Southern California Regional Plan

Short Summary

In 1992, the State of California Department of Transportation (Caltrans) restructured their statewide rideshare marketing program. Their desire was to more effectively use marketing to produce results--to maximize the use of available transportation products and to reduce traffic congestion. Pacific/West Communications Group was hired to assist Caltrans with a fresh approach that emphasized corporate marketing strategies.

The contract for statewide strategic marketing services evolved into a strategic management program based on a specific regional and corridor marketing process.The program began with consumer research, which identified segments of the population which would be inclined to use alternate modes of transportation. It was the first consumer-based research that narrowed the target audience and identified key messages and barriers to increasing ridership.

Based on the research findings, a statewide strategic marketing and management plan was developed and disseminated to all transportation entities in California for comment and revision. The plan was put into final form in 1994.

Regional Plans

Regional implementation of the strategies outlined in the statewide plan resulted in the creation of strategic regional marketing plans tailored to the transportation products available in three metropolitan regions in California: San Diego, Southern California, and Sacramento. These plans identify targeted marketing promotions for those transportation products in each region that are most likely to attract and sustain consumer use (i.e. changed behavior).

Regional Partnerships for Marketing

Consistent with Statewide Strategic Marketing Plan policy, Regional Partnerships for Marketing, or RPM committees were formed in each of the three regions with representatives from Caltrans District Offices, regional planning agencies, transit and rail agencies, transportation management associations, and other transportation service providers, working in cooperation to develop and promote marketing strategies for alternative transportation.

Each RPM met on a regular basis to develop a strategic plan for coordinating marketing efforts within each region. Although promotions are specifically tailored in each region, the RPM's followed a consistent, specific formula for proven marketing success:

• Mission Statement: The mission statement explains the overall goal of the RPM's in each region--to successfully market competitive alternatives to driving alone.

• Guiding Principles: Developed for each region, the guiding principles expand on the mission statement, providing the framework for marketing promotions.

• SWOT Analysis: An analysis of each region's strengths, weaknesses, opportunities and threats for alternative transportation, based on available consumer research, products, capacity, placement and pricing of alternative transportation in the regions. When the available products are reviewed in light of this information and each region's local experts' assessment, the viability of the various alternative transportation products is more clearly defined and can be better marketed.

• Market Analysis: A realistic approach to marketing starts with the facts. An analysis of each regions' commuters--where they are going and how they are getting there--as well as a review of federal, state, regional and local legislation, provides a solid foundation of information from which to build the information highway.

• Target Markets: Outlines specific marketing tactics, including budgets and timelines to execute the marketing plan. This involved the development of corridor-specific marketing promotions with a clear call to action, targeted to previously identified audiences--those with the most potential for change. Although promotions are unique within each region, key messages remain consistent and focused, statewide.

• Corridor and Regional Marketing Promotions: Partnerships present a special forum for the exchange of information among service providers and regional agencies. They create an opportunity to combine the agendas of many players for a common goal--the promotion of alternative transportation products. This section highlights existing marketing and promotional campaigns among partners, and is included as a source of information.

• Tracking and Evaluation: Described are specific methods of evaluation to determine the marketing effectiveness of a promotion, and a method to track the results.Corridor Plans

Southern California

Why was this plan created?

This plan was created in response to a desire to coordinate marketing efforts for alternative transportation in Southern California. This working plan is consistent with the Caltrans' Statewide Strategic Marketing Plan and is eligible for funds from Caltrans Office of Traffic Demand Management for regional marketing activities. The Statewide Strategic Marketing Plan policies are as follows:

Partnerships

Marketing activities must be developed in partnership with other transportation providers and related agencies in the region to promote an intermodal system and maximize marketing effectiveness, while recognizing the reality of the various services' availability and accessibility in the region.

Consumer Information System

A regional consumer information system must be established and/or maintained that provides convenient, quick, and complete answers to consumers when they respond to a call-to-action from a campaign.

Research and Evaluation

Consumer research must be utilized to identify specific, target audiences to be approached via messages tailored to those consumers most likely to sample or repeat use of the product being promoted. Evaluation of each marketing activity must be conducted as part of that activity in order to determine its effectiveness and continually improve future marketing activities.

Creative Umbrella

Creative elements in all activities and campaigns must have a clear call-to-action.

What is this plan all about?

A strategic process for marketing transportation alternatives in Southern California--that's what this plan is about. The RPM began with research which indicates "who is the audience and what do they want?" The RPM then reviewed the products available to meet the consumers' needs and desires. Based on those findings, marketing activities were developed, along with recommended product enhancements or additional consumer research. Finally, the RPM proposes to evaluate the marketing activities in order to improve the transportation products and enhance future marketing efforts.

Who was involved in creating the plan?

The Southern California region is comprised of Los Angeles, Orange, Riverside, San Bernardino, and Ventura counties. A regional partnership, called the Southern California Regional Partnership for Marketing (RPM) was formed with representatives from Caltrans District Offices, regional planning agencies, transit and rail agencies, transportation management associations, and other transportation service providers, working in cooperation to develop and promote marketing strategies for alternative transportation. Participants are identified and acknowledged on the following pages.

How will it be used?

This plan is a strategic planning document for use by Southern California transportation providers. It is dynamic, to be added to and modified over time as needed by the regional partnership. It sets out guidelines for the marketing activities within the plan and for evaluating those activities. And as described above, it gives Caltrans OTDM a context for evaluating allocation of funds, by demonstrating consistency with their Statewide Strategic Marketing Plan policies.

A brief summary.

The Southern California RPM met on a regular basis to develop this plan for coordinating throughout 1994 and 1995 to coordinate regional marketing efforts. The RPM formulated the mission statement and guiding principles to focus their goals and determine their target audience(s) for marketing activities. An analysis of the region's strengths, weaknesses, opportunities and threats for alternative transportation was completed, based on available consumer research, products, capacity, placement, and pricing of alternative transportation in the region. Additionally, the RPM created an approach to strategic marketing which includes very targeted geographic- and mode-specific marketing activities as well as broader regional marketing activities.

The targeted marketing approach is described in detail in the Section "Target Markets." Four target areas were identified for mode-specific promotions based on a series of criteria--from congested corridors to employment density to existing marketing agents to availability of products that are competitive with driving alone. These four target areas are: Beverly Hills/Century City; Irvine; Tri-cities (Burbank, Glendale and Pasadena); and Van Nuys. Pages 53 through 80 describe proposed marketing in these areas.

The regional marketing activities relate to marketing products and services that impact a broader geographic and modal audience. Described on pages 81 through 83, the regional marketing activities include training and promotion for a transportation internet page and consumer research related to product enhancement/marketing research for ATIS systems including 800 COMMUTE, the internet page, and the RideGuide.

The plan also includes an evaluation component which responds to Caltrans strategic marketing policies. Because the activities have not yet been conducted, this section generally outlines the agreed-upon approach for evaluation of marketing activities.