from locals. Of the 42% local share, only 10% is work related travel. The remaining 32% of resident automobile travel may well represent a discretionary market that must be persuaded to try alternative transportation modes. Consequently, the promotion strategy focuses on visitor and discretionary local travel. The real time information and demand response features of the system will be marketed to persuade the target audience to change their behavior.

Telecommuting

Product(s)	Telecenters: Grass Valley, Auburn, Rocklin, Roseville Also include information about telecenters in Vacaville, Davis
Corridor	I-80
Target Audience	CEOs in Sacramento, Placer, Nevada and El Dorado Counties Residents in Grass Valley, Auburn, Rocklin, Roseville Rationale: CEO's must agree for employees to telecommute--the counties identified have mid-size companies (approx. 50) that can be served by the telecenters Employees can assist in persuading CEOs; employee-perceived barriers must also be overcome
Objective	Generate trial and continued use of telecenters Educate employers about telecommute benefits and "how to"
Strategy	Promote tangible benefits of telecommuting via telecenters to CEOs and commuters
Promotional Ideas	Using telecenters will (employers): -save you money and increase worker productivity Using telecenters will (employee): -improve your quality of life--reduced commute time, stress, cost Telecommuting is not a full-time commitment (one or more days a week is possible)
Timing	October 1995 to complement Telecommute America Spring 1996 follow up campaign
Outreach	Work end: Collateral piece to medium sized, industry-specific employers (SACOG, TMA databases or purchase database) One-on-one or small group meetings Home end: Direct mail to residents within 5 miles of the telecenters. Outdoor along I-80
Budget	October 1995: $25,000; Spring 1996: $20,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Smart Traveler: 800 COMMUTE and Internet

Product(s)	800 COMMUTE/Internet information system (Smart Traveler)
Corridors	Product is region wide; most congested corridors in region are SR 99, US 50, I-80, and I-5
Target Audience	Commuters living in District 3 ETCs and TMAs In future, District 2 Rationale: The product will be available to all residents in District 3 The product is for commuters (in separate campaign, will be targeted to recreational travelers in Tahoe) ETCs and TMAs are a point of dissemination of information to commuters
Objective	Generate awareness of 800 COMMUTE number, internet site Educate about when and why to call 800 COMMUTE number/access internet Generate calls to 800 COMMUTE, access to internet Increase trial of alternative transportation for commute trips
Strategy	Introduce 800 COMMUTE as a new product Use 800 COMMUTE as part of other corridor/mode-specific campaigns
Promotional Ideas	Calling 800 COMMUTE is: free easy convenient comprehensive (information about all commuting choices Identify every mode tied to the system: carpool, vanpool, telecommute, bus, rail
Timing	Kick-off--September, November, 1995 Follow up Spring 1996
Outreach	Radio Outdoor Print Direct mail/collateral package (ETCs and TMAs) Media campaign
Budget	$185,000
Partner Contribution	SACOG
Evaluation	Pre and Post Surveys (Commuter Monitor)

As part of each promotion identified in the Target Market section of this plan, an evaluation of the marketing effectiveness and tracking of the results will be conducted. The type of evaluation will be developed at the time of the promotion in accordance with the type and magnitude of the promotion. Evaluation and tracking may include a Commuter Monitor type evaluation described below, or other appropriate evaluation conducted by one or more of the regional transportation partners.

Process

Key target markets within San Diego were identified and prioritized by the regional partnership through a rigorous process. The process began with a detailed analysis of congested corridors in the county. Congested corridors were defined and ranked based on congestion levels, traffic volume, and lane capacity (including mixed-flow and HOV lanes). The assumption is the greater the traffic congestion, the more receptive commuters will be to alternatives. Greatest congestion in San Diego is on the following corridors: I-15, I-8 both east and west of downtown, I-5 and I-805 (see maps on the following pages).

The congested corridors were then overlaid with major employment centers. Overlaying congested corridors with key employment centers helps identify commuters with a higher propensity to try alternative modes of transportation.

Employment centers were defined and ranked based on jobs/housing ratios; percentage of county employment captured by areas; projections in absolute and relative job growth anticipated; number of firms; average size of firms; and employment density. Since employment density appeared to skew the numbers in some locations that are growing but may have larger areas of undeveloped land, the activity centers were ranked both with and without employment density as a factor. Analysis was conducted at both the subregional statistical area level (as defined by SANDAG, a primary source for data), and at the census tract level.

This collective analysis identified 15 top potential target markets.

1. Centre City (downtown San Diego)
2. Mira Mesa/Sorrento Mesa/Sorrento Valley
3. National City
4. Chula Vista
5. Carlsbad
6. Coronado
7. San Marcos
8. Kearny Mesa
9. La Jolla/Torrey Pines/Mesa
10. Point Loma/Rosecrans/Airport Area
11. Poway
12. Golden Triangle (University Town Center)
13. El Cajon/Santee

14. Rancho Bernardo

15. Mission Valley

Based on their knowledge of the region and the services provided, SMART narrowed this list to 7 target areas for further review. These targets were:

1. Centre City
2. North County (University City, Golden Triangle, Mira Mesa, Sorrento Mesa, and Sorrento Valley)
3. El Cajon/Santee
4. South Bay (National City/Chula Vista)
5. Carlsbad/Palomar Airport
6. Kearny Mesa
7. Mission Valley

Kosmont & Associates and SANDAG conducted a further level of detailed product analysis for these seven areas (Kosmont studied areas one through four, SANDAG studied areas five through seven--provided as Volume II to this plan).

Based on this final analysis, two target markets emerged as primary employment centers which are impacted by congested corridors and have good alternative transportation products: Centre City and North City. El Cajon/Santee and South Bay are primarily origin communities for Centre City, and are included at the home end of the corridor rather than as target employment centers. Similarly, Carlsbad is an origin community for North City and Centre City.

Mission Valley and Kearny Mesa are growing areas which do not currently have either the employment densities or congested corridors similar to Centre City and North City to be primary targets, but should be viewed as primary candidates for future marketing efforts and monitored closely.

Corridor Marketing Activities

The following matrices outline the recommended corridor marketing efforts for the San Diego region, focusing on products, placement, and promotions strategies.

Centre City and North City

The first matrix found on page 44 summarizes the Centre City target market promotion, which will take place from January to mid-March 1996. Evaluation of the promotion, explained more fully in section VI, Tracking and Evaluation (pg.55-59), will begin mid-March.

The North City target market promotion summary can be found on page 49. The North City promotion will take place throughout January and February 1996, with evaluation planned for March 1, 1996. A shorter follow-up campaign is planned to occur mid-May through mid-June.

The time frames for the Centre City and North City campaigns overlap; however because both campaigns are targeted to different audiences within very specific corridors, conflicting messages are not anticipated.

Additional Marketing Activities

Bike to Work Day

An additional marketing strategy which encompasses the above Centre City and North City target markets as well as Kearny Mesa, North County and Coronado is the Bike to Work Day promotion (pg. 53), planned for mid-March through mid-May.

Timing for Bike to Work Day and Clean Air Month promotions purposely overlap because they are complementary campaigns.

SMART Contribution/Participation in Proposed Marketing Activities

Commitments of support for these promotional activities have been obtained from each member of SMART:

Cash Contributions: $125,000

In-kind Contributions: $ 99,000

Complementary Marketing: $ 50,000

$274,000

In-kind contributions are comprised of mailings and distribution of marketing materials, sponsorships, outdoor (billboard space, free bus boards/shelter space, radio spot "donuts"), community events, staff time for coordination, event planning and tracking.

Complementary marketing is the coordination of individual partners' brand marketing with the regional marketing efforts, so that messages are consistent, complementary and recurring.

Centre City Target Market

	EMPLOYMENT CENTER	IMPACTED CORRIDOR
	Centre City	I-5 (to I-805 merge) I-805 south to Centre City	I-15 south to Centre City	I-8 west/SR 94 to Centre City (particularly between College and Mission Gorge)	I-5 north to Centre City I-805 north to Centre City
Available products	N/A	Coaster Vanpool	Carpool Vanpool Express Bus (CTS)	Trolley	Trolley Carpool Express Bus
Audience	Small and large employers, including government and military Potentially hotel industry	Coastal cities Kearny Mesa	Escondido Rancho Bernardo Poway Rancho Penasquitos Kearny Mesa	Santee El Cajon La Mesa Lemon Grove	South Bay cities Central and Mid-City San Diego
Messages	Convenience Avoid the hassle of downtown Once or twice a week is good	Convenience of Coaster--direct route Avoid I-5/I-805 construction mess	Convenience of carpool Convenience of vanpool and subsidy program Convenience of select P/R lots Direct service on express bus CTS GRH	New way to get there--trolley Cost Savings Reduce parking hassle	Convenience of trolley's direct connection Convenience of carpool Direct service of express bus Cost Savings Reduce parking hassle
Communication Tools	Radio Collateral to ETC/TMA's Collateral to CEOs of small employers Business Journal/Mags Property Managers BOMA Greater SD/ Downtown partnership Payroll stuffers	Outdoor Local print Direct communication with current users (e.g. Seat drop) --word of mouth campaign City newsletter	Outdoor Local print Direct communications with current users--word of mouth campaign Direct mail/door hangers within 5 miles of express bus stops	Outdoor Local print Grand Opening Community Events Ambassador Program Direct mail/door hangers within 1/4 mile of trolley, express bus stops	Outdoor Local print Direct Mail to current users--word of mouth campaign Direct mail to those within 5 mile distance of trolley; 1/4 mile of express bus Community Fairs
Languages	English	English	English	English	English Spanish
Timing for all campaigns	January - mid-March 1996
Evaluation	Commuter Monitor (to commence mid-March 1996)
Budget	$200,000